Governance Charter. IT Portfolio and Architecture Management Status Current Last Updated 10/12/12 Version 1.0

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1 Governance Charter IT Portfolio and Architecture Management Status Current Last Updated 10/12/12 Version 1.0

2 Table of Contents BACKGROUND PURPOSE OF THIS DOCUMENT HOW TO USE THIS DOCUMENT GOVERNANCE PROTOCOL GOVERNANCE PRINCIPLES ASSUMPTIONS COMMON PRINCIPLES PORTFOLIO MANAGEMENT PRINCIPLES ARCHITECTURE MANAGEMENT PRINCIPLES IT GOVERNANCE BODIES IT PORTFOLIO BOARD ACADEMIC IT PLANNING COMMITTEE ADMINISTRATIVE IT PLANNING COMMITTEE CORE IT PLANNING COMMITTEE IT STAFF IN SUPPORT OF GOVERNANCE IT LIAISONS PORTFOLIO ADMINISTRATOR ENTERPRISE ARCHITECT IT LEADERSHIP DOCUMENTATION DEMAND INTAKE PROCESS DIAGRAM OPPORTUNITY REQUEST FORM PROJECT PRIORITIZATION FRAMEWORK BUSINESS CASE TEMPLATE OPPORTUNITY MANAGEMENT PROCESS DIAGRAM PROPOSAL DEVELOPMENT PROCESS DIAGRAM PROJECT INITIATION PROCESS DIAGRAM... ERROR! BOOKMARK NOT DEFINED. DEFINITIONS

3 Background 1.1. Purpose of This Document The Portfolio and Architecture Governance processes were designed to improve decision- making for investments in discretionary projects and to improve the alignment of technology across the University. Effective portfolio management & architecture capabilities are key strategies to leverage technology in the pursuit of the University s goals. The purpose of defining the governance charter is to provide a set of formalized guidelines to all parties to follow when required to: Provide direction, both strategic and operational Assess performance Discuss and escalate issues and risks involving the governance and architecture processes and decision-making How to Use This Document This document is structured in five sections: Introduction: (This section) Provides an overview of the governance charter document. Governance Principles: Describes the guiding principles that underpin the creation of the governance processes. All activities of the governance bodies should be directed by these principles. Governance Bodies: Describes each of the bodies that comprise Portfolio and Architecture Governance and the IT Services staff who provide support. Documentation: Forms and processes developed to define and support the Portfolio and Architecture Governance activities at Miami University. Definitions: A glossary of terms used, defined to provide common context Governance Protocol This section describes the meeting protocol followed by the governance bodies. Each governance body should establish their own protocols, subject to guidance from the other three bodies. Governance meeting protocol should address the following: Attendance standards Absence policy Delegates Decision-making standards All members must have the authority to make decisions Define how decisions will be arrived at majority, consensus, quorum etc. Is there any allowance for veto? If so, who holds that right and how is it exercised? Define how changes to these protocols will be made Timing on distribution of agendas and pre-meeting work/materials What materials should be maintained, where should they be stored, who should have access? Define escalation path(s) for issues and questions identified. Minutes and other meeting records Expectations for production and review of minutes Process for amending Archiving of minutes and other documents 3

4 Scheduling meetings In-person meetings Online meetings Options Responsibilities of members Chair Facilitator Scribe Members Non-voting members Support staff (if applicable) 4

5 2.1 Governance Principles Guiding principles define the characteristics that are desirable in selection of projects and solutions to help achieve the University s mission. Well- defined principles guide the decision- making process rather than dictate. To foster innovation and allow for the provision of mission- differentiated services, the guiding principles must be defined in a way that does not constrict creativity, elegance, or specific use. To ensure that the fiscal goals are met, the principles must also articulate the desired balance between value and costs Assumptions The guiding principles have been crafted with the following assumptions: University Strategic Plan: A University Strategic Plan is published and includes strategic priorities that serve as a guideline for future initiatives to be undertaken by the University. IT Strategy: IT Strategy is published and entails the IT responses to meet University s strategic goals. Portfolio Prioritization Process: Portfolio prioritization process will take into account amount of resources (cost or hours) available to IT for Operational work (resources dedicated to perform operational activities or projects) and Strategic projects (resources available for development of new services or significant enhancement of existing services). Architecture Definition: Enterprise Architecture will create a defined technology vision and roadmap that aligns with the University s strategic plan. Architecture Standards: Foundational domain architecture (application, information, infrastructure and security) will be defined and published. Current standards can be further refined to align with current technology usage and future architecture trends Common Principles This section presents common principles used to drive both portfolio/project management and architecture decisions at Miami University. Principle Description Value Enabled 1. Decisions about IT priorities and projects should be made from a University- wide perspective 2. Use or extend what already exists Ensure that all portfolio management and solution architecture decisions align with key strategic priorities of the University Decisions made from an University- wide perspective are valued over those made from any particular unit or campus perspective Maintains an appropriate balance between developing shared services vs. unique solutions Favor the use or extension of an existing process, organizational construct, or solution over the development/purchase of a new solution - unless change is strongly supported Manage the introduction of new solutions into the IT environment Improved alignment to the mission Longer service life with less maintenance and changes Lower support costs Recognizes when specialized services are the right decision Less duplication of effort and services Enable reusability and extensibility Reduce operating cost 5

