MIT Technology Strategy & Roadmap Overview

Report
[email protected] Technology Strategy &
Roadmap Overview
September 2014
DRAFT v0.1
Lifecycle IT
Portfolio
Management
& Investment
Strategy
Mission
Critical
Potential
Mission Critical
* The “Institutional” [email protected]
portfolio includes all IT systems,
services, & infrastructures that are
provided for Institute-wide use.
“INSTITUTIONAL” [email protected] PORTFOLIO*
Differentiating
(or Closing a Modernization
Gap)
Deploy-at-Scale, Grow,
Replace, or Modernize
Non-Differentiating
(or Compliance
Activity)
Run, Maintain, or Optimize
Deploy
Manage
(Invest)
(Seek efficiencies)
IT Modernization Funds,
Infrastructure Modernization
Funds, or TNSC Funds
GIB Funding, or Deferred
Maintenance Funds
Discovery, Pilot, or
Sandbox
Sunset or Alternatively
Source
Innovate
Retire
(Invest)
(Reallocate)
Software Development Funds
GIB Funding
Major Changes in Technology Are
Pushing IT into a “Third Age”
IT Craftsmanship
Most of the world is here
IT Industrialization
Digitalization
Major Changes

Commoditization

Productization

Consumerization

Social/Mobile/
Cloud/Big Data
ADAPT
MONETIZE
OFFER
IDEATE
CREATE
ENGAGE
Focus
Technology
Processes
Digital Services
Capabilities
Programming, system
management
IT management, service
management
Digital business models
Engagement
Isolated, disengaged
internally and externally
Treat internal community as
customers, unengaged with
external community
Treat internal community as
partners, engage external
community
Outputs and
Outcomes
Sporadic automation and
innovation, frequent issues
Services and solutions,
efficiency and effectiveness
Digital services and user
experience innovation
Transformation Required for [email protected]
From
To
IT-enabled services that still look and feel
as fresh as the late 1990s
IT services developed and packaged for
intuitive, mobile, self-service use
Individual IT units that struggle to keep
pace with the evolving needs of their
respective constituency groups
A thriving ecosystem of IT service
providers – enabling DLCs, faculty,
researchers, students, and staff to easily
create new services and platforms
IT projects that take too long – and cost
too much – with overreliance on
sequentially-paced “waterfall”
development methodologies
Skillful use of fast-paced “agile”
development methodologies, and
automated deployment processes
The effects of a long history and culture of
“making” things – which tends to favor
“building-over-buying” – even for nondifferentiating services
Reducing development overhead by
providing software-as-a-service, platforms,
APIs, and other open features that can be
easily extended by IT service providers
within the MIT community
Transforming [email protected]
[email protected] should be seen by its constituents as:
Fast
 Days/weeks
 Prompt, reliable
response
Agile
 New technologies
 Unexpected needs
 The variety of MIT
Service-Oriented
 Simple, elegant,
useful services
 Engaging user
experience
 Self-service
Innovative
 New and creative
 Enabling high
velocity innovation
across MIT
2020 Vision for [email protected]
What it means:
MIT’s 2020 IT Vision has two
complementary and mutually
supporting elements:
•
•
IT excellence through
modernization; and
A strategic focus on
enabling members of the
MIT community to innovate
IT services in response to
the diverse needs of their
respective research,
education, student life, and
administrative functions.
•
IT services will be packaged for intuitive, mobile, selfservice use
•
Faculty will be able to leverage APIs and data to create
new services and platforms for teaching and research
•
Students will be able to leverage APIs and data to create
new applications and sites by properly using institutional
data that can be made available to them
•
DLCs and administrative units with suitable capability will
be able to independently create new services and
platforms that address their specific needs
•
DLCs and administrative units in need of greater
assistance from IS&T will be better served by IS&T’s
enhanced capacity
•
Individual members of MIT’s increasingly global
community will be able to create new data and
applications
•
IS&T will have greater capacity for supporting
innovation
Portfolio of Enabling Services
Enterprise System
App. Programming
Interface (API)
Services
Infrastructure
Services
