Copyright © 2004, Northeastern University. All Rights Reserved. Delegating IT Demand Management For Value and Success Dr. Leslie Hitch, Director Academic

Copyright © 2004, Northeastern University. All Rights Reserved.

Delegating IT Demand ManagementFor Value and Success

Dr. Leslie Hitch, DirectorAcademic Technology Services, IS

Beth-Anne Dancause, Project AnalystNortheastern University, Boston

October 20, 2004


Copyright Northeastern University, 2004. This work is the intellectual property of the author. Permission is granted for this material to be

shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish

requires written permission from the author.


Overview

Demand Management in Higher Education The Northeastern Answer The “Murphy Tool” Our Experience and Benefits Next Steps


Northeastern Information Services:At A Glance

250,000+ customers250,000+ customers


Higher Education IT Demand Management

ROI

Most senior executives are not technology savvy

IT budgets are fixed and viewed at other’s expense

Disparate and diverse opportunities defy direct comparison

Return is impossible to calculate or claim

Demand is growing and priorities are unclear/shifting


The Northeastern Answer

Senior leadership should facilitate IT decisions

Use a ‘high touch’ approach to building partnerships and acceptance

WHAT Ensure structured articulation of all incoming projects


Create the Functional ‘Top 10’ Lists

“If IT resources were yours, what

would you have us do?”

1

Pres

1

2

3

4

5

6

CFO

1

2

3

4

5

6

Provost EMSA

1

2

3

4

Shared

1

2

3

4

5

6

7

8

1

2

3

4

Adv

9

7

10

55

6

7


Select the Projects for Further Articulation

1

Pres

1

2

3

4

5

6

CFO

1

2

3

4

5

6

Provost EMSA

1

2

3

4

Shared

1

2

3

4

5

6

7

8

1

2

3

4

Adv

9

7

10

55

6

7

Joint

1

2

3

4

Move to the next phase

No action for 12+ months


Measure Using the “Murphy” Tool

S3S3S3S3

S6S6S6S6

S2S2S1S1

S4S4S5S5S5S5

Optimal Investment Zone

Poor InvestmentZone


The Murphy Tool Scoring For Northeastern

VALUE SUCCESS

28 pts Competitive Advantage

Student SelectivityStudent SuccessAcademic Reputation

30 pts Business Process Change

Information IntegrityProcess ReadinessTechnology Fit

21 pts Service to the NU Community

Quality of Student lifeQuality of Faculty lifeBroader NU Benefits

27 pts Sponsorship & Leadership

Sponsorship LeadershipResource Commitment

17 pts Financial Benefits

Cost ReductionFinancial Resources

14 pts End User Acceptance

User InvolvementResistance LevelEase of Use

16 pts Decision Support

Data IntegrityInformation AnalysisExpanded Number of Decision Makers

13 pts Scope & Complexity

Project DurationProject Complexity

15 pts Efficiency & Productivity

CollaborationEfficiency GainsFunctions Improved

13 pts DeliveryFundamentals

Management ControlsProject DefinitionResource Management

3 pts Risk Reduction

Legal LiabilityReputation Risk

3 pts Security and Regulatory Compliance

External Compliance


Expand Selected Projects to ‘Business Proposals’

WHAT

• Business Need

• Goals

• Functionality

• Workflow

HOW

• Timeframe

• Technical Approach

• Hardware Resources

• Human Resource


The Murphy Tool Results For FY’04

1

2

3

Teacher Course Evaluations

4

5

6

7

8

9

10

11

12

13

14

Enhanced Academic Advising

myNEU Co-op

Integrate Student Financials

Corporate Outreach

Annual Giving E-Payment

Research Financial Rptg.

BCDR

WinXP/OSX Upgrade

Student Demand Forecasting

Replace Workstudy System

Digital Forms Processing

Acad. Student Computing

HRM Systems


IT Management Builds and Confirms a Portfolio

1

23

41

2

31

2

4123

1

23

1

2

PORTFOLIOCONFIRMASSIGN

BUILD


High Level Process/Timeline

3 4 5 6 7 821

Murphy Model Tool Development

Murphy Model Calibration

Project Identification

Project Definition

Project Delivery Definition

Final Murphy Model Analysis

Build & Confirm Recommended Portfolio

Transfer Selected Projects to PM Process

Project “Murphy” Remediation

One Time

Annual

Months


Benefits

• Direct senior management engagement/ownership• Ability to tie IT dollars to mission• High level agreement on what not to do • Functional/IS partnership• Created a common value/risk lexicon• Changed “us” and “them” to “we”• Fully articulates projects early• Dramatically reduces “churn”


Lessons Learned

• Very positive support of the process and results• Requested streamlining of the templates, meetings, etc.• Delineate major vs. minor projects earlier in the process

– Create a ‘tiered’ articulation/consideration capability

– Integrate with the university budget process

• Over time, shift from project to strategicinitiative approach

• Fostered priority discussions in non-IS venues


Next Steps

“Modified Murphy” Underway• Significant projects only

– > $50,000 incremental funding and/or– Significant recurring costs

• Business proposals Budget requests– Prioritized by Murphy criteria


Next Steps (continued)

Northeastern “Core Systems” Roadmap• Full analysis of core systems

– Age 1 to 30 years– Murphy criteria framework

• Value to the University• Success: Particularly sponsorship & business process

• Prioritized per Murphy criteria• Create multi-year investment plan

IT Executive Advisory Committee• Prioritization & tradeoffs < $50,000• Ongoing service level engagement


Robert “Bob” [email protected], 781-373-2752

Tom [email protected], 978-897-9112

Questions?

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Copyright © 2004, Northeastern University. All Rights Reserved. Delegating IT Demand Management For Value and Success Dr. Leslie Hitch, Director Academic