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Future of IT at MIT
IS&T Transforma-on Strategy: Enabling the 2020 Vision for IT@MIT
Massachuse?s Ins-tute of Technology
IS&T “All-Hands” Meeting February 11, 2015
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Future of IT at MIT
Agenda
■ Welcome
■ What this is (and is not)
■ Our truly amazing opportunity
■ My expecta-ons of you
■ Transforma-on plan (structure, processes & infrastructure)
■ Organiza-onal agility ■ Q&A ■ Transi-on and change management plans & -melines
■ Q&A
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Future of IT at MIT
1. Individual mee-ngs (Feb 12–13)
2. Team mee-ngs (Feb 17-‐18)
3. Group mee-ngs to review the full organiza-on chart and answer ques-ons (Feb 19)
Over the next two weeks, we will communicate IS&T’s transformed organiza?on structure.
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Holiday
Snow Day Snow Day
February 9 10 13 12 11
February 16 17 20 19 18
All Hands Mee-ng
Group Mee-ngs: Emerging, Enabling, Planning & Admin
Individual Mee-ngs
Team Mee-ngs
Org Chart Available
Future of IT at MIT
A Refreshing Departure from Past Experiences
■ We scored BIG with our transforma-on PoCs – Sr leaders & stakeholders like what they saw – and have pledged their support
■ They understand that this is NOT a typical “reorg” – it’s a transforma-on
■ It’s also NOT about downsizing, layoffs, or budget reduc-ons – Everyone is needed, and everyone will have opportuni-es to play important roles
■ It’s a strategic mul--‐dimensional transforma-on – a transforma-on involving urgently needed transi-ons to: – An agile-‐oriented structure; – Agile-‐oriented processes & methodologies; – Agile-‐oriented architectures & infrastructure; and – Agile-‐oriented mindsets & behaviors
■ Simply put, it’s about taking IS&T systems & services to the “next level” – a 10x leap forward
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Future of IT at MIT
We are Posi?oned Well to Seize this Truly Amazing Opportunity
We have an opportunity to
make a
10X
difference in the value delivered by
IT@MIT
Leadership Team (Rafael, Marty, Israel,
& Tony)
Strategic Initiatives (Innovation, Learning,
Energy, etc)
Financial Health (Investments in
Facilities & Infrastructure)
Maturity of Enabling Technologies (Cloud, Agile, DevOps, etc)
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If we handle this right, we will be creating an entirely new agile-oriented operating model for IT@MIT – an innovation in the delivery of IT services for research institutions – and a
transformation which everyone will be deeply proud to have been part of.
IS&T’s Talented Staff
Future of IT at MIT
My Expecta?ons for all IS&T Staff:
■ Your head & heart will be “all in” ■ You will help champion the transforma-on & strategic urgency
■ You will be willing to embrace agile-‐oriented mindsets & behaviors
■ You will become fully-‐engaged in helping to realize the 2020 vision for IT@MIT
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What You Can Expect from Me:
■ My head & heart will be “all in”
■ I will champion the transforma-on & strategic urgency – expanding buy-‐in and support from key stakeholders at all levels throughout the Ins-tute
■ I will strive to an-cipate & breakdown barriers that might hinder our progress
■ I will give you my full support as you embrace the transforma-on
Future of IT at MIT
The IT Context has Changed
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Future of IT at MIT
The Pace of Change Seemed Somewhat Linear in the Past – but its Exponen?al Nature is Now Clearly Apparent
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1990’s
2010’s
Change
Time
We typically op,mized for: • Performance • Reliability • Cost
But, now we must first op,mize for: • Time to market • Rapid changes • User experience
In order to keep pace, we must transition to an agile-oriented structure, agile-oriented processes & methodologies, and agile-oriented architectures & infrastructure
Future of IT at MIT
Planning Process
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Future of IT at MIT
Org Structure
Capabilities Model
Operating Model
Target Architecture
Guiding Principles for IT
Assessment 2009
Assessment 2011
Assessment of Ins?tute’s Needs: Drove convergence on a vision, guiding principles, target architecture, new opera-ng model, new capabili-es model, & new org structure
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Advisory Council Final Report August 2012