Rapid End-User
Solution
Development Services
Technology Developer
/ Creator Support
Services
Workplace Support
Services
Business Intelligence
& Information
Management Services
Digital Content and
Document Storage
Services
Creator & Consumer
Support
Services
Portal and Web
Publishing
Services
Business Process
Support Services
Five Features of the New [email protected]
Operating Model
2. Pace Layering
1. Enabling
Services
3. Bi-Modal
Development
4. DevOps
5. Hybrid Cloud
1. Enabling Services
•
•
ser•vice: Comprehensive combination of tools and capabilities: there when needed, easy to
use/“consumer ready”
en•ā•bling: Empowers a community member to easily build something useful and/or innovative
Students learning and
experimenting
Faculty teaching and
communicating
Researchers analyzing &
discovering
Institute staff serving
the community
Life Without Enabling Services
Without the enabling services, members of the community must each solve a variety of
technical problems before they can focus on their core challenge.
Storage
Development tools
Servers
Testing
Security
Multiple cloud service providers
2. Pace Layering
Developing and managing systems differently based on user needs:
Pace of Changes:
Daily or Weekly
Monthly or Quarterly
Semi-annual Changes
to Base Code Sets
3. Bi-modal Development
The ability to use different development approaches as appropriate:
Design driven
by user
experience
Agile/Iterativ
e
Systems of
Differentiation
Systems of Record
Waterfall/Se
quential
Governance
Change
Systems of Innovation
4. Pairing “DevOps” with “Agile”
Leveraging Agile & DevOps Methodologies, Cultures, & Principles to Boost Productivity
Traditional app testing, release, and
deployment processes create a time
& space barrier between developers
and ops staff
Traditional “Waterfall” app
development processes create a
time & space barrier between
business unit staff and developers
Admin Units & DLCs
Developers
Adopting Agile development
methodologies removes this
barrier, and engages business
unit staff in short iterative
sprints – incrementally
developing and expanding
functionality
Operations
Embracing DevOps culture
& principles removes this
barrier, and engages ops
staff in automating and
accelerating the
release/deployment of
new (or updated) apps
5. Hybrid Cloud
MIT-built services and solutions run in the public cloud, and/or MIT’s private cloud, as do third-party
solutions used by MIT
IT Units Acting
as Providers and Brokers
Traditional
IT
MIT’s
Private
Cloud
“Hybrid”
Cloud
Public
Cloud
Cloud Services Broker
Cloud Provider 1
Cloud Provider 2
Public Cloud
Cloud Provider 3
IT Service
IT Broker
Outsourcer
Service
Consumption
Traditional
On-premises
Customer
Private Cloud
Adopting a “Cloud-First” Approach
Software-as-a-Service
(SaaS)
Platform-as-a-Service
(PaaS)
Infrastructure-as-a-Service
(IaaS)
On-Premises
Solutions
Flipping the IT Portfolio
• Cloud services should be the first
option for new services and for
replacing legacy services
• When evaluating solutions, favor
those that can be run on cloud
infrastructure
• Select services that run as high up
the stack as possible – selecting
SaaS over PaaS and PaaS over
IaaS
• Develop and apply rigorous data
classification and security
safeguards
• Give strong preference to services
with robust sets of APIs
Modernizing Educational and Administrative Systems
Pre-1997
Classic Best-of-Breed
GL, AP,
FA
Package
1998-2014
Modern ERP Suites
Procurement
Custom
Proc
AP
FA
PR
HR/PR
Procurrement
GL
Payroll
Outsourced
Core
ERP: GL,
FA
Adm
SF
SR
Financial Aid
Custom
Mainframe
Talent
Mgmt
Recruiting
HR
HR
Package
After 2014
Hybrid ERP
Student Financials
Custom
Mainframe
FA
Data
Warehouse
Integration
T&E
SF
Data Warehouse
Admissions
Custom
Mainframe
Student Records
Custom
Mainframe
SR
Adm
FA
Public and/or private cloud
[email protected] Ecosystem
An ecosystem of integrated technology tools and capabilities based on next-generation technology
will deliver the enabling services and support the work and innovation of the MIT community:
Business and Academic Applications
Cloud Management Platform Self-Service Portal
Legacy
applications
Application
Development
and Life
Cycle
API
Manager
Cloudbased
Database and
Mgmt
BPM &
Work
flow
User
Experience
and Web
Content
Mgmt
BI and
Analytics
Mobile
Integration
(onprem
and
cloud)
Cloud Management Platform
