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Administrative Computing Strategy Project Update to Stakeholders June 27, 2005. Agenda. Purpose of Project, Goals & Objectives Outcomes & Deliverables Project Process & Status Enterprise Systems Strategies Project Portfolio Management Recommendations Risks Next steps Appendices. - PowerPoint PPT Presentation
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Administrative Computing Strategy Project
Update to Stakeholders June 27, 2005
2
Agenda
Purpose of Project, Goals & Objectives Outcomes & Deliverables Project Process & Status Enterprise Systems Strategies Project Portfolio Management Recommendations Risks Next steps Appendices
3
Purpose and Goals
Purpose of the Project:Purpose of the Project: Focus on key business systems and technology to develop a 3 – 5 year strategic
plan for the Administrative Computing group of IS&T
Goals and ObjectivesGoals and Objectives Inventory and assess the existing enterprise systems portfolio within the area of
the Executive Vice President Review existing administrative legacy systems and their long-term viability Evaluate the existing systems against MIT's business and SAP's long-
term strategies Assure that existing and future administrative applications are
compatible with MIT's systems architecture Identify business needs and new opportunities for Administrative Computing at
MIT in collaboration with business process owners Organize and structure a comprehensive plan to best sequence the
work Identify and measure risks (resources, process, and technology) associated with
this plan
4
Outcomes & Deliverables Primary Deliverable:Primary Deliverable:
Strategic Plan Document for Administrative Computing
Components of the Strategic Plan Document:Components of the Strategic Plan Document: Customer themes and findings Enterprise Systems (Inventory / Health Assessment) Administrative Computing Strategies
Strategic planning process Individual business and technical strategies (e.g., Web Portal)
Defined process for project portfolio management Project Initiation Process (precursor to project methodology) Tools and templates for project identification and prioritization
Risk Management for Strategic Plan Critical success factors Risk to implementing portfolio management
Transition and implementation plan
5
Update and Project Status
Mar 16
Apr 27
Jun 27
Preparation
Business & Technical Data Collection
Phase 1Check-in with Sponsors
Data Analysis &Refinement with Customers
Draft Strategy
Phase 2 Check-in with Sponsors
StrategyReport
Check-in with Sponsors
Jan 05 Start
Con
tinuo
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usin
ess
invo
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ent i
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tStrategic Plan Development Since Last MeetingCustomer findings and themes have been validated and communicated to EVP areas
Findings are included in:
Ongoing strategic planning process
Individual business and technical strategies
Enterprise systems inventory, health, and analysis
Process for portfolio management has been drafted (includes related tool-set)
IS&T project initiation process has been developed in conjunction with the strategic plan (includes related tool-set)
Initiatives identified via the strategic plan have been incorporated into Administrative Computing current project inventory list
6
Enterprise Systems Overview
Administrative Computing will:Administrative Computing will: Continue to expand SAP as primary ERP system over next 3-5 years Where appropriate, develop non-SAP applications (e.g., Events Calendar) Provide an integrated environment for managing complex:
Business Transactions Web Services Data integration and integrity
Recommend a major system upgrade in the next 18 months Dedicate a percentage of Admin Comp resources to customer support and
maintenance OtherOther
SAP has been deployed at MIT over the last 9 years with over 20k current users MIT’s implementation of SAP has evolved from desktop-based delivery to web/ESS There are 10 major integration points with over 80 inbound/outbound interfaces to
SAP (See Appendix)
7
Enterprise System Health Analysis
Scale Impact
1.0 - 3.5 Needs attention in the next 1 to 3 years Health Status3.5 - 4.49 Needs attention in the next 3.5 to 5 years 4.5 – 5.0 + Needs attention after 5 years
SystemCustomer
Needs Scaleable SustainabilitySupport Model
Health Status
LDS: Labor Distribution 1 1 1 2 1.3 Database for Payroll & Admissions 3 2 2 1 2.0 ECAT / SAPweb Classic 4 1 1 2 2.0 Roles Database 3 3 3 1 2.5 Property (SUMPROP) 4 3 1 2 2.5 SAP R/3 (4.6C) 3 2 2 4 2.8 Drop Box 3 3 2 3 2.8 NIMBUS 4 2 3 3 3.0 OPM 3 4 3 3 3.3 Financials 3 3 3 5 3.5 SAPWeb ITS 3 3 3 5 3.5 EHSweb 4 4 4 4 4.0 Procurement 4 4 4 5 4.3 Plant Maintenance 4 5 4 4 4.3 Training Events Management 4 5 4 4 4.3 Parking & T Pass application 5 4 4 4 4.3 Human Resources 4 5 4 5 4.5 EHS 5 5 4 4 4.5 MIT Events Calendar 5 4 5 4 4.5 InforMIT 4 5 5 4 4.5 Employee & Pension Payrolls 5 5 5 5 5.0
Average 3.7 3.5 3.2 3.5 3.5
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Enterprise System Detail Example
SAP Appl.