6 Principle Description Value Enabled 3. Use shared governance and capabilities 4. Support the greatest common good 5. Stakeholder engagement 6. Continuous improvement All IT portfolio investments and architecture- related decisions are made through a shared governance process. Shared portfolio and architecture capability will prioritize and select project based upon: strategic priorities available resources across the University risks costs across a defined period of time IT- enabled projects, corresponding architecture and resulting services are leveraged across the University and are evaluated based on their support of the University as a whole The full University is engaged and accountable in decision- making IT staff for technical expertise, and other areas (academic, administrative etc.) for the business and/or pedagogical expertise required to realize value Portfolio management and architecture processes are continually monitored, evaluated and improved. As the University gains experience with the defined process, that learning should be captured and used to continually improve the selection of projects and the management of them. Increases transparency in decision making Improve alignment with University s priorities Eliminate redundant investments Optimal use of University resources Fosters consistent decision making regarding IT portfolio and architecture across the University Eliminate redundancy Manage costs Ability for key stakeholders to provide input Improved communication between IT and other University functions Ensures that governance processes are refined on a periodic basis Incorporates lessons learned and facilitates process improvements Portfolio Management Principles Portfolio Management looks at the broad spectrum of use of IT resources to meet the University s strategic goals to ensure balance and alignment with mission. This section presents principles used to guide portfolio and project management decisions at Miami University. Principle Description Value Enabled 1. Fulfill mandatory requirements 2. Balance the portfolio mix Ensure that the University manages the risk associated with regulatory compliance requirements The University allocates resources to support mandatory system maintenance and enhancement projects. Resources are allocated to implement any mandatory, but unplanned, changes Balance project investments in line with the defined target project portfolio mix (Operational vs. Strategic) Maintain the appropriate balance of Ensure compliance with mandatory requirements Support operational projects and maintenance of existing IT systems with regulatory implications. Support risk identification, assessment and mitigation. Defines a criteria for balancing the portfolio Aids in selection of projects 6

7 Principle Description Value Enabled projects to support academic mission, student experience and administrative 3. Manage all IT- enabled programs/ projects as a single portfolio of IT investments 4. Manage all IT- enabled projects through their full economic life cycle 5. Recognize different categories of investments in the Portfolio Management processes 6. Define and monitor key metrics 7. Review and rebalance the efficiency IT- enabled investments are optimized by evaluating and comparing projects across the University, objectively selecting those with the highest potential benefit, and managing the projects that to maximize value Business cases are kept current until projected expenses and value documented in business case are realized. This principle recognizes that there will always be some degree of uncertainty and that variability over time in costs, risks, benefits, strategy, and organizational and external changes must be taken into account in determining if funding for the project should be continued, increased, decreased or stopped. The Portfolio Board should review the business case with the sponsor at the end of the project and throughout the economic life of the service to ensure that project delivered the intended value as documented in the business case. Duration and frequency of the review will depend upon the projected economic life IT Portfolio Management practices will recognize there are different categories of investments that may be evaluated and/or managed differently Investment categories will be evaluated each year and such categories might be based on management discretion, magnitude of costs, types of risks, importance of benefits (e.g., achievement of regulatory compliance), types and extent of business change. Metrics must be established and regularly monitored for performance of: the overall portfolio individual projects, including intermediate (or lead) metrics and end (or lag) metrics select IT services select IT assets other resources resulting from the project These metrics should be designed to ensure that value is created and continues to be realized throughout the project life cycle. The project portfolio must be rebalanced if there are changes in conditions under Project review, selection and management will generate the greatest value for the University Eliminate redundant or non- strategic projects Reduce costs Ensures that projects realize the value anticipated Ability to reduce cost by eliminating projects that do not provide value to the University Help University to periodically realign its priorities in accordance with changing academic, regulatory and economic environment Ensures alignment of IT projects with University priorities We expect these categories to evolve over time Ensures that expected return on investment is achieved Provides quantitative, objective metrics to evaluate the project performance Enables University to make informed decisions regarding current and future projects Allows Portfolio Board to re- evaluate the portfolio based 7