Public Cloud Server Virtualization
Private Cloud Server Virtualization
Public Cloud Physical Infrastructure
Private Cloud Physical Infra
External
SaaS
Applications
Building the Ecosystem
To reach the end-state, MIT can leverage existing tools and skills. New components will be added
over time.
Business Logic
Cloud Management Platform Self-Service Portal
Legacy
applications
Application
Develop
-ment
and Life
Cycle
API
Manager
Cloudbased
Database and
Mgmt
BPM &
Work
flow
Web
Content
Mgmt
BI and
Analytics
Mobile
Integration
(onprem
and
cloud)
Cloud Management Platform
Public Cloud Server Virtualization
Private Cloud Server
Virtualization
Public Cloud Physical Infrastructure
Private Cloud Physical Infra
Relatively complete solution
Parts of solution in production
Not started or experimental
External
SaaS
Applications
Proof-of-Concept Projects:
Validating Key Components of Our Proposed Platform-based Ecosystem Strategy
Centrally Developed Apps
Apps
- iPad MIT App using Mobile APIs
- Room Inventory App using Mendix
- Reduced Load Petition App using Mendix
- HR Compensation App using Mendix
- Metadata Management System App
✔ - Integration of Gradebook & Class
Membership Apps with MITx using MSF
APIs
- Timesheet App using Mendix & SAP APIs
Centrally
Centrally
Developed
Developed
Apps
Apps
Locally Developed Apps
✔ - Integration of Class Membership Service
✔
✔
Locally
Locally
Developed
Developed
Apps
Apps
with Sloan’s Active Directory using MITSIS
APIs
- Vacation Tracking App for IS&T
- CSAIL P-Card Receipt App using Mendix &
SAP APIs
- RLE Lab Management App using Mendix
& SAP APIs
3rd Party Developed Apps
✔ - Summer Session Faculty Effort App
using SAP APIs
3rd3rdParty
Party
Developed
Developed
Apps
Apps
Application & Integration Platforms (APIs & Cloud Middleware)
APIs &
Platforms
✔ - APIs for MITSIS Student Accounts
✔ - APIs for MITSIS Academic Records
✔ - APIs for Mobile Apps
✔ - OpenID Connect for Authentication
- WSO2 as API Management Platform
On-Premises – Legacy “As Is”
Systems & Systems-of-Record
✔ - “As Is” use of SAP as a System-of-Record
✔
Platform for the Summer Session Faculty Effort
App, & for the IS&T Vacation App
- “As Is” use of MITSIS as a System-of-Record
Platform for the Membership App, & for the
Gradebook App
- Knowledge Base API as a Drupal Extension
✔ - Mendix Application Development Platform
✔ - SAP APIs for Summer Session Faculty Effort App
✔ - Shibboleth Delegated Authentication for Touchstone
- Integration Platform Service using SAP Process Orchestration/Integration
Private Cloud – New Systems &
Services
- Cognos Multi-tenant Platform
✔ - Self-Service Private Cloud Platform using
Public Cloud New Softwareas-a-Service (SaaS) System
✔ - Dropbox Net-gen Storage Services Platform
Openstack
Note: An application programming interface (API) is an architectural construct for controlling the sharing of content
and data between applications, systems, and platforms.
Collaborate with IT Service Providers on
Four Types of Initiatives
Initiatives to Nurture and Grow Existing Enabling Services
Initiatives to Launch New Enabling Services
Initiatives to Modernize Administrative & Educational
Systems
Initiatives to Improve IT Unit Capabilities
Types of Projects within Each Initiative
Nurture and Grow
Existing Enabling Services
1.
2.
3.
4.
5.
Share MIT API &
Reusable Code
Repositories
Mature Rapid
Development
Service
Automate MIT
Infrastructure as a
Service
Extend & Integrate
Web Publishing
and Hosting
Enhance Data
Management and
Business
Intelligence
Launch New Enabling
Services
1.
2.
3.
4.
Research
Computing Shared
Services
Content
Management
Services
Cloud-Based
Email, Office
Productivity, &
Collaboration Tools
Support Services
for IT Service
Creators
Modernize Administrative
& Educational Systems
1.
2.
3.
4.
Projects to Improve
Decision Making
Administrative
Systems
Modernization
Education Systems
Modernization
Data Warehousing
& Analytics
Modernization
Improve IT Unit
Capabilities
1.
2.
3.
4.
5.
Training to Close
Skills-Gap
Agile Service Dev.
& Support Teams
DevOps Practice
Development
Develop Project
and Portfolio
Management
(PPM) Capabilities
Establish Initial
Enterprise
Architecture
Initiative Impacts Should Help Inform
Priority Setting
High Impact/Low Contribution
High Impact/High Contribution
Priorities
Quick Wins
Direct Impact on MIT Community


