Developing a New Enterprise IT Organization by Starting

Developing a New Enterprise IT Organization by Starting in the Middle Michael Sink, Joseph Alcala, Bryce Jackson

The Short Story • Started January 2016 transitioning five Quick Facts about UCF colleges, the largest division and the subdivision of central IT into UCF IT as cohort one. • 13 colleges offer more than 212 degrees • Part of larger initiative IT 20/20 and an independent assessment of IT resources and • 66, 000+ enrolled students spending. • 12, 000+ employees • Year two underway with another cohort and more change • 13 locations across the Central Florida region with a 1, 415 -acre main campus 2

The Process • Created transition team • Developed a new set of core values, mission and vision • Identified immediate and long-term “work to be done” • Proposed ITIL based structure and approach • Identified milestones for transitioning resources • Created and facilitated orientations for each functional area • Created on-boarding documentation for future cohorts

Major Challenges • Cultivating a large-scale cultural shift for the new organization and how it interacts and partners with the university. • Gathering the details of existing resources, responsibilities and services of teams prior to teams transitioning • Recognizing the need for a formal agreement or understanding early in the process as possible • Pre-planning and organizing future organizational and functional state prior to teams transitioning; identifying potential service gaps, new models of service and service offerings, and needed paradigm shifts. 4

Collaboration Strategies • Communicate, communicate: consistent and often to stakeholders and internally • Continual improve and assess relationships to maintain and improve trust and transparency • Gather as much information as possible as early as possible about each area to: establish budget, personal, projects, and expectations; have a formal understanding of the transition ASAP • Cultivate a culture of inclusion and dialogue university-wide, especially with units that are skeptical. 5

Merit of an IT Reorganization • • • 6 Ability to share and scale Ability to streamline and standardize (to a point) Ability to recognize large-scale problems sooner Opens new dialogue channels for collaboration and partnership Offers a way to provide a more focused IT career ladder

Resources • IT 2020 website • itr. ucf. edu/it 2020 • UCF IT website • it. ucf. edu Michael Sink Michael. Sink@ucf. edu Joe Alcala Joseph. Alcala@ucf. edu Bryce Jackson Bryce. Jackson@ucf. edu

Thank you!