Short Description & Primary Function
BPO Implem Date (s)
Project Life Cycle Status
Functional Assessment, Current & Last Major Revision
Health Check
Sc a l e
Support Model
Financial Financial and Managerial Accounting:
General Ledger, Costing,Accounts Receivable, Sponsor Billing, Travel, Planning, Asset Accounting
CAO Sept 96 Operations Current Status: Financials went live with SAP in the Central Offices in Sept. -1996. There have been continuous enhancements and developments since then. e.g., custom reporting to DLCs in 1998; COEUS billing feed April 2000; replaced obsolete SAP billing transaction VA90 with a custom program in Spring 2003; Web JVs; new company codes, etc. to extend/improve SAP usage Assessment: Stable existing functionality. Original implementation included custom travel and cashier’s solutions, non-standard use of Funds Management (FM) module, and customized transactions and reporting that limit future extendibility and scalability. To reduce customization and utilize standard SAP Public Sector (higher ed) solutions would require use of Business Warehouse and re-implementing FM.
Customer Needs
Scalability
Sustainability
Support Model
3
3
3
5
Admin Comp – Financial
Health Check Status - Example
Customer Needs
- Current functionality meets customer client needs- Supports mission and objectives of the organization- Satisfies regulatory requirements- End-user satisfaction with process/technology
Health Check Scale (1-5) - Example1 Least Healthy and/or work to be done
3 Medium health and/or work to be done
5 Most healthy and/or least effort to complete work
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Strategic Planning
Strategic Planning Process Includes:Strategic Planning Process Includes: Prioritization & Decision Making Process Integration with Business Initiatives Strategic & Transition Planning Customer Input Iterative Refinement
…is to guide Administrative Computing and Senior Management in the development and management of Administrative Systems that are initiated in Central Administration and used across the enterprise. The plan covers a three to five-year horizon and includes an ongoing process for maintaining the strategic plan, which incorporates periodic planned reviews and assessment.
Purpose of the Strategic Plan:Purpose of the Strategic Plan:
10
Individual Strategies
StrategiesStrategies: Technology Strategy Integration Strategy Application Deployment to Users Reporting Strategy Portal Strategy Document Management eCommerce Strategy Project Delivery Strategy
Enabling the strategy will involve the participation of DLC community members
Each strategy includes:
• Strategic Statement
• Scope and Definition
• Peer or industry Analysis
• Prerequisites and Dependencies
Key Strategic ComponentsKey Strategic ComponentsKey Strategic Components are business and technical dimensions of core Enterprise Business systems that extend into and enhance business functionality
11
Integration Strategy Statement
The overarching goals are to make enterprise level data/information commonly understood and readily accessible to authorized users as needed. Additionally, data must be captured/maintained in a single system of record and stored in a common data store. Finally, enterprise level data/information is an Institute-wide asset and must be both leveraged and secured. There are three primary areas of focus to achieve the integration goals, data/information integration requirements, projects/processes and integration tool(s).