Content Management Initiatives

Cloud-Based Email, Office
Productivity, & Collaboration
Tool Initiatives




Not Done
Foundational



Low Impact/Low Contribution
MIT API & Reusable Code
Repository Initiatives
Rapid Development Service
Initiatives
Data Management and Business
Intelligence Initiatives
Support for IT Service Creators
Initiatives
Administrative & Education Systems
Modernization Initiatives
MIT Infrastructure as a Service
Initiatives
Agile Service Dev. & Support Teams
Initiatives
Portfolio Management Capabilities
Initiatives
Low Impact/High Contribution
Contribution To Growth of [email protected] Ecosystem
Roadmap and Major Milestones
2015
2014


2017
2016
Infrastructure  API & Reusable Code Repositories
as a Service
 MIT App Dev SDK
Web
 Rapid Dev. Service Mature
Publishing &
Hosting
 Rapid Dev. Project B
Expansion
 Rapid Dev. Project A
 Data Analytics Service


Data Hub

Meta & Master Data Mgmt
Email & Productivity
(Google & Microsoft)




Content Mgm’t
(Video Platform)
Content Mgm’t
(Dropbox MITWide)

Content Mgm’t
(Objects)


Admissions Svc.
Academic
Sys.
Student Finance Sys.
 ServiceNow
Full Rollout
Edu Sys Rollout Plan
 HR/Fin/Pro Rollout Plan
 Edu. Sys. POC
 Error Handing
 HR/Fin/Pro POC
Edu. Sys. Market
 Helpdesk Interface
Scan
 HR/Fin/Pro Market Scan
 ServiceNow – Request Portal


