Page History

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• Part 2 of jeff's December 2020 presentation
  
  
• Business Capability Roadmaps
  
  
• Over 40  people on the call
• UCISA reps on the call
  
  
• McFarlan grid layered over CAUDIT Model shows where the institution wants to go in relation to providing commodity and differentiating services
  
  
• Creating a Business Capability Roadmap with HR as an example
  
• The University of Auckland architectural group meets with senior leaders and simply asks where they want to go as an organization? What do you want to make better?
  
• There is no discussion about initiatives, projects, or capabilities
  
  
• Based on what the senior leader lines out the architectural group then meet with a lower layer of leadership and start using the roadmap documents to creating increments to improve a capability
  
  
• The Digital Futures areas on the far right of the page are composed of items related to
  
• Looking to other universities and industry of where you want to go regarding technology
  
• Projects are then pulled out of the road maps
  
• Roughly scaled as appropriate for people, process, and technology
  
  
• The projects then flow into the portfolio group for investments decisions and scheduling
  
  
• Application Inventory
  
• The University of Auckland has 1300 applications
• Products, platforms, services
• They use Gartner attributes
• Fitness, value, cost
• PACE Layer: Differentiation, something new
• Deakin University in Australia is using Capterra classifications to support asset organization
• Rather than just using the capabilities to organize assets, the Capterra classifications are more granular and help with the discussion of “are you sure we don’t have something like that”
• At times the capabilities are not granular enough to categorize applications
  
  
• Questions From December 2020 session:
  
• How did you get leadership to agree upon using the language of capabilities?
• You need to getting buy-in from leadership
• Leverage the fact that 300 universities worldwide are using the CAUDIT model
• Get buy-in from operating managers
• Have them define and look at goals and understand how capabilities support their goals
• Follow up question from Dana:
• Is it easier to get leadership buy-in using capabilities rather than ITSM terms such as “Service”?
• Capability is more of a  business language and the ITSM terms tend to turn off people who view it as IT speak
• Another value of the capabilities is they are independent of orgs
  
• Are your delivery teams from both the IT and Enterprise stack?
• Yes
  
  
• Who is in the room when you are discussing what capabilities to improve upon?
• Executive directors
• Senior-level
  
  
• How are you using the Jisc learning to improve capabilities?
• Gained buy-in from senior IT leaders to use the Jisc model which provides a six-level framework that supports the digital capabilities of individuals and organizations.
  
  
• Question from Jim Phelps:
• Does it make sense to view application redundancy through the lens of capabilities or ask the question do we need to do this thing in 15 different ways or do we need 15 things to make this one thing work this way?
• Ladan Heit at Laurier University is doing business capability heat mapping to their application portfolio
  
  
• The Business Capability Roadmaps are owned by
• Product owners
• Product managers
• They are the people that can achieve a business capability increment
  
  
• IT Roadmaps
• The IT Roadmaps are a separate effort from Business Capability Roadmaps
• They can help in sorting out the issues of addressing technical debt vs creating new experiences
  
  
• Again, start with working with Senior Leadership
• What is your digital ambition?
  
  
• IT Roadmaps
• Keeping in mind IT enables the organization to do where it wants to go
• IT for the business
• The business of IT
• How do we organize, plan, grow, and deliver
• Technology substrate for the university
  
  
• Family of IT Capability Plans
• IT Strategic Plan
• IT Service Areas
• IT Capability Plans
• Looks a lot like the Service Catalog?
  
  
• Collaboration examples
• Domain
• Technology Service Owner
• Technology Architect
• Overseen by the Enterprise Architect
  
• IT4IT
• Some view as a Competitor to ITIL
  
  
• Further investigation is needed to understand the interactions with capabilities and IT4IT and TBM

Participants:

Chat:

13:59:26 From Nancy Mustachio to Everyone: Good afternoon everyone! =o)

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