ITSM + PPM: Evolution in Higher Education IT Management (237164983)
Both IT Service Management (ITSM) and Project and Portfolio Management (PPM) are critical to the holistic success of higher education information technology. As the lines between these two disciplines become increasingly blurred, many IT leaders struggle to optimally integrate them. In this presentation, we will discuss the impact of this trend on higher education IT leadership and moderate experience-based dialogue to identify lessons learned and best practices. OUTCOMES: * Recognize industry trends around the convergence of PPM and ITSM and how it might relate to individual institutions * Explore diverse perspectives of how to potentially approach the integration of ITSM and PPM * Identify institution appropriate action steps to benefit from the integration of PPM and ITSM disciplines http://new.educause.edu/events/educause-connect-baltimore/2014/itsm-ppm-evolution-higher-education-it-management-0
Content
2014 EDUCAUSE BALTIMORE CONNECT SESSION SUMMARY
ITSM + PPM: Evolution in Higher Education IT Management
TeamDynamix.com – The Leader in ITSM and PPM Software for Higher Education 1
Hello everyone,
As you know, IT Service Management (ITSM) and Project and Portfolio Management (PPM)
are important IT department tools. In the past, these disciplines were separate, but today,
the lines have blurred. Today’s IT leaders must manage these two different, yet overlapping
areas – and failing to do so means they’re letting their teams down.
The purpose of this session was to define the changing landscape and share our
experiences. This document contains the summary of the group’s work.
I also encourage you to review session documentation from EDUCAUSE Connect in Chicago.
I hope you find information to be valuable. If you have any questions or comments, please
feel free to email me at any time.
Best,
Andrew
[email protected]
2014 EDUCAUSE BALTIMORE CONNECT SESSION SUMMARY
ITSM + PPM: Evolution in Higher Education IT Management
TeamDynamix.com – The Leader in ITSM and PPM Software for Higher Education 2
Benefits of Integrating ITSM and PPM Processes
1. Increased Transparency into all of IT’s work helps build stakeholder and team
member understanding. It keeps everyone on the same page.
2. Increased understanding of the interrelated nature and value of
change/operations and project work helps better inform strategic decisions.
3. Simplified communication improves how we work and increases buy in.
4. Reduced resource bottlenecks through improved capacity management. True
capacity management must consider both PPM and ITSM related obligations.
5. Team members’ time can be more efficiently managed which increases level
of comfort with deadlines and expectations.
6. Reduced conflict.
2014 EDUCAUSE BALTIMORE CONNECT SESSION SUMMARY
ITSM + PPM: Evolution in Higher Education IT Management
TeamDynamix.com – The Leader in ITSM and PPM Software for Higher Education 3
Common Roadblocks to Realizing Benefits
1. Organizational resistance to change (lack of buy-in)
a. Staff apprehension
b. Leadership apprehension
2. Limited or poorly fit tools to support processes
3. Lack of leadership buy-in
4. Past failures may place a negative stigma on future progress.
5. Poor adoption of new processes and tools
6. Leadership doesn’t use the data to make decisions which creates doubt in the
processes or tools amongst team members.
2014 EDUCAUSE BALTIMORE CONNECT SESSION SUMMARY
ITSM + PPM: Evolution in Higher Education IT Management
TeamDynamix.com – The Leader in ITSM and PPM Software for Higher Education 4
Shared Experiences - Approaches to Common Roadblocks
1. Gain buy in from the very top.
a. When top leadership is bought in and can articulate a cohesive vision
change has the best chance of success
b. (from Connect Chicago: Peer pressure can be a powerful motivator)
2. Organizational change requires an investment in training resources to build
competency and understanding. Investment in education shows commitment
and reduces anxiety.
3. Design and build buy-in for processes prior to implementing tools.
4. Focus on small wins to build momentum.
5. A strong governance process insures that resources and priorities align which
supports good execution.
6. Tailor messaging, processes, reporting, access to each group to gain buy in.
7. Continually ask if the solution is delivering what customers and users need.