 PPM Team
 Service Consulting/Support Team
Agile Development Team
Transformation of IT @ MIT
Distributed IT Capacity
for New Projects
Central (IS&T) Capacity
for New Projects
Central (IS&T) Capacity
Consumed "Keepingthe-Lights-On"
The expansion of IS&T, DLC, and administrative unit capacities for
innovation will be facilitated by the adoption of open APIs and “platformbased” models that are designed to create and connect ecosystems of
diverse participants as producers and consumers of IT services.
Strategic Planning Timeline
✔
Jan-Jun
• Listening Tour &
Community
Engagement
(Consensus
Vision, Goals, &
Guiding
Principles)
✔
Jul-Aug
• Formulate
Findings &
Develop
Strategies for
Realizing the
Vision
•
•
•
•
SepOct
• Community
Engagement in
Finalizing IT
Strategies
NovDec
• Approval of IT
Strategic Plan &
Publication of
Implementation
Roadmaps
Consult IT Leaders, IT Partners, SIPB, & ISTAB
Consult IT governance and advisory committees
Consult key [email protected] stakeholders
Solicit community feedback
Questions, comments, or
suggestions?
[email protected] Communications
Strategy & Roadmap Overview
September 23, 2014
DRAFT v0.1
Four-Part Communications Roadmap
2014
Fall
2015
Winter
Community
Awareness
Spring
Community
Awareness
Create Clarity within IT
Teams
2016
Summer
Fall
Winter
Community
Awareness
Sustaining Transparency & Clarity within IT Teams
Governance Committees Engaged in 2-Way
Interactions with Constituencies
Governance Committees
Engaged in 2-Way Interactions
with Constituencies
Nurturing the IT Service Provider Ecosystem
Awareness-Building & Feedback-Gathering
Communication
Activity
Purpose/Key Message
Intended Result
By
Whom?
Timing
Media
IS&T Managers & Staff
· Overview
presentation
1. [email protected] Strategic
Plan & Document
Review
Explain strategy in detail
and review the draft
document
Obtain feedback and
recommendations
· VP IS&T
September
· Manager
Meetings
· Staff Q&A
Sessions
· Email
Feedback
MIT’s IT Leaders Group & IT Partners Group
2. [email protected] Strategic
Plan & Document
Review
Explain strategy in detail
and review the draft
document
Obtain feedback and
recommendations
· VP IS&T
September
· Overview
presentation
IT Governance Committee and Subcommittees
3. [email protected] Strategic
Plan & Document
Review
Review the draft
document
· Listen, learn, and
refine the strategy
· Obtain
endorsements
· VP IS&T
October
· CoChairs
ITGC
November
· Draft
document
· Overview
presentation
MIT Community
4. [email protected] Strategic
Plan Announcement
Inform the campus that
the IT strategy has been
developed and invite
feedback
Create awareness and
obtain feedback
· Future of
[email protected]
website
Building
Clarity
within
IS&T
Communication
Activity
Purpose/Key
Message
Intended Result
By Whom?
Timing
Media
· VP IS&T
September
Meeting
· VP IS&T
· IS&T Staff
· Community
Partners
September
· Meeting
Engage staff in a
dialogue
· IS&T
Directors
October
· Meeting
Engage staff and
increase
empowerment
· IS&T Staff
October
· Web
· Email
· Wiki
Engage staff and
increase
transparency
· IS&T Staff
November+
· Meeting
More adaptable and
flexible large group
activities
· IS&T Staff
January
· Variable
Engage staff and
increase
transparency and
buy-in
· VP IS&T
January start
· Blog
Create awareness
· Customer
Support
Weekly
· Email
Continuously
· Displays
Continuously
· Email
Fall
1. IS&T senior
manager meetings
Share updates and
information on
[email protected] Strategic Plan
2. IS&T All Hands
Share updates and
information on
[email protected] Strategic
Plan, PoC outcomes
3. Intra-Directorate
All Hands
4. Charter Affinity
Groups
5. Affinity Groups
Meet
Discussion on the
application of the IT
Strategic Plan – “what
does it/could it mean
for us?”
Design IS&T Affinity
Groups: desired
outcomes, support
needs, and champions.
Facilitate peer-led
collaboration groups.
Engage staff in a
dialogue to create
awareness, gather
feedback, and gain
buy-in
Engage staff in a
dialogue to create
awareness, gather
feedback, and gain
buy-in
Winter
6. Transition to
twice a year All
Hands meetings
7. “Notes from
John”
Create room for
different staff
engagement activities
with different formats
VP blog that gives
insight into what he
