JISC

Summary

In 2007 LJMU put in place an Information Management Governance structure, following the model recommended in “IT Governance” (Weill & Ross, HBSP 2004).This approach mandates a focus on Architecture and Principles, and has catalysed the introduction of an Enterprise Architecture (EA) approach, building on work carried out in the JISC EA pilot (2008), and followed by engagement with the JISC Flexible Service Delivery Programme and the EA Practice Group.

Changes in senior management within the IT department have now led to a major restructuring, including the merger of Computing and Information Services with Academic Planning and Information, under the direction of a business-focused CIO.

Key drivers are the need to:

• align the ICT function with the business/corporate strategic objectives
• raise the profile of ICT with senior management
• align the structure more closely with the Information Management Governance structure and reinforce its effectiveness
• move from a system-based to a service-based approach –restructuring around key services, not specific systems or technologies

This presents the opportunity to address key areas for improvement: the introduction of a professional service model based on processes with measurable standards; an integrated user-support service; and improved customer focus, consistency and delivery – all within a context where the achievement of effectiveness and efficiency gains is mandatory. These areas have not been well-addressed by previous structures and management processes and will be key to the future success of the service.

The project will analyse LJMU’s state of maturity using the ICT Strategy Toolkit and set a baseline, giving an overall assessment of how well the restructuring may support alignment of ICT with the business, and enabling focus on key areas for improvement. This references the question raised in section 2.5.3 of the Toolkit: “What is the most effective ICT services structure to provide strategic ICT across the institution?” Any structure is inevitably arbitrary to an extent as a management construct to apportion accountability; we believe that the new structure will enhance service delivery and strategic alignment at LJMU, but this is as yet unproven and the application of the Toolkit will be invaluable. 

Objectives

• Greater engagement of senior management with ICT issues and strategies, through involvement of members of the ICT Governance groups in self-analysis, will enhance effective decision making and deployment of ICTs
• Engagement of the ICT Governance structure membership will reinforce its effectiveness
• Analysis of the current level of maturity to inform Phase 2 of the restructuring, highlighting areas of importance to the University, and enabling more focused redesign
• Greater understanding of the services delivered by the merged department, and the relative importance of these services, will inform future decisions on alternative methods of delivery and shared services

Anticipated Outputs and Outcomes

• An analysis of the current level of maturity of LJMU derived from the completion of the self-analysis questionnaire by the members of the Information Management Governance framework
• A set of recommendations for further work based on this analysis, to be submitted to the senior Governance group for approval and action
• A review of the Governance structure and membership based on insights gained through the project
• An agreed policy and process for dealing with ‘Developments Without Architecture’
• Feedback on the effectiveness of the Toolkit based on project findings and evaluation forms completed by project participants