EVPT Guiding Principles &
Themes
2020 Vision for IT@MIT*
• High Velocity Innova?on • Adaptable for Rapid Changes • Easy Access to Data for Decision Making • Open & Extendable Architecture to Meet Differen?ated Needs
• APIs, Cloud & Integra?on PlaSorms
• Transforma?ve Digital Service Models • Engaging User Experiences • Mobile & Context Aware Approaches • Lifecycle PorSolio Models
• Agile Methodologies • Automated Deployment Methodologies • Social Coding Methodologies
Listening Tours
New Infrastructure
New Processes
Up-‐skilled People
Excellence through modernization; and a
strategic focus on enabling innovation
* IS&T por,on needs to be fully in-‐place NLT 2017
Future of IT at MIT
New Operating Model
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Future of IT at MIT
New Opera?ng Model
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Re?re (Reallocate)
Innovate (Invest Resources)
Manage (Seek Efficiencies)
Deploy (Invest Resources)
Discovery, Pilot, or Sandbox
Deploy-‐at-‐Scale, Grow, Replace, or Modernize
Run, Maintain, or Op-mize
Sunset or Alterna-vely Source
Sogware Development Funds GIB Funding
GIB Funding, or Deferred Maintenance Funds
IT Moderniza-on Funds, Infrastructure Moderniza-on
Funds, or TNSC Funds
Handoff to Enabling Services frees-up the Emerging Solutions
team to focus on next round of innovation
Emerging Solutions • Work with
Innovation Teams* • Fast Track Agile
Methodologies • Focus on User
Experiences • Leverage Platforms
Enabling Services • Cloud & API-centric
Architectures • Open & Extendable
Platforms • DevOps Culture** • Data & Code
Repositories
* Cross-functional innovation teams ** Rapid deployment-at-scale
Future of IT at MIT
Required Capabili?es for IS&T: Support the work of innova-on teams, enable rapid deployment of new services, and drive opera-onal excellence across all systems and services
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Discover, Pilot, Sandbox
Deploy-‐at-‐Scale, Grow, Replace, &/or Modernize
Enabling Services
Sourcing and Vendor
Management
Project and PorSolio
Management
Social Communica?on
Systems and Solu?ons
Data Warehouse, BI, and Repor?ng
Systems Integra?on
Applica?on Support and Maintenance
PlaSorms, Infrastructure and Opera?ons
Infrastructure Design & Engineering
Technology Consul?ng
Security and Resilience
IT Ecosystem Architecture
Cloud and Hybrid Cloud Opera?ons
Systems Integra?on
Systems Implementa?on
User Experience and Design
Emerging Solu?ons Partnerships
Coordina?on
Run, Maintain, & Op-mize
Sunset or Alt Source
Innovate Deploy
Manage Re-re
Planning, Administra?on, Staffing, and Finance Services
Support for IT Service Providers and for IT Service Consumers
Develops new services and supports innova-on
Deploys new services-‐at-‐
scale, operates & maintains established systems
Data Analy?cs/ Science
Future of IT at MIT
Transforming IS&T Team Structures
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Future of IT at MIT
Current IS&T Organiza?on: Divided into 7 groups with 37 teams
John Charles VP of IS&T
Bart Dahlstrom Administrative
Systems
Project Management
User Experience Program
Enterprise Architect
Fin, EHS, Sourcing, Facilities
HR-Payroll
SAP Administration
Tech Services
Eamon Kearns Education Systems
Project Management
Business Systems Analysis
Software Dev and Ops
Learning Mgmt Apps and Services
Tech Architect and Framework
Mary Weisse Data Management
Project Management
Data Admin and Warehousing
Database Administration
Business Intelligence
Steve Buckley Systems
Engineering
Project Management
Quality Assurance
DCAD
Training
Kerberos
Software Release Mgmt
Mobile Platform
Barbara Goguen Customer Support
Project Management
Flexible Staffing & Training
Usability and Accessibility
Faculty and Student
Experience
Help Desk
Mark Silis Operations and Infrastructure
Operations/Program Mgmt
Network Security and Security Ops
Program Management
Server and Systems Admin
DITR
Network Installation and
Projects
Diana Hughes Administration
Finance
Human Resources
Site Team
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Future of IT at MIT
New IS&T Organiza?on Structure: Consolidated into 3 “capability” groupings with 14 teams
IS&T
Emerging Solutions
User Experience and Design
Data Analytics/ Science
Integration
Enabling Services
IT Ecosystem Architecture
Infrastructure Operations
Security & Resilience
Systems Optimization & Integration Solutions
Planning & Administration
Infrastructure Design & Engineering
