6/21/2015CITI Portfolio Management Process1 A Portfolio Management Process & Structure for UCLA Committee on IT Infrastructure (CITI) May 27, 2008

04/21/23 CITI Portfolio Management Process 1

A Portfolio Management Process & Structure for UCLA

Committee on IT Infrastructure (CITI)

May 27, 2008


CITI Agenda and Objectives

• Agreement on the basic framework for a UCLA IT portfolio management structure and process– Use Disney model– Major elements and objectives

• Set long range vision• Portfolio management is a phased, iterative, on-going

process

• Agreement on initial steps and schedule– More detailed plan in June meeting– Kinds of resources and commitments


Important Distinctions -- Governance, Project Management and Institutional Portfolio Mgmt• Governance

– Strategic Direction– Prioritization– Institutional Investment Portfolio

• Project Management, Development & Maintenance– Project Control– Schedules & Deliverables– Costs & Accountability– Successful implementation

• Institutional Portfolio Management– Balancing and diversifying investment decisions among academic,

research and administrative– Alignment with campus strategic plan and long-term requirements


UCLA IT Project Governance Overview

IT Governance Graphical Overview v23-P1133-03-09-06

4

The specific governance path for each project is determined by a classification review.

Projects are identified

through the Annual

Strategic Planning

Process and as they arise

(Ad hoc).

1

• Class 2 Projects are logged in the IT portfolio but just “stay on the radar”

3

Project Classes 2-

5 are added to

the Campus

IT Portfolio.

6

Depending on the governance process “triggers”, a full or light PCD is created.

OIT creates a “Project Bio” for every project and each project is classified.

2

• Class 1 Projects go ahead – no additional IT Governance required.

Human Interaction (OIT, ITMG) is the first filter:

• Does project need outside funding?

• How is project aligned with strategic direction?

• What is the project motivation (is there a legal mandate?)

• What is the end user impact of the project?

• Is there a reason to fast track?

• Will the project be controversial?

5

Project moves along its

specific path through the IT

Governance Process.

• Governance entities participate according to their role in the process.

Option to fast track a project then circle back to

governance

CITI’s Agreement to Portfolio Management


Preliminary Data on Campus Applications• An initial cut of a consolidated list of campus

applications was recently developed from the following sources:– 2003 Data Center Data Gathering Study– 2007 PII Interviews– 2005 Disaster Recovery Study– List of ISIS Supported System

• The data compiled is incomplete and requires formal validation and further refinement

• This initial effort resulted in some preliminary data that when validated can become useful information to form the basis of an institutional view of IT applications, systems and services– 31 Dean and Vice Chancellor Areas– 525 distinct campus applications (excluding medical

enterprise) … and counting


List of Campus Applications from Preliminary (Unvalidated) Data

Preliminary List of Campus Applications

CTS 12%

Libraries 9%

Other1%

UNEX4%

OIT9%

Academic Units 23%

College4%

Admin + AIS 25%

Student Affairs 9%

External Affairs 4%

Administration + AIS

CTS

Libraries

Other

External Affairs

UNEX

OIT

College

Student Affairs

Academic Units

N=525


Sample Information from Preliminary Data

• Some examples of system summary:– Reporting/documentation - 13 systems– Data and directories - 25 systems– Email/Calendaring - 32 systems– Web/Portal services - 35 systems– Time keeping - 8 systems

• Other noticeably repeated applications / systems– Financial accounting– Registration– Course Management Systems– Project or Initiative Management systems– Inventory

"The purpose is not to just centralize but to have the information to ask the right questions"

Disney’s IT Strategy and Governance Model

Alignment TeamAlignment Team

Media Technology Board

Media Technology Board

CIO Board CIO Board

Media Asset ManagementMedia Asset Management

Media TransportMedia Transport

Media Security/DRMMedia Security/DRM

High Definition VideoHigh Definition Video

Pro

du

ctP

r od

uct

Re q

ui rem

ents

Re q

uire m

e nts

Pro

du

ctP

r od

uct

Re q

ui rem

ents

Re q

uire m

e nts

Me d

iaM

edi a

Str ate g

yS

t rat egy

Me d

iaM

edi a

Str ate g

yS

t rat egy

Pro

du

ction

Pr o

du

ct ion

Op

era tion

sO

per atio

ns

Pro

du

ction

Pr o

du

ct ion

Op

era tion

sO

per atio

ns

Business

Processes

Business

Processes

Applications

Applications

Infrastructure

Infrastructure

MT StrategyMT Strategy

IT NeedsIT Needs

IT Strategy IT Strategy

Product Development & CreativeProduct Development & Creative

Media Technology“Product Facing”Media Technology“Product Facing”

Information Technology“Internal Facing”Information Technology“Internal Facing”

Source: Presentation by Jeff Mirich, Enterprise Architect & CIO at Disney Studios

Media Techonology and IT Governance in Harmony at Disney…and it seems to be working well!

