April 18, 2011 | Monday | 3:00 – 4:30pm | Geological Lecture Hall 100, 24 Oxford Street

1. IT Services Transition UpdateTown Hall for Central Admin and FAS IT Staff April 18, 2011 | Monday | 3:00 – 4:30pm | Geological Lecture Hall 100, 24 Oxford Street and April 22, 2011 | Friday | 9:00 – 10:30am | HBS, Spangler Hall

2. Agenda Kelly Imberman, Director, Human Resources

3. Welcome Anne Margulies and Leslie Kirwan

4. Transition Program Update Cathy Cho Yoo

5. Program Snapshot We are here (Week 16 of 24) • New IT Organization • Mission, Vision, Values • New IT Service Catalog • 12-mo Implementation Plan, including: • Basic Interim Processes • IT Funding Framework • Common Job Families • Comms. Strategy + Tools

6. The Next 2 Months: What to Expect Program Area WK14*4/4-8 WK154/11-15 WK16*4/18-22 WK174/25-29 WK18*5/2-6 WK195/9-13 WK20*5/16-20 WK215/23-27 WK22*5/31-6/3 WK236/6-10 WK24*6/13-17 I. Org Design(Steering Comm, Transition Team) • Draft new IT org mission, vision, and values Finalize + “launch” new org values Conduct org values workshops • Develop new IT org name Finalize and approve Visual Identity Rollout new brand in top 2-3 priority areas (e.g., new website, storefront, other key real estate) Draft Creative Brief Conduct naming contest Ann-ounce • Develop new org branding • Design new org structure II. Service Delivery(5 Working Groups) • Identify + define customers’ service needs Engage CIO Councilon future svcs Obtain Round 2 (R2) customer input IT Infra Client Svcs Acad IT Admin IT • Identify, define, categorize, + refine services Finalize all IT services (incl. editorial refinements) • Design, build, test, + launch new website + svc catalog Validate scope, approach, assumptns Build wireframes + new IA Migrate / re-write / re-direct content as needed Test functionality + usability Confirm priority basic interim processes Design new basic interim processes(incl. roles + responsibilities – R+R) Confirm R+R @ indivownershp level; Conduct major change mgmt / comms efforts (incl. awareness + “training”) • Plan for transition Document current state, holdovers + imprvmtopps III. Foundatnl Supp(3 Working Groups) Design new funding model framework + supp process(es) Advisor + SteerComm reviews; Incorporate feedback Draft 12-mo Implementation Plan + Exec Summary Submit + present plan to necessary stakeholders • IT Finance Conduct staffsurvey Rvw responses w/ Mgrs Analyze workforce data + map staff per demand + priorities Communicate mappings • IT HR • Program Communications

7. Staff Transition Process: Next Week’s Survey Kelly Imberman

8. Staff Transition Process: Next Week’s Staff SurveyRevisiting Goals, Process, and Key Dates Goals • To improve our understanding about the work currently being done by staff and their related skill sets • To ensure we are staffed appropriately to meet customer demand for services • To create better training and development options and career paths for staff Process • Not evaluative; just counting • 360° transparency with all stakeholders • Individual employee empowerment • Not the only data point Key Dates • Kickoff: Monday, April 25 • Completion: Friday, April 29 • Analysis: early May • Plan: late May

9. Staff Transition Process: Beyond Next Week Anne Margulies

10. Staff Transition Process: Beyond Next Week Goal: By end of March ‘11 By end of May ‘11 By 6/15 Post-6/15; long-term • Primary reporting lines established for most staff • Change / no change • Who: • Interim; subject to change • Permanent • Resolve org design ‘grey areas’ • Finalize future state demand (i.e., our service catalog) • Design future core IT service mgmt processes (4 to start with) • Conduct staff survey • Over the longer-term: • Grades • Roles • Titles • Equity • Space Senior Leadership Team established Org Design 10 50 400 460

11. IT Leadership Presentations Leadership appointed to date

12. IT Leadership PresentationsTo date, leaders are in place for 6 out of 9 key areas University CIO Strategy & Planning Finance Penny Kaligian, Managing Director Cathy Cho Yoo, Chief IT Strategy Officer FAS Research Computing Administration Innovation & Architecture TBD, Chief Technology Officer Vaughn Waters, Managing Director Administrative IT Academic IT Client Services Client Services Administrative IT IT Security IT Infrastructure TBD, Managing Director Bob Wittstein, Managing Director TBD, Managing Director Jay Carter, Chief Info Sec. Officer Sue Walsh, Managing Director CA+FAS Relationship Oversight Other Schools Executive Sponsors: CA – Sue Walsh; FAS – Bob Wittstein; Other Schools – TBDs: Library – TBDs Library Guiding Design Principles: Common to industry Keep it simple and standardized Keep it new and fresh to Harvard culture – symbolize the new era Mindful of impacts to lower levels across organization Key Guiding Design Principles Guiding Design Principles: Enable genuine integration and high levels of customer service Keep it flexible and flat Aligned as much as possible with Harvard University HR and other key org changes in play

13. IT Leadership Presentations (continued)Strategy and Planning Vision Organization-wide courage to develop an effective executable strategic plan, relentlessly carried out with discipline and honestyto align our investments in our people, processes, and technologies Key Roles and Responsibilities • Lead strategic planning efforts for new IT organization, including the transition • Manage overall progress on key University IT priorities through common management strategies, practices, and processes • Manage all IT projects across the University as a portfolio/(s) • Manage University IT governance processes (e.g., planning, budgeting, and related decision-making) What’s Changing • Today: • No IT strategy or vision • Technology-centric approach; too many surprises • Inability to manage discrete projects in a portfolio or per a planned budget • Inability to plan for the capacity needed to pull off high priority work • Future State: • Sharply-defined and communicated IT strategic plan • Relentless and disciplined execution • Alignment between our investments of money, skillsets, and time • Succession planning