Provider & Consumer Partnerships
Systems Implementation DevOps
Sourcing & Vendor Management
Project & Portfolio Management
Administration
Social Communications
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Future of IT at MIT
Agility-‐Oriented Opera?ng Model: Designed for Speed – Strategic Urgency
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Emerging Solutions
Mission - Collaboration with innovation teams to
create new services
Rapid iterative-experimentation is a
built-in principle, along with agile
methodologies & platform-thinking
Enabling Services
Mission - Rapid deployment of new
services, operational excellence, and
enabling & nurturing the IT@MIT ecosystem
Platform-thinking is a built-in principle, along
with DevOps, agile methodologies, open & extendable API-centric
architectures
Planning & Administration
Mission - Project & portfolio management
support, vendor management, staffing &
financial planning
Fostering agility-oriented approaches,
programs & practices is a built-in principle
Future of IT at MIT
New IS&T Organiza?on Structure: Consolidated into 3 “capability” groupings with 14 teams
IS&T VP, John Charles
Emerging Solutions Sr Director, Eamon Kearns
User Experience and Design
Data Analytics/ Science
Integration
Enabling Services Assoc VP, Mark Silis
IT Ecosystem Architecture
Infrastructure Operations
Security & Resilience
Systems Optimization & Integration Solutions
Planning & Administration Sr Director, Diana Hughes
Infrastructure Design & Engineering
Provider & Consumer Partnerships
Systems Implementation DevOps
Sourcing & Vendor Management
Project & Portfolio Management
Administration
Social Communications
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Future of IT at MIT
“Bridging” Strategy for Managing Risks & Workloads
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Future of IT at MIT
“Bridging” Strategy
Risk Descriptions Mitigation Strategy
Capability Risks • Competency gaps • Capacity shortfalls • Velocity challenges
• Provide flexible & comprehensive training and professional development activities
• Recruit appropriately skilled & experienced talent to fill staff vacancies
• Use consultants (& temp help) to fill near-term competency & capacity shortfalls
Operational Risks • Service interruptions • Conflicts with previous
commitments • Persistent use of aging &
duplicative infrastructure
• Staff-up to backfill staff for transformation tasks while pressing forward with approved roadmaps and steady-state operations
• Leverage ITGC processes to affect retirement of legacy infrastructure
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Future of IT at MIT
Transformation Roadmap
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Future of IT at MIT
Transforma?on Milestones
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FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Responsiveness of IS&T and IT@MIT
(Success Stories)
Time
Up-‐skilling, Retooling, & Restructuring
Innova7on Pla9orms & Connectors In Place
Por9olio of Enabling Services Available
Core Business Systems Modernized
Mature IT@MIT Ecosystem
Key Performance Indicators (KPIs):
§ IT service provider & consumer sa-sfac-on ra-ngs
§ Percentage of systems converted to cloud architectures
§ Velocity trends for transformed sogware development teams
§ Talent reten-on & recruitment trends
§ Annual cost study trends
§ Code sharing & reuse trends
§ Org structure that facilitates the transforma-on
§ Change management in place
§ Staff with founda-onal skills to support the new opera-ng model
§ The fast-‐track Emerging Solu-ons group is handling all new innova-on & moderniza-on projects
§ Safe, secure, & easy access to Ins-tute data
§ Mature services that enable IS&T, DLCs and admin units to quickly & easily build new solu-ons
§ Ubiquitous access to enabling services, including next-‐gen collabora-on services and robust self-‐service capabili-es
§ Transformed business systems that offer best-‐of-‐breed func-onality, as well as intui-ve and engaging experiences
§ Well-‐integrated and easily updateable administra-ve business processes
§ Flexible environment that enables high velocity innova-on
§ Faculty, researchers, students, and IT staff engaged in crea-ng, sharing and reusing solu-ons & code
§ Mature governance structure and processes
Significantly Enhanced Support for High Velocity Innova,on
Future of IT at MIT
Importance of Organizational Agility
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Future of IT at MIT