8 Principle Description Value Enabled portfolio 8. Projects are evaluated, resourced, and approved based on a complete business case 9. Frequency of evaluation and approval of projects depends on type of opportunity which project was selected. Changing conditions could potentially warrant speeding up, slowing down, or even cancelling a project as a part of the portfolio rebalancing process. Risks Feedback from the project team can provide information on changing risk levels, including schedule risk, cost risk, or quality risks Expected Benefits The ability to achieve the benefits or the value of those benefits to the University may change. Resources required Resources required to achieve the project s objective might have changed. Alignment with overall strategy If there are changes in the University s goals or strategies, each project in the portfolio needs to be reviewed for alignment with the new strategy The project portfolio should be evaluated on a quarterly basis and rebalanced based upon current University needs and priorities Other project resources (outside of money) should be re- evaluated on a monthly basis to ensure project demand can be met Business cases are created for all opportunities that are identified as strategic or with project implementation costs above an agreed upon threshold and will include an identified funding source Work defined as operational and opportunities with implementation costs below an agreed upon threshold should be resourced from the maintenance and enhancement resource pool Projects are funded after business case is approved. The allocation is based upon the cost and resource estimates in the business case Project managers must confirm their cost and resource estimates after project requirements and design phase Portfolio Board evaluates the revised forecasts against the business case to confirm the future funding for the project before it is approved to begin All opportunities are captured in Project Portfolio Management (PPM) tool and evaluated based upon type of opportunity (operational/strategic) Ongoing strategic projects (costing over $10,000 and/or providing a new service) are evaluated by the governance body on upon changes in project conditions Mitigates risk of not realizing the intended value and misalignment with strategic objectives Requires project managers to re- evaluate late or delayed projects Allows for optimal allocation of resources Ensures projects deliver the intended benefits within the expected cost parameters Allows project managers to ask for resources after more in depth, detailed estimates are prepared. All the opportunities are captured in PPM tool and evaluated against the predefined criteria 8

9 Principle Description Value Enabled a monthly basis Business cases for proposed new strategic projects are reviewed for approval by the Portfolio Board on a quarterly basis, following initial evaluation by the IT Planning Committee Operational project (maintenance, enhancements and small projects that costs less than $10,000) opportunities are captured in PPM tool and evaluated on a bi- weekly basis by the IT Planning Committees with notification to the Portfolio Board. Emergency changes are managed using emergency change management procedures established by IT Services Architecture Management Principles Guiding principles help the information architect by defining the architectural characteristics and design trade- offs that are desirable in solutions. Principle Description Value Enabled 1. Architecture is driven by academic, administrative, and IT infrastructure requirements 2. Information is the enabling lifeblood of the university Ensure that the architecture meets the explicit business requirements of the project; it also considers implicit needs such as support, training, business continuity, expected lifecycle, financial model, and ability to change and scale. Requires a service and component oriented philosophy as opposed to a technology view. All information should be managed consistently, with any given piece of information having one source and one steward. Information should be used for the good of the university. Applications and data should be securely accessible by authorized parties from anywhere. The above point infers data assurance standards, which are detailed outside of this document. Applications should support accessibility standards Improved alignment to the university s mission and to customers Longer service life with less maintenance and changes Lower support costs Improve decision making quality through the use of accurate, up- to- date information Increase customer and user satisfaction Reduce delivery costs by using existing data services 9