14. Org Planning Update (continued) Finance Vision Strategically linked investments and business priorities Key Roles and Responsibilities • Lead strategic financial planning and related process • Lead transition to new financial guiding principles, frameworks, and processes • Oversee development and management of reporting and financial services resources • Minimize University’s financial risk through financial compliance and policy oversight What’s Changing • Today: • The cost of IT not transparent • Funding models are complex • Difficult to evaluate ROI • Funding models get in the way of making optimal decisions • Future State: • We know what we’re spending where • Models are streamlined and simplified • We can link value with our investments • Financial barriers are removed enabling the best possible decision-making for managers

15. Org Planning Update (continued) Administration Vision Simple, easy and transparent processes that support all teams across the organization so they have the right environment and tools to be successful Key Roles and Responsibilities • Provide leadership and management of all administrative operations • Establish and manage professional, high quality, consistent events and communications which properly represent the activities of the UCIO and the new IT organization • Recruit, maintain, train and grow a professional and highly talented workforce • Create an efficient and professional workspace • Establish a centralized process to coordinate and manage vendors across the organization What'sChanging • Today: • Separate and distinct Human Resources processes • Separate and distinct Vendor Management and Procurement processes • Separate and distinct Administrative processes • Future State: • Seamless • Reliable • Professional • Centralized • Easy when it should be • Data-driven decision making

16. Org Planning Update (continued) Relationship Oversight Vision Effectively managed and facilitated relationships between all our IT service areas and the Schools, Library, and Central Administration Key Roles and Responsibilities • Meet quarterly or as needed to review priorities, technology plan/services that address and support needs of the schools/CA • Provide metrics of critical services and discuss performance, formulate additional plans if necessary to address any deficiencies • Report on University wide efforts and the impacts on school/department What's Changing • Today: • Siloed approach to service discussions with schools/areas within schools • Less strategic • Focus on current customers and services less on future needs or plans • Many solutions solving the same problem • Future State: • Comprehensive and coherent approach to delivery of services to schools and department • Well understood offerings that meet the needs of schools • Ongoing dialogue about priorities, technology plans and delivery • Opportunity to leverage and discuss more optimal approaches

17. Org Planning Update (continued) Administrative IT Services Vision Leading IT processes and systems meeting the administrative needs of faculty, students, and staff Key Roles and Responsibilities • Plan, develop and manage administrative application portfolios for the University, Central Administration, and FAS • Lead development and implementation of new solutions and applications, and enhancements to existing applications • Lead the maintenance function for existing solutions and applications • Develop and lead overall applications strategy and methodology What's Changing • Today: • Core admin IT systems are a strength • No clear, ‘planned-out’ portfolio or data architecture • Numerous older, unconnected systems • Multiple processes for development and release of new systems • Future State: • Leading integrated solutions strategically managed as a portfolios • Best of both cultures • Clear simple processes, and common methodologies • Business-driven • An agile, ‘yes’ organization

18. Org Planning Update (continued) Infrastructure IT Services Vision A well-planned, implemented, and managed complex IT infrastructure that supports University-wide needs Key Roles and Responsibilities • Develop strategic roadmap for core technology services in collaboration with the community (in conjunction with CTO) • Design extensible and scaleable solutions for today and the future • Ensure people, process and technology in place • Optimize and leverage technology solutions and investments across CA/FAS and the University for maximum impact What's Changing • Today: • Areas of excellence • “Battlefield medicine” with crisis fatigue in some areas • Significant effort to support multiple systems with the same functionality • Long term strategy not formulated for all technology areas • Future State: • Consistent excellence in all core technology areas • Solid bench strength in all key technologies • Robust shared solutions • Improved solutions and processes that work

19. Org Planning Update (continued) IT Security Vision A well-established risk-based Information Security Program Key Roles and Responsibilities • Develop and communicate guidance for preserving the availability and integrity of the University’s electronic assets • Develop a risk-based information security program aligned with COSO and COBIT control frameworks • Manage the resources required to oversee policy and deliver the information security services offered to the University • Lead the IT Security incident management approach and related processes What's Changing • Today: • Many directions, Multiple solutions • Intrusive • Ambiguous • Future State: • A risk-based approach • Security by design • Clear objectives, measurable results

20. IT Leadership Presentations Chiefs and Managing Directors to be Established Anne Margulies

21. Org Planning Update (continued)Academic IT Services Vision To be developed by new Managing Director Key Roles and Responsibilities To be developed collaboratively over a series of interviews and org design sessions by key stakeholders and point of contact at a National Recruiting Firm, which will then serve as input into the Job Description that we post as we kickoff our national search

22. IT Leadership Presentations (continued) Client Services Vision To be developed by new Managing Director Key Roales and Responsibilities • Provide direct support services to end users for service desk, field support for desktop and local devices, software licensing, and technology sales • Establish and manage customer-facing ITSM methods, processes, tools, and standards • Manage customer relationships across all service areas • Provide operational project management support across service areas

23. IT Leadership Presentations (continued) Innovation and Architecture Vision To be developed by new CTO Key Roles and Responsibilities • Develop a shared technology vision in support of academic, research, and administrative computing • Lead the development and maintenance of an agile technology architecture • Develop strategies for enterprise solutions • Foster technology innovation

24. Q&A

25. Thank You – Stay Tuned for More Until Next Time http://isites.harvard.edu/transition