Fostering Agility-‐Oriented Mindsets & Behaviors
• Initiate – Actively search for opportunities to contribute to organizational success and take the lead in pursuing those that appear promising
• Improvise – Devise and implement new and creative approaches to pursuing opportunities and dealing with challenges
Be Proactive
• Assume multiple roles – Perform in multiple capacities across levels, projects, and organizational boundaries (often simultaneously)
• Redeploy rapidly – Move quickly from role to role • Spontaneously collaborate – Engage often and easily with others with a singular focus
on task accomplishment
Be Adaptive
• Learn – Continuously pursue the attainment of proficiency in multiple competency areas (eschewing overspecialization and complacency)
• Educate – Actively participate in the sharing of information and knowledge throughout IS&T, as well as with our partners and collaborators
Grow & Share
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We need each individual to fully embrace the Vision, Guiding Principles, and KPIs – thereby aligning everyone’s efforts along the same vector of thrust – and making it safe and powerfully productive & rewarding for each individual to:
Future of IT at MIT
We have an opportunity to
make a
10X
difference in the value delivered by
IT@MIT
Leadership Team (Rafael, Marty, Israel,
& Tony)
Strategic Initiatives (Innovation, Learning,
Energy, etc)
Financial Health (Investments in
Facilities & Infrastructure)
Maturity of Enabling Technologies (Cloud, Agile, DevOps, etc)
Page 25
If we handle this right, we will be creating an entirely new agile-oriented operating model for IT@MIT – an innovation in the delivery of IT services for research institutions – and a
transformation which everyone will be deeply proud to have been part of.
IS&T’s Talented Staff
We are Posi?oned Well to Seize this Truly Amazing Opportunity
Future of IT at MIT
My Expecta?ons for all IS&T Staff:
If “yes”:
ü Your head & heart will need to be “all in” ü You will need to help champion the transforma-on & strategic urgency
ü You will need to be willing to embrace agile-‐oriented mindsets & behaviors
ü You will need to become fully-‐engaged in helping to realize the 2020 vision for IT@MIT
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Are you willing to help make this transforma?on a resounding success for IS&T and IT@MIT?
I’m looking forward to working with all of you to transform IS&T and the future of IT@MIT.
Future of IT at MIT
Thank You. Questions?
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Future of IT at MIT
Overview of Transi-on and Change Management Plans & Timelines
Future of IT at MIT
IS&T senior leadership has several key ac?vi?es planned and underway to support you during this transi?on period.
■ These ac-vi-es relate to: – Developing new and revised posi-on descrip-ons with industry leading -tles – Aligning current staff to the new IS&T organiza-on – Planning for change and communica-ons to keep you informed – Preparing for transi-on to the transformed organiza-on – Iden-fying training and professional development ac-vi-es – Planning to recruit addi-onal staff where we have vacancies
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Future of IT at MIT
Over the next month we will be transi?oning staff to the new organiza?onal model. All staff will have a role in the new organiza?on.
■ In the coming days and weeks you can expect: – Mee-ngs to discuss changes to roles (this week and next week) – Group mee-ngs to discuss how the new organiza-on will work (next week) – Access to the new IS&T org chart (next week) – Working with new managers and teams to establish new ways of working – Establishing a Change Management Team to help plan for the transi-on of responsibili-es (next month +)
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Future of IT at MIT
■ The Change Management team members are:
– Staff in the organiza-on who will help drive change and a new culture
– Subject ma?er experts to represent the specific needs of team(s) within IS&T
– Liaisons to key stakeholders in the MIT community
– Coaches and guides to our IS&T colleagues
– Ambassadors and a posi?ve voice for this change throughout IS&T and MIT
As part of the transforma?on effort, an IS&T Change Management team has been put in place.
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Future of IT at MIT
The Change Management Team has certain roles and responsibili?es during the transi?on.