10 3. Use architectural standards 4. Prefer reuse to build and shared to unique 5. Design for expected capacity needs with ability to grow 6. Design for monitoring and management 7. Open Standards and Open Source Standards include specific technologies as well as complete models for solutions that are not unique. The process of maintaining useful standards requires input and collaboration from many parties. Standards will be updated, published, and changes publicized on a regular basis. Architecture should promote the consolidation, standardization, and integration of services by sharing and reusing data, information, and services. Architecture supports cost- effective investments designed to support University growth with an intentionally planned amount of unused capacity. Architecture supports service linkage to monitoring and other management tools needed to operate service levels efficiently and monitor SLA, OLAs in consistent, cost- effective way Architecture is designed with risk management and change management in mind. Architecture will promote usage of technology solutions that employ open standards and open source, when appropriate. Provide more consistent user experience Enable reusability and extensibility Reduce risk and exposure Reduce operating costs Increased understanding of services and components by solution architects and engineers Reduce costs through reusability Creation of solutions that can be leveraged across University Architecture ensures that solution meets long term needs of the University Solutions will meet operational requirements Solutions will result in more consistent and positive audit reports. Open standards and open source solutions provide opportunities for flexibility and institutional direction that vendor/proprietary solutions lack Often lowers Total Cost of Ownership (TCO) Lowers Vendor Lock- in risk 10

11 8. Standards and Architecture Compliance Solutions will comply with all architecture standards in effect at the time, unless exceptions have been approved via architecture governance process. Architecture resources must be consulted during solution design efforts to ensure architectural alignment. Solutions are reviewed according to criteria set by the governance process 9. Reduce Complexity All solutions will be designed and implemented in a manner that, when appropriate, reduces complexity of University systems and associated support processes. 10. Support research and innovation Innovation and research should not be precluded by or from the architecture principles. Consideration of the architecture principles when performing innovation or research will make it easier to open a service to the whole University. Ensures Solutions are designed in accordance to architecture standards Solution meets the set architecture guidelines Solution fits into long term technology vision of the University Fosters ease of upgrade and maintenance of systems Promote innovation and drive the evaluation of new technologies for architectural fit 11

12 3.1 IT Governance Bodies This section outlines the roles and responsibilities of each portion of the IT Portfolio Governance process IT Portfolio Board Scope: The prime objective of the IT Portfolio Board is to make decisions to ensure IT investments align with Miami s goals and objectives. The IT Portfolio Board is responsible for approving and prioritizing strategic IT initiatives across the University. Responsibilities: Oversee the IT roadmap and IT investment portfolio. Define the desired portfolio mix: Operational/Strategic and academic/administrative/core IT. Monitor and adjust, to meet University needs and priorities. Recommend IT budget priorities, as well as use of other University funds for IT priorities. Set approval guidelines for IT investments. Monitor benefits realized by current and completed IT projects. Approve and monitor IT standards and policies, in consultation with the Enterprise Architect. Approve exceptions to IT standards and policies, in consultation with the Enterprise Architect. Approve and report on institutional IT metrics. Review and report on institutional IT budget and spend. Activities: Opportunity Review: Review opportunity packages. Confirm or revise recommendations from IT Planning committees. Business Case Review: Review business cases Review current portfolio to determine impact of proposed projects on current portfolio. Confer with Enterprise Architect on any identified issues. Decide on disposition for each proposed project. Confirm funding. Portfolio Management: Monitor mix of current portfolio for operational/strategic balance. Determine appropriate metrics to report on and manage to. Architecture Standards Management: Review IT standards and policies, as presented by the Enterprise Architect. Manage adherence to the standards, making thoughtful exceptions, as appropriate. 12

13 Protocols: Attendance standards Absence policy Delegates Decision-making standards All members must have the authority to make decisions Define how decisions will be arrived at majority, consensus, quorum etc. Is there any allowance for veto? If so, who holds that right and how is it exercised? Escalation If there are divided opinions, what is the escalation path? Timing on distribution of agendas and pre-meeting work/materials What materials should be maintained, where should they be stored, who should have access? Define escalation path(s) for issues and questions identified. Minutes and other meeting records Expectations for production and review of minutes Process for amending Archiving of minutes and other documents Scheduling meetings In-person meetings Online meetings Options Performance Metrics/Key Performance Indicators (examples) # of opportunities reviewed # of opportunities approved for business case # of opportunities approved for project # of projects approved but not started Responsibilities of members Chair Facilitator Scribe Members Non-voting members Support staff (if applicable) Outputs: Review of opportunity requests o Approval of opportunity request for proposal/business case development o Rejection of opportunity Review of proposals with business cases o Approval and prioritization of proposal o Rejection of proposal Prioritized list of IT projects/investments Review of project status reports o Adjustments to current projects, as warranted 13