FCET, IDRECSG/CAOs

CITICSG / CAOs

ITPBOITITPBOIT

IT Enabled Research

Scholarly Interaction

Integrated Student

Campus Data Resources

Instru

ction

al

Research

Su

pp

ort &

Infra.

Su

pp

or t &

S

up

por t &

In

f rastr u

ctu

r e

Inf ra

st ru

ctu

r e

Str a

teg

ies

Str a

t eg

i es

Su

pp

or t &

S

up

por t &

In

f rastr u

ctu

r e

Inf ra

st ru

ctu

r e

Str a

teg

ies

Str a

t eg

i es

Bu

siness P

rocesses

Cam

pu

s Ap

plicatio

ns

Co

mm

on

Infrastru

cture

Research, Research, Education, Education,

Decision-MakingDecision-Making

Research, Research, Education, Education,

Decision-MakingDecision-Making

Information Information TechnologyTechnology

““Program Facing”Program Facing”


““Program Facing”Program Facing”


““Internal Facing”Internal Facing”


““Internal Facing”Internal Facing”

Research & Educ. Strategy

IT Needs

IT Strategy

UCLA’s Programmatic IT and IT Infrastructure(Modified from Disney Studios’ model)


Disney’s Institutional Approach to Portfolio Management

Infrastructure

Application Portfolio

ARCHITECT & INTEGRATEsimplify, standardize, modularize,

integrate

Business Processes

Suppliers Employees Customers

EXTEND & LINK

ERP CRMCollaboration Publishing…

PlatformsInfrastructureManagement

Network Core Services…

GOVERN & MANAGE IT INVESTMENTrationalize, leverage, maximize, aggregate

Enterprise Architecture is the Glue that holds Applications and Infrastructure to a common destiny

Enterprise Architecture cannot succeed without a governance structure to promote and fund the “common interest”


Disney’s Cross Reference Across Business UnitsIdentify Leverage Opportunities and Cost

Create & manage

products, services,

media

Market products

& services

Sell products

& services

Manage supply

chain ops

Manage &

support cust.

Plan & manage perform-

ance

Manage finances &

accntg.

Manage human

resources

Manage Inform-ation

resources

Manage physical assets

Manage support services

Perform order

manage-ment

This analysis reveals costs by business process and

informs where the IT investment is focused,

business unit cross reference reveals leverage

opportunities

Governance of IT investment can be

aligned around business process

owners.

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TP

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Total

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Total

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Total

Merch. Lic.Disney Store

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Stu

dio BVHE – Int’l

BVHE – NAFilmed Ent.Total

Corporate

Co

rp

TomorrowlandTotal

Grand Total


Disney’s Cross Reference Across Business UnitsIdentify Leverage Opportunities and Cost

Create & manage

products, services,

media

Market products &

services

Sell products &

services

Manage supply

chain ops

Manage & support

cust.

Plan & manage

performance

Manage finances & accounting

Manage human

resources

Manage Information resources



Perform order

management

Develop sales plan &

quotas

Perform sales

Capture orders

Manage orders

Perform market

analysis

Develop marketing

plan

Implement marketing

plan

Acquire physical assets

Maintain physical assets

Dispose of physical assets

Perform research &

design

Prototype products

Create/manage product/

service /media informationManage

product/ service/medi

a lifecycle

Monitor external

environ-ment

Create & manage

business plan

Evaluate business results

Initiate & manage

improvements

Establish & administer HR policies & employee

dataManage employee

recruiting & training

Manage compensation & benefits

Administer health,

safety & security

programs

Create & manage

enterprise architecture

Create & manage

infrastructure &

operationsProvide & manage software solutions

Provide user support & training

Provide legal services

Provide security &

safety

Perform admin.

functions

Perform project

management

Establish & manage

customer relationships

Manage customer

interface infra-structure

Provide information &

training

Manage customer inquiries

Manage service & support delivery

Process financial

trans-actions

Plan & manage budgets

Manage cash &

liquidity

Analyze & report results

Plan

Source

Make

Deliver

Return

Manage 3rd party

obligations

Procure goods & services

Manage labor

operations

Manage employee

communic-ations

Manage employee & community

relations

Perform risk management

Manage share-

holders

Plan & manage

taxes

Maintain facilities

operations

• Point of Sale• Online Sales• Merchandise

Licensing• Reservations• Ticketing• Credit Card

Processing• Contract

Mgmt.