■ Their roles/responsibili-es are to: 1. Review proposed changes to ensure there are no significant gaps 2. Assist IS&T leadership with communica-ons related to upcoming organiza-onal changes 3. Help staff with their transi-on to new roles and responsibili-es (where appropriate) 4. Ensure opera-onal integrity of current IS&T efforts underway during the transi-on
period
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Emerging Solu?ons Enabling Services Planning & Administra?on
• Eamon Kearns • Chris Giles • Derek Jaeger • Stephen Turner • Hao Wen
• Mark Silis • Sherene Aram • Marco Gomes • Myra Hope Eskridge • David LaPorte • Patricia Sheppard • Taeminn Song • Oliver Thomas • Garry Zacheiss
• Diana Hughes • Sharon Clarke • Amy Parker • Douglas Walsh
Future of IT at MIT
Addi?onally, as part of the transforma?on effort, new IS&T posi?on descrip?ons have been developed. New posi?ons include:
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Emerging Solu?ons
Big Data Engineer
Business Systems Analyst
Data Scien-st
DevOps Engineer
Designer
UX Specialist
Planning & Administra?on
Project Manager Social Communica-ons Specialist Vendor and Sourcing Specialist
Enabling Services
IT Service Provider and Consumer Support Engineer
SDI Data Center Engineer
BI Analyst SDI Network Engineer
BI Engineer Technology Consultant
Business Con-nuity Specialist
Database Administrator
Business Rela-onship Manager
DevOps Engineer
Business Systems Analyst Architecture
IT Risk & Security Specialist
Infrastructure Coordinator
Future of IT at MIT
VP of IS&T
Emerging Solutions
New IS&T posi?on descrip?ons will be aligned in the following way across the organiza?on.
User Experience and Design § Designer § UX Specialist § Business
Systems Analyst
Data Science § Big Data
Engineer § Data Scientist
Integration § Business
Systems Analyst § DevOps
Engineer
Enabling Services
IT Ecosystem Architecture § Architecture
Infrastructure Operations § Infrastructure
Coordinator
Security & Resilience § Business
Continuity Specialist
§ IT Risk & Security Specialist
Systems Optimization & Integration Solutions § BI Analyst § BI Engineer § Database Administrator § Business Systems Analyst
Planning & Administration
Infrastructure Design & Engineering § SDI Network Engineer § SDI Data Center
Engineer § Infrastructure
Coordinator
Provider & Consumer Partnerships § Business Relationship Manager § IT Service Provider and
Consumer Support Engineer § Technology Consultant
Systems Implementation DevOps § DevOps
Engineer
Sourcing & Vendor Management § Vendor &
Sourcing Specialist
Project & Portfolio Management § Project
Manager
Administration
Social Communications § Social Comm.
Specialist
Service & Process Coordination § Business Relationship
Manager § Technology Consultant
§ DevOps Engineer § IT Service Provider
and Consumer Support Engineer
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Future of IT at MIT
Over the next few weeks, the Change Management Team will be working with staff on a variety of transi?on related ac?vi?es.
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High Level Timeline
Week of Feb 9 Week of Feb 16 Week of March 9 Week of March 2 Week of Feb 23
• All Hands mee-ng • Individual mee-ngs
Week of March 16
• Transi-on period ends March 19
• Go-‐live with organiza-on 1.0
Transfer of Responsibili?es
Ramp up New Responsibili?es
• Team mee-ngs • Group mee-ngs – Enabling, Emerging, Planning & Admin
• Transi-on period starts February 19
• Org chart available Iden?fy Learning and Development Opportuni?es
Ongoing communica?on and collabora?on with IS&T staff
Change Management Team Support, Outreach, Open House Sessions
Future of IT at MIT
This transforma?on is a huge opportunity for all IS&T staff to learn and grow.
■ Our Key Ac-vi-es in this period: – Individual mee-ngs to discuss changes to roles (this week) – Team mee-ngs to discuss changes to roles (next week) – Group mee-ngs to discuss how the new organiza-on will work (next week) – Change Management Team mee-ngs to plan for the transi-on of responsibili-es (next month +)
– Iden-fica-on of training and development needs (next month +)
■ Defini-on of Success during this period: – Smooth opera-ons during transi-on – nothing dropped between the cracks! – Responsibili-es are clearly understood (even if not everything is transi-oned) – Shared excitement about the opportunity and challenges ahead
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Future of IT at MIT
Questions?
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