INFORMATION SYSTEMS @ MIT

CSG Chicago 9-17-98M. S. Vijay KumarDirector of Academic [email protected]

INFORMATION SYSTEMS @ MIT

M. S. VIJAY KUMAR

[email protected];http://web.mit.edu/ ~vkumar/www

CSG CHICAGO 9-17-1998


Information Systems @ MIT

Organization

Customers Work People/Skills

Customer Interface

End-User IT Enterprise

Plus-Delta


Framework ---------> organization

(space --- ------work environment)

“I shall not attempt to define [obscenity]; and perhaps I could never succeed in intelligbly doing so. But I know it when I see it….”

- Former Supreme Court Justice Porter StewartRobert Zawacki, in Information Systems Management, Fall ‘97



INFORMATION SYSTEMS - CONCEPTUAL MODEL

DISCOVERY DELIVERY

SUPPORT

SERVICE

CUSTOMERS

PRACTICES

I/T Product Development

I/T Product Operation

Enabling processes - ABST (Administration and Finance) and the Competency Groups and the VP’s office

VENDORS

Strategic Planning

Ongoing Evaluation throughout

work processes

INTEGRATION


I/T Practices

Academic

Office

Voice Data Image

** Frank & Dan

• focus on customers,

advocating on their behalf to Information Systems and vice-versa

• promote and enable technology-based work

•assist in identifying I/T needs and opportunities in education, research, and administration.

•planning effective use of resources.

•Relationships

Product Manger?


Practices

Ensure that the strategic directions of customers are adequately and appropriately represented in IS work.

Ensure that resources are equitable and proportionate to customer needs and MIT directions.

Influence MIT’s strategic directions with respect to information technology.

Build strong relationships with customers. Help customers think strategically about information technology, about how I/T can transform “content, client, and culture.” Participate in MIT-wide planning and policy-making groups. Meet with Institute decision-makers (e.g., Provost, Deans, Department Chairs, etc.)

• regular information flow to key customer groups• facilities planning• ongoing evaluation• alignment with other disciplines• coordination with other I/T

Orchestrate pilots and initiatives with I/T Processes. Help arrange staffing with CG Team. Find funding for special initiatives. Influence project priorities.

Represent customer interests and priorities to IS. Advocate on behalf of customer with IS, and on behalf of IS with customer. Assess needs. Communicate and promote plans, directions, and standards.

Bring market ideas into I/T process activities. Work with professional organizations and vendors. Maintain strategic alliances and vendor relationships.


I/T Processes

•DiscoveryIdentify I/T Opportunities; launch

delivery•Business Case•High level conceptual design•Evaluate scope and alternatives

•DeliveryDo I/T Quickly! Rapid Delivery of

applications, f acilties, services•Design and develop system•acquire components•prepare service and support resources•establish interfaces•rollout

•IntegrationDeliver effective, cohesive and

responsive nfrastructure

•investigate, recommend I/T components and services

• Hardware+OS for Clients, Servers and Networks; middleware, databases,

• authentication, authorization, security and data access services

• reusable OO componentts


I/T Processes

•SupportPromote widespread existing use of I/T

products and services

•Training; Documentation;

• Help Desk; Consulting

•ServiceKeep I/T Running;Operate and

manage the life-cycle of I/T assets

•install & deploy resources, capbilities, releases

•monitor, improve operations

•disaster recovery; security


High Level conceptualdesign with Integration

Examine alternativeapproaches (vendors, etc.)

Discovery works with Integration, Service, and Support to forecast IS serviceability issues and customer assistance requirements.

Transition to Delivery

RedesignBusiness Process

Evaluate approaches

Address/assess customer service requirements

Refine designs and impacts

Manage Discovery Pipeline: obtain and assign resources, manage Discovery portfolio, track progress, nurture teams; remove obstacles, celebrate successes, halt flops, etc.

Refine impacts and resources on business process redesign

Ideas from many sources(incl. otherProcesses)

ACP

OCP

VDI

GO / NO GO

Timeline for Discovery: 1 HOUR TO 2 MONTHS

Identify ideas

PrequalifyIdeas and Needs

Manage entry into Discovery

Discovery Team ends work, fulfilling Delivery’s acceptance criteria (i.e., “interface requirements”)

Commit Sponsor, I/T, transition to Delivery (with plan, resources, and strategy)

Issue Discovery Report

All processes and practices can identify ideas (including needs that should be addressed and already identified solutions that must be implemented).

To prequalify ideas, Discovery must make a business case for the Discovery effort. Discovery also works with the CG Team and the Practice Leaders to determine staffing and priorities. Discovery may also work with other experts.

Prioritize among all opportunities,resource estimates, and impacts on Processes; allocate/plan resources for project life

With Practices, VP’s Office, and rest of ITLT

Pre-Discovery

Ongoing Communication: coordinate with other I/T Processes, Practices, IS Administration and Finance (AST) and the CG Team; as well as customers.