Strategic Statement or Statement of DirectionStrategic Statement or Statement of Direction
12
Project Portfolio Management (PPM)
DefinitionDefinition A holistic, strategic approach to managing an entire set of projects and initiatives
which can be referred to as a project portfolio
ObjectivesObjectives Integrate PPM, IS&T Project Management Methodology, the Resource Model tool
and the Institute’s budgeting process Develop systematic process to monitor current portfolio, resources and new
requests Provide visibility of projects and prioritization process to Business Process
Owners, DLC’s and Senior Management Encourage collaboration and awareness of the entire project portfolio to a broad
set of constituents Facilitate decision making process around priorities with Stakeholders Ability to balance and diversify the portfolio of projects
13
Team Recommendations
MIT Senior Management and Administrative Computing review and work together to mitigate risks outlined in the strategic plan
Reaffirmation by Senior Management in support of Administrative Computing’s strategic direction for SAP which states “Administrative Computing will continue to leverage MIT's investment in SAP…”
Development of a formal process to collect information from Department Labs and Centers (DLC). The process should be developed over FY 2006 and implemented in the spring of 2006
Assure that IS&T project initiation, project methodology, and Administrative Computing strategic plan are in alignment
Build a critical mass of core business and technical skills for the development, support and enhancement of enterprise systems (Administrative Computing and business process owners together)
Incorporate enterprise systems inventory and health assessment process into the portfolio management and prioritization cycle
On-Going Strategic PlanningOn-Going Strategic Planning
14
Team Recommendations Cont’d
Portfolio and Project Management Portfolio and Project Management Commitment from IS&T and MIT Senior Management to using a formal project portfolio
management process that is reviewed/executed on a quarterly basis Empower ASPCC to become the governing body for Administrative Computing portfolio
management and project intersections Integrate the portfolio and project management process with the MIT budget cycle
Annual Strategic Planning ActivitiesAnnual Strategic Planning Activities Update and renew the Administrative Computing strategic plan document Conduct the enterprise systems inventory and health assessment process Align DLC input process with DLC impact calendar (managed by Administrative Computing) Review and update the Enterprise Architecture Guide (EAG) for Administrative Systems, as
defined by the MIT Information Technology Architecture Group (ITAG) Conduct formalized training sessions with Administrative Computing and business process owner
staff
15
Risks to Project Portfolio Management (PPM))
Project portfolio management is not embraced (PPM necessitates working within well-defined processes and structure)
Loss of an ability to view and manage a complete set of projects
Increases the likelihood of project failure
A champion is assigned to advocate and lead the implementation of PPM. The champion must work closely with business process owners and IS&T project managers to facilitate implementation of the process
ASPCC cannot assume responsibility for the project prioritization process e.g. time constraints
Opportunity to incorporate Institute level business objectives may be lost
Development and presentation of clear and consistent analysis by project managers for ASPCC. Continuous and open self-evaluation of the process
Some projects circumvent the project prioritization process
Jeopardizes the entire prioritization process and directly impacts the ability to plan projects, resources, and schedules
Develop a tight set of controls to manage project initiation process with support from Senior Management
Continued use of existing project management tools that are “homegrown”
Homegrown toolsets may not integrate into project management tool set and impact ability to measure projects at the portfolio level
Apply and enforce the consistent use of project portfolio management tools
Lack of skilled business analysts to support development of financial analysis and business cases
Leads to inaccurate and inconsistent data, thereby affecting portfolio analysis and decision-making May affect ability to staff projects
Skill development in project management becomes a priority for IS&T and process owner staff and is measured by core competencies.
Lack of strong project management Leads to failed projects I.e.. over budget, project delays etc.