finds of interest, is
reading, excited about,
finds compelling, etc.
Year-round: Leverage Existing Tools/Channels
8. Pipeline Update
9. Digital Signage
10. Email
Share changes to IS&T
service offerings
Share news, updates,
staff accomplishments,
and milestones
Primary channel for
staff communications
and updates
Create awareness
and encourage
transparency
Variable
· All
Proposed
Governance
Communications
Communication
Activity
Purpose/Key Message
Intended Result
By
Whom?
Timing
Media
IT Governance Committee (ITGC)
1. Progress Reports
– [email protected] Strategic
Plan
Inform Provost, EVPT,
and Academic Council of
implementation status,
and report on any
adjustments to the plan
Leadership syncup, and obtain
any additional
guidance
· Co-Chairs
ITGC &
VP IS&T
Annually, Fall
· Status report
presentation
2. Progress Reports
– [email protected] Strategic
Plan
Provide updates for the IT
governance
subcommittees, IT
Leaders Group, and the
MIT community
Informed
· VP IS&T
Annually, Fall
· Future of
[email protected]
website
3. Summaries of
ITGC decisions and
actions
Inform IT governance
subcommittees, IT
leaders, and key
stakeholders of ITGC
decisions and actions
Informed
· Co-Chairs
ITGC
Following each
meeting
· Email
summary
· Chair(s)
Triggered by
timing of
recommended
changes
IT Governance Subcommittees (ASC2, SSSC, MITCET, CRC, & ITPC)
4. Proposed
Roadmap &
Portfolio
Adjustments
Explain the recommended
program roadmap and/or
portfolio adjustment(s) to
the subcommittee’s
impacted constituency
group
Obtain feedback
5. Progress Reports
– Project &
Program Outcomes
Inform impacted
constituency groups and
key stakeholders of
progress, and report on
any adjustment to plans
Constituency
group sync-up,
and feedback for
fine tuning the
plans
6. Progress Reports
– Roadmaps &
Portfolios
Inform ITGC of
implementation status,
and report any
adjustments to plans
ITGC sync-up,
and obtain any
additional
guidance
· IT
Liaison
· Chair(s)
· IT
Liaison
Semi-annually,
Fall & Spring
· Chair(s)
· IT
Liaison
Annually, Spring
· Roadmap &
portfolio
documents
· Proposal
presentation
· Roadmap &
portfolio
documents
· Status report
presentation
· Roadmap &
portfolio
documents
· Status
presentation
Activities/Initiatives
Nurturing
the [email protected]
Ecosystem
Purpose/Key
Message
Intended
Result
By Whom?
Timing
Media
[email protected] Leaders
Inform all IT
service providers
and developers
that an enterprise
version of GitHub
has been
implemented
Awareness,
adoption, and
commitment to
champion the
use of MIT’s
GitHub instance
Provide selfservice
instructions for
using MIT’s
GitHub service
Eliminate
barriers to
adoption and
use
Enable peer-topeer support.
Self-service and
community
4. Engagement in Social
Coding
Nurture and
expand the
diverse ecosystem
of developers
Enhance and
accelerate code
development
processes
5. Creator Community Site
“developers.mit.edu”
Central hub for
creator resources
Eliminate
barriers to
adoption and
use
Provide a working
proof of concept
to allow
consumers to
easily change
email forwarding
Enhanced selfservice options
Optimize and
automate selfservice requests
in a new portal
Self-service
Dynamic, multichannel
communication
Increase
Community
engagement
1. [email protected] GitHub
Announcement
2. “How to” Guides for
[email protected] GitHub
· VP IS&T
· Leaders of all
[email protected] teams
· Email
September
· GitHub
presentation
· Email
· IS&T
Leadership
Team
September
· Customer
Support
Begin
September
· Website
· Youtube
videos
Creators & Consumers
3. Community Forums
· Web
Creators
· Creators/
· Developers
· IS&T
On-going
· MIT’s GitHub
Begin
October
· Web
Consumers
6. Service Catalog:
Email Forwarding
Automated in ServiceNow
7. Service Catalog:
Request Fulfillment
· Operations &
Infrastructure
· Customer
Support
· Operations &
Infrastructure
· Customer
Support
September
Agile
releases
Fall/Winte
r 2014
IS&T Staff, MIT Community
8. Social Media Best
Practices
· Customer
Support
· IS&T
Administration
Begin
September
· Web
· News
· Web
Questions, comments, or
suggestions?
[email protected] Transformation Risks
September 23, 2014
DRAFT v0.1
Net Risks
Impact of Risk
High
Low
IT Staff
Unable to
Make the