14 Membership: Voting members: David Creamer, VP, Finance and Business Services (Chair) Debra Allison, VP, Information Technology (Facilitator) Ray Gorman, Office of the Provost Barbara Jones, VP, Student Affairs Brad Bundy, VP, University Advancement Deedie Dowdle, AVP, University Communications and Marketing Non- voting members: TBA, Chair, Academic IT Planning Committee David Ellis, Chair, Administrative IT Planning Committee Alan Ferrenberg, Chair, Core IT Planning Committee TBA, Enterprise Architect Student representative Academic IT Planning Committee Scope: Actively seek opportunities for using University IT resources to improve teaching, learning and research. Work with Academic IT Liaison to present IT investment opportunities and advocate for their adoption. Responsibilities: Represent the needs and desires of the faculty and academic areas in the planning for the use of IT resources at Miami. Seek to identify ways to both push innovation and contain costs. Provide first level review, approval and prioritization of IT investment opportunities. Monitor active IT initiatives and projects in the academic space. Identify issues in overall portfolio management process and/or in the review of a specific proposal for escalation to the IT Portfolio Board. Participate in preparing cost/benefit estimates, feasibility review and other documentation required to advance opportunities. Ensure that the use of IT resources is in adherence with institutional guidelines and standards or that appropriate exception processes are followed. Assist with the development and monitoring of appropriate metrics for reporting on IT performance. Oversee the Niihka Governance Group Activities: Opportunity Requests: Bring ideas to the committee for potential investments/projects. Committee decides which opportunities to forward for approval. Work with Academic Liaison and Portfolio Administrator to develop opportunity packages. Submit opportunity package to IT Portfolio Board. Business Case Review: 14

15 Work with Academic Liaison and Portfolio Administrator to develop business cases for opportunities approved by Portfolio Board. Portfolio Management: Monitor mix of current portfolio to ensure that academic needs are being appropriately resourced. Assist in determining the appropriate metrics to report on and manage to. Inputs: Agenda Potential opportunities Status of opportunities and business cases currently in review Status of currently active projects Portfolio metrics Report from Niihka Advisory Group Outputs: Opportunity requests Business cases Issues for escalation to IT Portfolio Board Protocols: Attendance standards Absence policy Delegates Decision-making standards All members must have the authority to make decisions Define how decisions will be arrived at majority, consensus, quorum etc. Is there any allowance for veto? If so, who holds that right and how is it exercised? Timing on distribution of agendas and pre-meeting work/materials What materials should be maintained, where should they be stored, who should have access? Define escalation path(s) for issues and questions identified. Minutes and other meeting records Expectations for production and review of minutes Process for amending Archiving of minutes and other documents Scheduling meetings In-person meetings Online meetings Options Performance Metrics/Key Performance Indicators (examples) # of opportunities reviewed # of opportunities approved for business case # of opportunities approved for project # of projects approved but not started Responsibilities of members 15

16 Chair Facilitator Scribe Members Non-voting members Support staff (if applicable) Membership: Voting members: To be elected from Academic Affairs representatives (Chair) David Woods, Academic Liaison (Facilitator) CAS: Keith Tuma, Guy Moore EHS: Jeff Wanko, Hitesh Naik FSB: Rebekah Keasling, Jerry Cruez CA: Susan Ewing, Brad Myers EAS: Scott Campbell Regional campuses: Lee Sanders, Jim Lipnickey University Libraries: Lisa Santucci, Stan Brown Graduate School & OARS representative to begin in November Non- voting members: TBA, Enterprise Architect Chair of Niihka Advisory Group Student representative Administrative IT Planning Committee Scope: Actively seek opportunities for using University IT resources to improve the effectiveness and efficiency of the University s support services. Work with Administrative IT Liaison to present IT investment opportunities and advocate for their adoption. Responsibilities: Represent the needs and desires of the administrative areas in the planning for the use of IT resources at Miami. Seek to identify ways to both push innovation and contain costs. Provide first level review, approval and prioritization of IT investment opportunities. Monitor active IT initiatives and projects in the administrative space. Identify issues in overall portfolio management process and/or in the review of a specific proposal for escalation to the IT Portfolio Board. Participate in preparing cost/benefit estimates, feasibility review and other documentation 16