• BxB Marketing

• Marketing Automation

• Campaign Mgmt.

• Media Asset Mgmt.

• Broadcast/ Traffic

• News Room

• Customer Relationship Mgmt./ Call Center/ Customer Service

• Guest Data• Guest Claims

• Supply Chain Planning

• Warehouse Mgmt.

• Supply Chain Mgmt.

• Food & Beverage Supply Chain

• Catalog Order Mgmt.

• Advertising/ Billing Mgmt.

• Licensing Order Mgmt.

• Labor Forecasting, Scheduling, & Deployment

• TimeTracking and Compensation

• General HR• Recruiting

• Financial Transactions

• Budgeting

• Operational Data Store

• Forecasting & Planning

• Operational Reporting

• Costume Mgmt

• Project Mgmt.

• Legal• Risk Mgmt

• Asset Mgmt• Document Mgmt.

• Authentication

• Reporting Tools

Level 0processes

Level 1processes

Applicationexamples

Back of HouseFront of House

Unique /Differentiatin

gNon

Differentiating


UCLA Business Processes-- Level 1.0 for UCLA’s Four Core Processes --

1.2.18

Perform CommunityNeeds Assessment

ProvidePatient Care

ProvidePatient Care

Perform CareManagement

1.3.3

Evaluate Effectivenessof Care (Plan &

Provided)1.3.4

Manage Population-Based

Risk1.3.5

Deliver InpatientCare

1.3.6

Deliver Diagnostic& Therapeutic

Care1.3.7

1.3

Define & DevelopContinuum of Care1.3.2

1.3.1

Deliver Surgical /Invasive Care

Deliver AmbulatoryCare

1.3.10

Deliver HomeCare

1.3.11

ManageAffiliation Agreements

1.3.12

Deliver EmergencyCare

1.3.9

1.3.8

ManagePatient Care Network1.3.13

Participate in/Develop

Community/Public Service

Participate in/Develop

Community/Public Service

Manage IndustryPartnerships

Manage CommunityDevelopment

1.4.3

ManageUniversity-School

Partnerships1.4.2

1.4

1.4.1

EducateStudentsEducateStudents

Set Degree /Certification

Requirements

Devise and MonitorRemedial Education

Programs

Devise & MonitorContinuing Education

Programs

Deliver Education

1.1.3

1.1.4

1.1.5

DevelopCurriculum

1.1.2

1.1

Administer StudentEval. of Course /

Instructor1.1.6

Manage OutreachActivities

Ensure Ethics(Policies, Procedures,

Subject Testing)1.2.8

Management of Data

1.2.20

Conduct & Manage ResearchConduct & Manage Research

1.2

Identify Opportunities

Prepare Proposals

Review, Sign, & Submitto Funding Agency

Prepare & Submit Goldenrod

1.2.3

1.2.4

1.2.5

Prepare Internal Forma & Protocols1.2.2

1.2.1

NegotiateAward

1.2.6

Set-UpAward

Document & MaintainFederal Compliance

Perform ClinicalTrials

Prepare & SubmitFinancial Reports

Invoice FundingSponsors

1.2.12

1.2.13

1.2.14.

Document & MaintainNon-FederalCompliance

1.2.10

1.2.9

Close Out Awards

1.2.15

Collect AccountsReceivable

1.2.16

Present / PublishResearchResults

CoordinateResearch Parks/Joint Ventures

Manage IntellectualProperty/

Patents/Licensing/Technology

Transfer

1.2.17

Conduct Research& Incur Costs

1.2.11

1.2.71.1.7

1.1.1

1.2.18

1.2.19

Institute Quality Control

Measures1.2.27

(1)

(14)

(13)

(13)

(13)

(16)

(23) (33)

(38)

(3)

(29)

(7)(1)

(1)

(1)

Level OProcesses

Level 1Processes


Cross Reference Across Business UnitsIdentify Leverage Opportunities and Cost

Create & manage products, services,

media

Market products

& services

Sell products

& services

Manage supply

chain ops

Manage & support

cust.


ance

Manage finances & accntg.

Manage human

resources

Manage Inform-ation

resources



WDW

TP

&R DLR

WDIDLP

Total

ABC Network

Med

ia N

etw

ork

s


ABC TV stations

Total

BVTVWDTVI

BVG

DC

P

DCPDCP – Int’l

DDMDisney Pub.