Extensive Retraining & Retooling; Badges: & Recruit Top Talent
Mindset &
Skillset
Shifts
Ineffective
Gov & Management API Management Platform & Processes
Steering
of APIs
Cmts Fail
Unable to
to Embrace
Create a
Uneven
Strategies
Thriving
Community
Ecosystem of
Readiness
Service
(Capability)
Providers
Perceived as
Shift of
Work (&/or
Communication
Costs) from
IS&T to
Others
Low
High
Likelihood
[email protected] Governance &
Investment Models
September 23, 2014
DRAFT v0.1
[email protected] Governance Roadmap
Strategic
2017 - Target
Level 3
2014 - Current
Level 2
Level 1
Projectcentric
• Transparency of decision
making
• Roadmaps for service & system
groupings
• Initial allocations of IT
modernization investments
• Defining characteristic:
Investment/governance
processes are typically ad hoc
(or egalitarian), reactive, &
limited to IS&T-supported
services, systems, &
infrastructure
• Institute-wide IT inventory &
assessment of capabilities
• Awareness of admin unit &
DLC needs & priorities
• Project selection &
prioritization criteria
established
• Executive sponsor oversight
applied on a project-by-project
basis
• Defining characteristic:
Investment/governance
processes are typically at the
project-level (and focused on
project milestones) instead of
at the program-level (and
focused on programmatic
outcomes)
• IT policy & data governance
processes established
• Institutional IT portfolios
defined & established
• Processes established for
lifecycle management of
mission-critical & non-missioncritical, and differentiating &
non-differentiating systems &
services
• Processes established for
investing in efforts of crossfunctional innovation teams
• Processes established for postimplementation reviews for
major programs
• Two-way communications
established between
governance committees &
constituency groups
• Defining characteristic:
Investment/governance
processes are typically at the
program-level
Lifecycle IT
Portfolio
Management
& Investment
Strategy
Mission
Critical
Production
Service Delivery
Teams
Innovation
Teams
Potential
Mission Critical
* The “Institutional” [email protected] portfolio
model could be used for all IT systems,
services, & infrastructures that are
designed for Institute-wide use.
“INSTITUTIONAL” [email protected] PORTFOLIO*
Differentiating
(or Closing a Modernization
Gap)
Non-Differentiating
(or Compliance
Activity)
Deploy-at-Scale, Grow,
Replace, or Modernize
Run, Maintain, or Optimize
Deploy
Manage
(Invest Resources)
(Seek Efficiencies)
IT Modernization Funds,
Infrastructure Modernization
Funds, or TNSC Funds
GIB Funding, or Deferred
Maintenance Funds
Discovery, Pilot, or
Sandbox
Sunset or Alternatively
Source
Innovate
Retire
(Invest Resources)
(Reallocate)
Software Development Funds
GIB Funding
Reinvest freed-up resources
Optimization
Teams
New Operating
Model for
[email protected]
MIT IT Governance
EVPT
Provost
IT Governance Commi ee (ITGC)
ASC2
SSSC
MITCET
CRC
FITP
MIT IT Opera onal
Management
ISTAB
DLC
IT leaders
IS&T
IT Leaders
SIPB
IT Partners
Local
End User Equip &
Support
Processes &
Workfllows
Applica ons &
Data
Ins tu onal Processes
Integrated &/or Shared
Apps & Data
Technology-enabled Learning & Collabora on
Payroll
OPA
APIs & Pla orms
Key:
Example Services
DLC Opera ng
Funds
So ware
Alloca on
Extramural
Funds
Instruments
GradApply
Locally Provisioned
Unique Infrastructure
Data Warehouse, Repor ng & Marts
Iden ty & Access Management
Sloan
Sharepoint
SAP HR
Data Center Services
COEUS
Data Centers
Networking &
Communica ons
Service
Provider GIB
Ins tu onally Provisioned
Shared Infrastructure
Security
Middleware
Systems of
Record
Local Processes
Local Apps, Extensions, &
Data
Research
Backbone
Network
Funding Sources
Service
Provider GIB
Infrastructure
Alloca on
DLC Opera ng
Funds
Extramural
Funds
Experimental
Networks
IT @ MIT
MIT IT Por olio
Ins tu onal
•
ASC2: Administrative Services
Coordinating Committee
•
SSSC: Student Services
Steering Committee
•
MITCET: MIT Committee on
Educational Technology
•
CRC: Committee of Research
Computing
•
FITP: Faculty IT Policy
Committee
•
ISTAB: IS&T Student
Technology Advisory Board
•
SIPB: Student Information
Processing Board

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