OneIT governance aims to: 

  • Improve communication and visibility of IT project and services 
  • Provide clarity on IT decision-making 
  • Align investments of money and time with strategy 
  • Minimize risk 
  • Broaden input from the campus community regarding strategic direction and priorities 

Governance groups 
Governance Structure Diagram

There are three key groups with distinct roles in the OneIT governance process: 

Councils (topic-specific advisory groups): have expertise in a specific domain, raise  and collect  issues within that area of responsibility, analyze  the issues, and make  recommendations. They engage other IT governance groups, UI governance groups, and general campus stakeholders, as appropriate. Members are subject matter experts, and each council has an assigned leader/facilitator. Council members are currently refining their respective scope/name and charge, and are working to identify any gaps and/or redundancies. 

Strategy Team: receives recommendations and aligns strategies across councils. Members are primarily council leaders.

The role of the strategy team is to: 

  • Prioritize activities across councils 
  • Develop the Campus IT Strategic Plan (2-4 years) 
  • Develop IT Roadmaps (6 month) 
  • Align IT with campus strategic planning efforts 

Operations Teamhandles day-to-day coordination and change-management and ensures requests are managed by appropriate groups. Membership is primarily IT leaders.  

  • This group is charged with IT project and service communication and coordination, working within and through the IT governance process. 
  • The OneIT Operations Team replaces the OneIT Steering Committee and ITS Leadership Team, and membership comprises representatives from both groups. 
  • Sub-teams will be formed to address specific issues or initiatives, and to manage operational issues that fall under the CIO’s purview. 
  • The OneIT Operations Team held its first meeting in November 2016. 

Governance process 

  1. The flow of project/service requests begins with an initial assessment by a local or central IT leader.
  2. The resulting request follows one of three paths:
    • Projects that meet the enterprise criteria will be routed through the full governance process.
    • Small projects will be implemented locally.
    • Others will be routed to the Operations Team to determine the most appropriate path. 

What constitutes an enterprise project? 

  • High Impact: Impacts more than 1,000 users, creates significant change, or is highly political.  
  • High Resources: Requires more than 10 people, 2,080 hours of staff/customer effort, or capital funding greater than $100,000.  
  • Highly Strategic: University strategic goals depend directly on this project.  
  • High Complexity: Deliverables and requirements have elements that are complex and/or the technology is new to campus.  

IT leaders tested the OneIT governance process by running through several scenarios—for example, a request to purchase new software, or to make changes to a service—thinking through which groups should be engaged in each request, for communication or to make a decision.  

This rigorous process resulted in several refinements. The governance process is expected to continue to evolve over time, especially as the university’s overall governance process unfolds.  

The governance project team is working closely with the IT Project Management Office team to continue testing and operationalize new governance practices, and developing tools to guide staff through the process. A workflow mechanism for initiating and communication new project ideas is being developed.