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IT GOVERNANCE



Engaging faculty and staff in decisions that affect them is an important part of how LMC works. Lake Michigan College has a structure and process to address Information Technology decision making, setting priorities, determining policy, setting and spending the budget, evaluating effectiveness. The new IT Governance Initiative ensures that the people who pay for and benefit from campus IT have a role in making decisions.


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Projects

IT Governance devised a new way of proposing IT projects. The Project Intake & Prioritization page provides comprehensive info on that new process.                            

Project Request Form

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Policy

The Policy Planning and Analysis Team is a subcommittee of the Information Technology Committee, assisting in the development, review and revision of IT policies.

Governance Policy

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Process

IT Governance reviews submitted projects and the appropriate advisory group gathers information, considers alternatives and makes recommendations to executives.

Project Intake 

 IT Governance, Management, Decision-Making, Investment, prioritization, Assessment, and Funding

Current State

Fragmented governance, decision-making, and management. Works against cohesive IT strategy, prioritization of investments, identifying opportunities for improvements, cost savings and more.

Future State

  • More effective decision-making processes through teamwork (IT Steering Committee, Stakeholders, and Technology Advisory Groups)
  • Decisions focused on core IT infrastructure, strategic IT projects, initiatives, services
  • Better support for the core missions of teaching and learning
  • Effective and efficient support for the operations and management of divisions.
 Holistic View of IT Services & Their Delivery Across the College

Current State

Fragmented governance, decision-making, and management. Works against cohesive IT strategy, prioritization of investments, identifying opportunities for improvements, cost savings and more.

Future State

IT decisions, priorities and investments will be grounded in an integrative, holistic view of all IT services and their delivery across campus.

 Inclusive, Participatory, Transparent Governance, & Decision-Making

Who’s Involved In The Process?

The process will be characterized by broad representation and engagement of all stakeholders in IT investments and strategic decisions.

  • Stakeholders
    • Stakeholder ownership of project: Gathers requirements prior to submission
    • Proposed projects submitted via Project Request Form with details included
  • Faculty
    • Strong representation of faculty on IT Steering Committee (reviews project submissions and votes on approval)
  • President's Cabinet
    • Recommendations are provided to the President's Cabinet for final approval and prioritization
  • IT Leadership and Staff
    • IT Leadership and Staff provide valuable input regarding infrastructure, software, hardware, and other important IT-related details
    • Change Adisory Board (CAB) reviews the project and analyzes potential issues with implementation (Need of additional resources, impact on current ecosystem, limitations, etc.)
 Collaboration & Teamwork

The governance process will entail close coordination and communication between ITSC, ITC, Technology Advisory Groups, IT service providers.

Decision-Making & Assessment Processes

  • Initiation
    • Initiatives, projects, proposed decisions and policies may be initiated by any stakeholder
  • Analysis
    • Iterative evaluation and analysis involving the ITSC and the appropriate Technology Advisory Group(s), service-provider group(s)
  • Decision-making
    • Strategic decisions: ITSC
    • Tactical decisions: Technology Advisory Groups
  • Approval
    • Decisions with policy and strategic implications will be discussed and approved by the ITSC, sent to the President's Cabinet
 Comprehensive IT Strategy

New Business Model/Culture

  • Service-centric focus
    • Focusing on the value that IT services provide and that allow close alignment with the College's mission and objectives
    • Goal: Increase value
    • A shift in thinking: Away from managing applications and technologies and toward managing services, increasing value

Bottom-Up Strategic Planning Process for IT Projects

  • Each group/area will prioritize and research projects prior to submissions
  • As project scope reaches into technological areas, IT is included to verify the new project fits with current infrastructure or advises of changes to be made
  • With all project requirements gathered, Stakeholder submits project for review and approval
 Commitment to Innovation & Continuous Improvement

Strategic Initiatives To Achieve Goals

  • Service catalog
    • Opportunities for efficiencies, consolidation, economies of scale (cost savings)
    • Evaluate services: centrally delivered, locally (distributed)
    • Focus on value
  • Cloud infrastructure group
    • Progress toward a service-centric focus requires the development of a cloud services strategy
    • Cloud services and technologies offer opportunities for value-adding features such as scalability, flexibility, reliability, and uptime that are hard to provide on premises
    • Work with IT service providers and with users and business leaders to evaluate cloud-based solutions, design and implement a cloud-based strategy
  • IT center of excellence & quality assurance
    • Envisioned as playing a leading role in creating and implementing a service-centric focus
    • Integrative, holistic approach to evaluating customers’ IT needs
    • Quality and value: To ensure that IT services meet customer needs and are delivered in a cost-effective way

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