Discovery


IS Teams & COPs

ITLTvision, strategic leadership;

overall coordination

who: IS Directors

Teams ( ~35)ACST;….. DesktopSupport;

Departmental Computing; ..Help Desk;

Training and Pub; Admin Aps;

Athena Software; CWIS; ITIT.........

*MG ( ACMG, OCMG....)Team-Leaders

Cross-cutting Issues

Constituency service focus

Ileadteam management and leadership; inter-process items

who: Team-Leaders

OWLSAthena technical issues

TNSTAAFL


Customer ConnectionsLayered, Open-ended

PracticesAcademic; Office; VDI

TeamsFaculty Liaisons (web.mit.edu/is/acs)

BLT ( Business Liaison Team)

(web.mit.edu/blt)

(provide links to Processes)

Business arrangementsSLAs; Chargebacks

Library:(VP;AC;NUT;ISLE.....)

Process Owners Council

Captains group

Model Classrooms

.............


Customer Connections - Initiatives

CrosstalkAC+ODSUE forum for

technology-pedagogy

share strategies, solutions,

tools; identify issues,

inputs for IS planning

Topics: New Models for Student computing; Web Based Environments for T&L; Advanced

Visualization, apps..etc; FL apps,

–

IT Partners

- Security Team

Heeeere’s BOB!)

- ITIT


New Connections

Academic Services

The Web EntITy

Y2k

Integration Advocacy

Why?• undelivered services/unmet needs ( e.g. consulting Vs . production)

• un-integrated solutions

• unanticipated Needs

• unresponsive/unclear customers

Changing role of the center vis-à-vis localities

Greater Communication


What works............ Plusses

•Right Scoping of effort– delimiters; Calendaring; AdVis;

•Projectization of work•Flexible staffing (mobility)•Open Customer interface

= Leveraging; Scaling; Flexiblity

Kotter: “......Successor’s Successor.......

•Influencing/transforming the enterprise

– Discovery lingua - franca of business

– Integration

– Relationship Building


What could be betterDeltas

>> Visible Accountability

Budget, Projects, Tracking

(are constituent needs addressed equitably/proportionately?)

>> Organization transparancy/clarity to customers

Who do I talk to - right person?

>> Projectization

moving people and $$ from Process to Projects

avoiding Stovepipes--->Sewersn ( JDB)

>> Identity in Support ( the help approach)

Communication


And if I ran the Circus........Preferred Attibutes

Cut out the Clowns

Add more Rings

Change the Acts given the audience

Fake it till you make it

Cultural Change is slow

Needs 3 generations of commitment

( leadership)

Mohd. Bin Tuglaq’s storyChange Capitals ( org location)

Change appointments


“..and if I ran the Circus........”.

Preferred Attributes…..

Promise ......of Value delivered to the customer

People..........mobility, growth, flexibilty * Reid

Purse.............Scales; leverages resources

Other?

- non BrittleCapable of non-

destructive evolution to respond to evolving IT-Business-Education

( ref: CBAM)

-identity


……..Tweaks

Centrally Relevant• visible links betrweem IS efforts and customer needs

• Organizational arrangements to serve the few

• Advisory Committee ( Council on Ed Tech)

• Office of Ed Tech Oversight - coordinate the efforts of disparate groups…serve as a focal point …...

• ReEngineering -------->ReEnergizing

New Teams: a la ( Bureaucracy Bashing Team!) (• Robert Zawacki ( U Col) ( Learning Orgs)


Preferred Attributes

Non-BrittleReEngineering -------->ReEnergizing

Robert Zawacki ( U Col) ( Learning Orgs)

( Bureaucracy Bashing Team!) (

Capable of non-destructive evolution to respond to evolving IT-Businessn - Education

( ref: CBAM)

-identity

- Academic Services

- Web EntITy( Office)


Over to you…...


ACP

OCP

VDI

PRIORITIESa. MITb. ISc. other

GO / NO GO

FUNCTIONALITY

STANDARDS(set by Integration)

INTEGRATION PRODUCT REPOSITORY(reusable components, including code)

GO / NO GO

PRODUCT

Discovery Timeline: 1 HOUR to 2 MONTHS Delivery Timeline: 1 MONTH to 1 YEAR

PRODUCT BUSINESS Do the right projects, according to priorities and sponsor

INFORMATION SYSTEMS - SYMBOLIC CORE WORK FLOW

Vendors

Ideas

Customers

Councils and CommitteesIndustry Trends

Other I/T Processes

PRODUCT

Checklists to bypass FORMAL Discovery and Delivery

Integration Product Development

Deliver to developers and/or Service and Support

Outside Products

IS Products


Service

Support

SERVICE BUSINESS Maximize value to customers

Disc/Del/Int

Disc/Del/Int

Value to CUSTOMER

Rates product $$$ to sustain businesses (i.e., products and services)

BUSINESSES: Products and Services

To IS

To MIT departments

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