Total


BVI

Stu



Corporate

Co

rp

TomorrowlandTotal

Grand Total

Perform order

manage-ment

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NonDifferentiating


media

Market products

& services

Sell products

& services

Manage supply

chain ops

Manage & support

cust.


ance


Manage human

resources

Manage Inform-ation

resources



WDW

TP

&R DLR

WDIDLP

Total

ABC Network

Med

ia N

etw

ork

s


ABC TV stations

Total

BVTVWDTVI

BVG

DC

P

DCPDCP – Int’l

DDMDisney Pub.

Total


BVI

Stu



Corporate

Co

rp

TomorrowlandTotal

Grand Total

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Market products

& services

Sell products

& services

Manage supply

chain ops

Manage & support

cust.


ance


Manage human

resources

Manage Inform-ation

resources



WDW

TP

&R DLR

WDIDLP

Total

ABC Network

Med

ia N

etw

ork

s


ABC TV stations

Total

BVTVWDTVI

BVG

DC

P

DCPDCP – Int’l

DDMDisney Pub.

Total


BVI

Stu



Corporate

Co

rp

TomorrowlandTotal

Grand Total

WDW

TP

&R DLR

WDIDLP

Total

ABC Network

Med

ia N

etw

ork

s


ABC TV stations

Total

BVTVWDTVI

BVG

DC

P

DCPDCP – Int’l

DDMDisney Pub.

Total


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Stu



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Stu



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rp

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NonDifferentiating


Value of Disney’s Portfolio Management Process

• Outcome of As-Is Analysis– Revealed costs by business process– Informed the governance structure where the IT

investments are focused– Revealed leveraging opportunities for IT services that

cross business units– Created a basis for developing the technology decision

framework • Identifying emerging, core and declining technologies for

non-differentiated services / applications• Identifying specialized technologies as defined, justified,

and unique business case for differentiated services

04/21/23 CITI Portfolio Management Process 16-- WORKING DRAFT-- 16

Overview of Proposed Process

Understand the Existing

Environment“As Is”

Validate & Refine

Summary of Findings

Define new IT Portfolio

Management Model

Conduct Gap and Capacity

Analysis

Define Objectives,

Priorities and Process Metrics

• Define information and analysis needs

• Collect information and data using normalized data / industry process classifications and models

•Interviews•Baseline research•Benchmarking•Surveys•Focus groups

• Develop an understanding of the problems and issues

• Level set on the definition, upper and lower limits, and parameters regarding value, cost and risk

• Summarize key findings

• Present initial findings to executive management

• Obtain concurrence on priorities and direction

• Seek additional data and information

• Develop the guiding principles and key objectives of a new IT portfolio management process

• Identify specific gaps that exist between the results of the assessment and the desired state as defined in the IT PM Model

• Assess capacity / capabilities to determine if adequate resources are currently available to address the gaps

• Identify options / resource requirements if current resources are lacking

• Develop a list of priorities and focus areas to allocate resources

• Evaluate importance and urgency of each key element

• Assure that defined objectives are traceable to business strategy

• Develop a plan that identifies the IT PM charter and communications plan

04/21/23 CITI Portfolio Management Process 17-- WORKING DRAFT-- 17

Step One

Understand the Existing

Environment“As Is”

Validate & Refine Summary

of Findings

Define new IT Portfolio

Management Model

Conduct Gap and Capacity Analysis

Define Objectives, Priorities and

Process Metrics

• Define information and analysis needs• Collect information and data using

normalized data / industry process classifications and models

•Interviews•Baseline research•Benchmarking•Surveys•Focus groups

• Develop an understanding of the problems and issues

• Level set on the definition, upper and lower limits, and parameters regarding value, cost and risk

Summer 2008


Information is Available to Begin

• Existing and available resources / documentation for the three building blocks– Business Processes

• Documentation of UCLA’s core mission processes (4) and major supporting processes (15) by Coopers & Lybrand Study

– Application Portfolio• Preliminary list of applications, systems and servers (with

847 line items)

– Infrastructure • UTIPP / UTIPP 2 Reports• 2001 / 2005 – OIT White Papers on “Developing a Campus

IT Strategy and Architecture”


CITI Endorsement

• Agreement with the basic framework & objectives for IT portfolio management

• Agreement to do “as-is” analysis– Define information needs

• Categories/thresholds for collecting applications information• What information will be collected in first iteration

– Define Level 1 processes• Facilitated session• Subgroup of CAO

• Agreement to review and approve a detailed plan at CITI’s June meeting– Consult CITI subgroup– Summer start– Integrate with IT planning and cost review

Documents

6/21/2015CITI Portfolio Management Process1 A Portfolio Management Process & Structure for UCLA Committee on IT Infrastructure (CITI) May 27, 2008