17 required to advance opportunities. Ensure that the use of IT resources is in adherence with institutional guidelines and standards or that appropriate exception processes are followed. Assist with the development and monitoring of appropriate metrics for reporting on IT performance. Oversee the Institutional Analytics Governance Group Activities: Opportunity Requests: Bring ideas to the committee for potential investments. Committee decides which opportunities to forward for approval. Work with Administrative Liaison and Portfolio Administrator to develop opportunity packages. Submit opportunity package to IT Portfolio Board. Business Case Review: Work with Administrative Liaison and Portfolio Administrator to develop business cases for approved opportunities. Portfolio Management: Monitor mix of current portfolio to ensure that administrative needs are being appropriately resourced. Assist in determining the appropriate metrics to report on and manage to. Inputs: Agenda Potential opportunities Status of opportunities and business cases currently in review Status of currently active projects Portfolio metrics Report from Institutional Analytics Advisory Group Outputs: Opportunity requests Business cases Issues for escalation to IT Portfolio Board Protocols: Attendance standards Absence policy Delegates Decision-making standards All members must have the authority to make decisions Define how decisions will be arrived at majority, consensus, quorum etc. 17

18 Is there any allowance for veto? If so, who holds that right and how is it exercised? Timing on distribution of agendas and pre-meeting work/materials What materials should be maintained, where should they be stored, who should have access? Define escalation path(s) for issues and questions identified. Minutes and other meeting records Expectations for production and review of minutes Process for amending Archiving of minutes and other documents Scheduling meetings In-person meetings Online meetings Options Performance Metrics/Key Performance Indicators (examples) # of opportunities reviewed # of opportunities approved for business case # of opportunities approved for project # of projects approved but not started Responsibilities of members Chair Facilitator Scribe Members Non-voting members Support staff (if applicable) Membership: Voting members: David Ellis, Associate CO for Budgeting and Analysis (Chair) Steve Thole, Administrative Liaison (Facilitator) Jerry Wright, University Advancement Michael Kabbaz, Enrollment Management Tim Kresse, Student Affairs TBD, Auxiliary Services (HDRBS) Lindsay Carpenter, Budget and Operations, Provost Carol Hauser, HR Cody Powell, PFD Tracy Hughes (Office of the President) TBA, regional campuses Bob Black, IT Planning and Strategy Non- voting members: TBA, Enterprise Architect TBA, Chair of Institutional Analytics Advisory Group 18

19 3.1.4 Core IT Planning Committee Scope: Actively seek opportunities for using University IT resources to improve the shared technology infrastructure. Work with Core IT Liaison to present IT investment opportunities and advocate for their adoption. Responsibilities: Represent the judgement and guidance of the IT professionals in the planning for the use of IT resources at Miami. Seek to identify ways to both push innovation and contain costs. Provide first level review, approval and prioritization of IT investment opportunities. Monitor active IT initiatives and projects. Identify issues in overall portfolio management process and/or in the review of a specific proposal for escalation to the IT Portfolio Board. Participate in preparing cost/benefit estimates, feasibility review and other documentation required to advance opportunities. Ensure that the use of IT resources is in adherence with institutional guidelines and standards or that appropriate exception processes are followed. Assist with the development and monitoring of appropriate metrics for reporting on IT performance. Activities: Opportunity Requests: Bring ideas to the committee for potential investments. Committee decides which opportunities to forward for approval. Work with Core IT Liaison and Portfolio Administrator to develop opportunity packages. Submit opportunity package to IT Portfolio Board. Business Case Review: Work with Core IT Liaison and Portfolio Administrator to develop business cases for approved opportunities. Portfolio Management: Monitor mix of current portfolio to ensure that operational/strategic needs are being appropriately resourced. Assist in determining the appropriate metrics to report on and manage to. 19

20 Inputs: Agenda Potential opportunities Status of opportunities and business cases currently in review Status of current active projects Portfolio metrics Outputs: Opportunity requests Business cases Issues for escalation to IT Portfolio Board Protocols: Attendance standards Absence policy Delegates Decision-making standards All members must have the authority to make decisions Define how decisions will be arrived at majority, consensus, quorum etc. Is there any allowance for veto? If so, who holds that right and how is it exercised? Timing on distribution of agendas and pre-meeting work/materials What materials should be maintained, where should they be stored, who should have access? Define escalation path(s) for issues and questions identified. Minutes and other meeting records Expectations for production and review of minutes Process for amending Archiving of minutes and other documents Scheduling meetings In-person meetings Online meetings Options Performance Metrics/Key Performance Indicators (examples) # of opportunities reviewed # of opportunities approved for business case # of opportunities approved for project # of projects approved but not started Responsibilities of members Chair Facilitator Scribe Members Non-voting members Support staff (if applicable) 20