Assess the current skill level in project management and must be willing to develop skill levels or look to external resources for qualified project managers
RiskRisk ImpactImpact MitigationMitigation
16
Next Steps
Complete development of project analysis tools Develop transition and implementation plans Secure “Buy-in” on strategy document with process owners
and MIT groups Integrate strategic plan with Administrative Computing
operations Complete and distribute final draft
Questions, Comments or Suggestions?
Contact: [email protected] or x8-8229
17
Appendices
18
Project Initiation Process
CompleteRequest forEvaluation
Form
KitimatTool
Analysis
BusinessCase
Development
Evaluation
Analysis
Prioritize
TriggerEvent
StakeholderReview
StakeholderReview
DirectorReview
IS&T LT Review
• Someone (e.g., Business process owner) identifies and defines a project idea for the appropriate IS&T Director to review.
• All projects complete Evaluation Request Form for review
• Director either:• Approves project for further analysis• Approves as internal project• Declines / defers project / suggests
alternatives• Risk / Value analysis prepared• IS&T Leadership reviews to determine if
project requires formal prioritization• Stakeholder review of project to
determine if formal business case is warranted
• MIT customized business case• Project presented and reviewed for
slotting in project portfolio• Business Case review will occur quarterly
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Project Request for Evaluation
Simple form for requesting new / changes to business or technical functionality
A standard approach for identifying all new development requests
A document to help understand the request
A communication tool to engage the customer in the initiation process
IS&T Request for Evaluation Requestors: The IS&T Request for Evaluation form should be completed for projects that either request IS&T resources or impact central IT services. The form documents the business or technical need, assumptions, risks and issues, and financial implications – without commenting on how to address them. Please submit the completed form to an IS&T director or to [email protected]. An IS&T director will provide a response within xx weeks. Project Information Project Name: Date of Request: Project Requestor Primary Contact Name: Phone: Department: Email: Title: Potential sponsor: Purpose of Project, Service, or Activity – Provide a brief description
Drivers – Describe the customer needs (internal or external) that would be met
Benefits – Share expectations of the perceived benefits, added functionality, or reduced difficulty. If more than one solution is being proposed, please provide the benefits for each.
Impact of not doing the project – Describe the tangible or intangible impact if this need is not addressed.
Stakeholders – Identify those affected by this request and their respective roles in the proposed project (e.g., key process owners, service providers, customers, support)
CompleteRequest forEvaluation
Form
Evaluation
TriggerEvent
DirectorReview
Partial Copy
20
Project Prioritization Tool
Enable management to make decisions based on established criteria
Evaluate requests based on value to business vs. risk of implementation
Graphic approach to quickly view the entire portfolio
Serves as a filtering mechanism for which projects should have a business case developed
Used as a communication tool to provide portfolio visibility to a broad set of constituents
KitimatTool
Analysis
Analysis
StakeholderReview
IS&T LT
Review
Note: Business case for ‘Prioritize’ phase is under development and not included in this presentation
Kitimat Analysis Tool
1
2
3
4
51 2 3 4 5
Average Value to Business
Ave
rage
Ris
k
E1 - PropertyS1 - Admin PortalP1 - SAPWEBE2 - Broad (OPM)T1 - TBD1T2 - TBD2T3 - TBD3T4 - TBD4T5 - TBD5T6 - TBD6T7 - TBD7T8 - TBD8T9 - TBD9T10 - TBD10T11 - TBD11Analyze
(high value, high risk)
As time permits(low value, low risk)
Prioritize (high value, low risk)
Deferred (low value, high risk)
Project Prioritization
Risk to ProjectRisk to Project Risk (1–5) Risk (1–5) 5 = Highest 5 = Highest RiskRisk
Risk Value Risk Value AnalysisAnalysis
DescriptionDescription
Compatibility w/ Enterprise Systems
(3) The project integrates with existing enterprise systems, but the interfaces have not been written before
3 SAP has a robust asset management module that needs to be researched to determine if it would meet MIT needs for property management e.g. tracking government property
Risk Criteria - Example
21
MIT SAP Applications and Major Integration Points