The University of Minnesota's Information Technology Governance framework is designed to facilitate sustainable technology-related institutional investments and resource prioritization at an appropriate decision-making level in the enterprise. As the chief executive who has both responsibility and accountability for the University's information technology management function, the Vice-President & Chief Information Officer's (VP/CIO) Office of Information Technology (OIT) leads the implementation of the IT governance framework and its associated processes.
The structure of the University's IT governance framework is designed to facilitate aligned decision-making at the lowest level, but to provide an escalation pathway to senior University leadership should it be needed. The framework is part of a strategic management system - a set of processes and mechanisms that the University employs to set direction and manage to objectives - and cycles annually.
Decision components of the University's IT governance framework are described below and are accompanied by appropriate supporting material. Process mechanisms follow.
IT Governance Input / Consultation / Decision Components:
ITLA - Information Technology Leadership Alliance. IT directors representing the University's coordinate-campuses, collegiate, and large administrative units who have responsibility for leading their individual units and who also collectively help set institutional technology direction. See charge below, this description and the alliance's website for more information.
ATAC - Academic Technology Advisory Committee. Key faculty (prior OIT faculty fellows, assistant and associate deans, vice-chancellors) and IT directors who provide insight and input on the University’s academic technology directions and priorities. See detailed description.
SCIT - Senate Committee for Information Technologies. Appointed by the faculty senate: faculty, academic professional, civil service and student representatives who provide guidance and direction for the University's information technologies. See Charge
EPG - Enterprise Planning Group. Technology leaders from the University's core administrative management functions who collectively have responsibility for managing core administrative business processes and systems. See this detailed description charge below.
Chancellors, Deans and VPs. Leaders with whom OIT senior leadership consults regularly to align IT to coordinate campus, collegiate, and large administrative unit priorities.
Executive IT Oversight. Institutional leaders who provide the highest level of executive IT oversight to system-wide IT priorities and investments. See charge below.
Budget Group. Institutional senior executive leaders who provide the highest level of oversight to University's system-wide over-all priorities and investments.
Senior Vice President for System Academic Administration & President. The two senior executives to whom the VP/CIO is directly accountable for the University's IT investment portfolio, prioritization and performance.
IT Governance Process Mechanisms
Institutional 6-Year IT Plan. This rolling 6-year plan's goal is to Identify and invest in technology projects that are transformative and provide competitive advantage, while maintaining the critical technology infrastructure necessary to support the institution.
The Institution's IT Compact. This rolling 2-year plan supports the 6-year plan and is part of the University's budgeting process.
Quarterly IT Planning and Execution. Quarterly plans support the rolling 2-year 'Compact' plan. All of the University's central IT staff are guided by quarterly work-plans. These plans are developed in response to customer, business partner, and over-all institutional needs expressed through IT Governance (above). The work-plans include discretely defined projects that may continue through several quarters, and effort attributed to discretionary and non-discretionary activity categories.
IT Governance Annual Cycle