Delegating IT Demand Management
For Value and Success
Dr. Leslie Hitch, Director
Academic Technology Services, IS
Beth-Anne Dancause, Project Analyst
Northeastern University, Boston
October 20, 2004
Copyright © 2004, Northeastern University. All Rights Reserved.
Copyright Northeastern University, 2004. This work
is the intellectual property of the author.
Permission is granted for this material to be
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Copyright © 2004, Northeastern University. All Rights Reserved.
Overview
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Demand Management in Higher Education
The Northeastern Answer
The “Murphy Tool”
Our Experience and Benefits
Next Steps
Copyright © 2004, Northeastern University. All Rights Reserved.
Northeastern Information Services:
At A Glance
250,000+
customers
Copyright © 2004, Northeastern University. All Rights Reserved.
Higher Education IT Demand Management
Most senior
executives are not
technology savvy
ROI
IT budgets are
fixed and viewed at
other’s expense
Return is impossible to
calculate or claim
Disparate and diverse
opportunities defy
direct comparison
Demand is
growing and
priorities are
unclear/shifting
Copyright © 2004, Northeastern University. All Rights Reserved.
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
Copyright © 2004, Northeastern University. All Rights Reserved.
Create the Functional ‘Top 10’ Lists
Pres Provost EMSA
1
“If IT resources
were yours, what
would you have us
do?”
Adv
CFO Shared
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Select the Projects for Further Articulation
Pres
1
Provost Joint
EMSA
Adv
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Move to the next phase
No action for 12+ months
CFO Shared
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Copyright © 2004, Northeastern University. All Rights Reserved.
Measure Using the “Murphy” Tool
S1
S2
S5
S3
Poor
Investment
Zone
Optimal
Investment
Zone
S4
S6
Copyright © 2004, Northeastern University. All Rights Reserved.
The Murphy Tool Scoring For Northeastern
VALUE
SUCCESS
28 pts
Competitive
Advantage
Student Selectivity
Student Success
Academic Reputation
30 pts
Business
Process
Change
Information Integrity
Process Readiness
Technology Fit
21 pts
Service to the
NU
Community
Quality of Student life
Quality of Faculty life
Broader NU Benefits
27 pts
Sponsorship &
Leadership
Sponsorship
Leadership
Resource Commitment
17 pts
Financial
Benefits
Cost Reduction
Financial Resources
14 pts
End User
Acceptance
User Involvement
Resistance Level
Ease of Use
16 pts
Decision
Support
Data Integrity
Information Analysis
Expanded Number of Decision
Makers
13 pts
Scope &
Complexity
Project Duration
Project Complexity
15 pts
Efficiency &
Productivity
Collaboration
Efficiency Gains
Functions Improved
13 pts
Delivery
Fundamentals
Management Controls
Project Definition
Resource Management
3 pts
Risk
Reduction
Legal Liability
Reputation Risk
3 pts
Security and
Regulatory
Compliance
External Compliance
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Expand Selected Projects to ‘Business Proposals’
WHAT
• Business Need
• Goals
• Functionality
• Workflow
HOW
• Timeframe
• Technical Approach
• Hardware Resources
• Human Resource
Copyright © 2004, Northeastern University. All Rights Reserved.
The Murphy Tool Results For FY’04
1
Teacher Course Evaluations
2
Enhanced Academic Advising
3
myNEU Co-op
4
Integrate Student Financials
5
Corporate Outreach
6
Annual Giving E-Payment
7
Research Financial Rptg.
8
BCDR
9
WinXP/OSX Upgrade
10
Student Demand Forecasting
11
Replace Workstudy System
12
Digital Forms Processing
13
Acad. Student Computing
14
HRM Systems
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IT Management Builds and Confirms a Portfolio
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3 3 1
2 4
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22
1 1
4 3
2
BUILD
ASSIGN
CONFIRM
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PORTFOLIO
High Level Process/Timeline
Months
One
Time
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Murphy Model Tool Development
Murphy Model Calibration
Project Identification
Project Definition
Project Delivery Definition
Annual
Project “Murphy” Remediation
Final Murphy Model Analysis
Build & Confirm Recommended Portfolio
Transfer Selected Projects to PM Process
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Benefits
•
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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”
Copyright © 2004, Northeastern University. All Rights Reserved.
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 strategic
initiative approach
• Fostered priority discussions in non-IS
venues
Copyright © 2004, Northeastern University. All Rights Reserved.
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
Copyright © 2004, Northeastern University. All Rights Reserved.
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
Copyright © 2004, Northeastern University. All Rights Reserved.
Questions?
Robert “Bob” Weir
[email protected], 781-373-2752
Tom Murphy
[email protected], 978-897-9112
Copyright © 2004, Northeastern University. All Rights Reserved.