21 Membership: Voting members: Alan Ferrenberg, Associate VP for IT (Chair) Enterprise Architect, Core IT Liaison (Facilitator) Bill Miley Kent Covert Chris Bernard Brian Henebry Beth Farthing Moore Micah Cooper Non- voting members: Student Representative 3.2 IT Staff in Support of Governance IT Liaisons The IT Portfolio Governance process is supported by the work of three Liaisons: Academic, Administrative and Core IT. The Liaison is expected to understand the functional needs of the units he/she works with in the context of their strategic direction. By understanding those needs and direction, the Liaison works with the IT Planning Committee to identify opportunities to leverage technology solutions to meet those needs. The Liaison is expected to gather and share knowledge of technology opportunities that could build competitive advantage, improve efficiency, increase effectiveness or otherwise support the University in reaching its identified strategic goals. Serving as a primary point of contact, the Liaison will seek to improve communication between the areas they support and other University offices, including IT Services. Liaisons will serve as advocates for the areas they represent by providing oversight and support in delivering IT solutions and services. They will actively seek to help IT Services improve in its role as a service provider by identifying service gaps, opportunities for improved communication and emerging issues Portfolio Administrator The Portfolio Administrator will support the work of the IT Portfolio Board, the IT Planning Committees and the IT Liaisons. He/she works collaboratively with Liaisons and Portfolio Governance Committees to analyse and interpret the needs of functional units across the University. This includes identifying potential project opportunities and capturing them within a business case that outlines opportunities in terms of their overall benefits, costs, strategic alignment and risks. As an individual contributor, the Portfolio Administrator also coordinates with IT project managers providing status updates and reports in support of the portfolio management process. The Portfolio Administrator is also responsible for overseeing the prioritization and distribution of run or operational requests. 21

22 3.2.3 Enterprise Architect The Enterprise Architect will support the work of the 3 planning committees and the IT Portfolio Board. He/she works collaboratively with those groups to confirm a given request s level of compliance with the architecture standards and to identify additional risks and costs when a request is out of compliance with those standards. The Enterprise Architect serves in an advisory capacity to the IT Portfolio Board to ensure that any exceptions to the established standards do not cause unacceptable risk or expense IT Leadership The IT Services Leadership Team (the VP for IT/CIO and direct reports) is actively committed to the support of the IT Portfolio Governance process and the goals it represents. The IT Liaisons actively participate in the eteam (directors and managers directly reporting to the LT) to ensure active communication regarding current and planned IT projects and activities. The Liaisons and Portfolio Administrator report to the Senior Director for IT Communications and Relationship Management in the IT Planning and Strategy unit. IT Planning and Strategy is responsible for service and project management, enterprise architecture and strategic planning, in addition to budgeting and divisional administrative services. 4.1 Documentation Demand Intake Process Diagram (in development) Opportunity Request Form (in development) Project Prioritization Framework 22

23 4.1.4 Business Case Template (in development) Opportunity Management Process Diagram Proposal Development Process Diagram Definitions Application Portfolio: The collection of currently supported applications. See also Service Catalog. Business case: A formal recommendation for a project, based upon the values provided, the costs incurred and the risks involved. IT Architecture: An organized set of decisions on policies and principles, services and common solutions, standards, and guidelines, as well as specific vendor products used by IT providers both inside and outside the central IT Services division. Operational work: Maintenance, small jobs and other day-to-day work involving IT systems and services. Operational work should generally not exceed $10,000 in resources (human and/or other). Opportunity: An idea for a new service or a significant improvement to an existing service. Opportunities may be identified by anyone in the University, are generally funnelled through one of the three planning committees or liaisons for evaluation and potential prioritization. Project: A temporary endeavor undertaken to create a unique product or service. Projects are the means by which the University s IT strategy is implemented. Project Portfolio: The collection of currently active IT projects. Prioritization: The process of evaluating opportunities and rating them based on value and risk to the University. Service Catalog: A list of services that an organization provides. Each service within the catalog typically includes: A description of the service Timeframes or service level agreement for fulfilling the service Who is entitled to request/view the service Costs (if any) How to fulfill the service Strategic projects: Significant projects that cost over $10,000 in resources (human and/or other), further the strategic goals of the University, and/or result in the creation of a new service. 23