Va Field Ops And It Governance
- 1. Making IT Governance Consistent with ITIL Best Practices Lessons in the Consensus Model of Group Decision Making MITRE Assessment Work Group October 8, 2008
- 2. What is IT Governance? Align IT investments with business objectives Ensure that the right people make the right group decisions Driven by Information Technology Infrastructure Library (ITIL)– industry best (ITIL)– practice Standardize IT solutions Execute IT processes as efficiently as possible Manage strategy and complexity Minimize Risk, Maintain Quality
- 3. Who Decides What Investments To Make? Involve all opinion leaders and thought leaders The involvement of key stakeholders in the group decision is critical Balance company wide requirements with technical requirements Well formed business requirements must come from the line of business Provide strong organizational support of ITIL core processes Project management, Business analysis, Communications, Fiscal and procurement management SCIFD – standards, compatibility, interoperability, fiscal discipline
- 4. Hi & Lo-Level IT Lo- Governance Line of Business Obligated to provide needs & requirements Innovations, feedback IT community Needs Needs Plans Plans Obligated to provide speed of execution, depth of field, Long Range Plans Near Term Plans standards, fiscal Requirements Requirements Long Range Near Term discipline, customer focus Local, Network and Regional Dialogue are key elements
- 5. IT Governance in the VHA Field VHA Line of Business VA OI&T Hi-level Governance VHA OI Tier 4 Regional Level Regional Governance Districts Tier 3 Operations Executive Partnership Council Regional Level Regional Regional Director Annual Tactical Plan Annual Tactical Budget District Meetings Governance Board Network Directors Annual Report Network AD Annual Performance Network CFO Measurement Network CMO Network Level VISN Level Operations VISN Governance Operations Tier 2 VISN IDMC NCIO VISN Level Hospital Directors Annual Tactical Plan VISN Executive VISN CIO Council Annual Tactical Budget Hospital AD Board Annual Report Hospital CFO Annual Performance Chiefs of Staff Measurement Service Line Managers Facility Level Facility Tier 1 Facility Governance Operations Operations VAMC IDMC Facility Level FCIO Annual Tactical Plan VAMC Executive VAMC Committees Annual Tactical Budget Hospital Director Board Annual Report Hospital AD Annual Performance Hospital CFO Measurement Chief of Staff Service Line Managers Field Innovation Development Existing Entities or Groups Councils Existing Level & Activities
- 6. VA OI&T:Balancing the Best of IT Services across a Region Strengths of Centralization of Strengths of Decentralization at Core Services closest point to care Common Infrastructure Agility Economies of Scale Buy in Standard Acquisition Process Motivation World Class COOP services Innovation Interoperability Responsiveness Operational Efficiency Knowledge of Needs Speed of Execution Customer Identification IT Services leveraged across the entire Region delivering on expectations to established Service Level Agreements (measurable, validated, predictable, responsive).
- 7. Executive Partnership Council at Regional Level
- 8. IT Governance in the VBA Field VBA Line of Business VA OI&T Hi-level Governance VBA OI Tier 4 Regional Level Regional Governance Districts Tier 3 Operations Regional Level Regional Executive Partnership Annual Tactical Plan Council Annual Tactical Budget District Meetings Governance Board Regional Director Annual Report Annual Performance VBA leadership Measurement Network Level Area Level Operations Area Governance Operations Tier 2 Area Level Area Council Annual Tactical Plan Area Executive VISN CIO Council Annual Tactical Budget NCIO Board Annual Report VBA Area Leadership Annual Performance Measurement Facility Level Tier 1 RO Governance RO Operations Operations RO Level Annual Tactical Plan RO Lines of VAMC Committees Annual Tactical Budget RO Council Business Annual Report FCIO Annual Performance VBA RO Leadership Measurement Field Innovation Development Existing Entities or Groups Councils Existing Level & Activities
- 9. IT Governance in the NCA Field NCA Line of Business VA OI&T Hi-level Governance Tier 4 Regional Level Operations Regional Level Executive Partnership Annual Tactical Plan Regional Council Annual Tactical Budget Governance Board Regional Director Annual Report Area Directors Annual Performance Measurement Facility Level Cemetary Operations Cemetary Governance Operations Tier 2 Cemetary Level Cemetary councils Annual Tactical Plan Cemetary Executive regional office CIOs Annual Tactical Budget Board RO directors Annual Report Annual Performance Field Measurement Development Innovation Existing Entities or Groups Councils Existing Level & Activities
- 10. Achieving Balance in Multiple Dimensions Standards Innovation Resources Customer Expectations Security Ease of Access
- 11. Consensus Decision Making Consensus decision-making is a group decision making process that not only seeks the agreement of most participants, but also the resolution or mitigation of minority objections. Consensus is usually defined as meaning both general agreement, and the process of getting to such agreement. Consensus decision-making is thus concerned primarily with that process. .
- 12. Group Decision Making Causes of Failure poor articulation of clear business requirements poor involvement of key stakeholders Allowing elite interests to supersede common interests IT Appropriation limits IT budget The Tragedy of the Commons
- 13. Consequences of Failure Parable of Easter Island – collapse of a population of 8000 resulting in population of 187 by the time of first European contact Failed group decision making lead to total deforestation of island and collapse of their agricultural lifestyle Group allowed elite interests to dominate utilization of scare resources
- 14. Decision Making in Face of Scarce Resources: The Polder Model The polder model is a term used to describe the internationally acclaimed Dutch version of consensus policy in economics, specifically in the 1980s and 1990s. Term adopted for a much wider meaning, consensus decision-making, 'a pragmatic recognition of pluriformity' and 'cooperation despite differences'. A popular explanation the reason this decision-making style works so well in the Netherlands is the unique fact that a large part of the country consists of polders below sea- level. Ever since the Middle Ages, competing or even warring cities in the same polder were forced to set aside their differences to maintain the polders, lest they both be flooded. Key element in this model is the appreciation by all stakeholders of the risk consequences of NOT coming to consensus
- 15. What is Consensus Decision making? Consensus means to 'think or feel together'. Consensus is Inclusive: involves as many stakeholders as possible Consensus is Participatory: Actively solicits the input and participation of all decision-makers. Consensus is Cooperative: Participants strive to reach the best possible decision for the group and all of its members, rather than opt to pursue a majority opinion, potentially to the detriment of a minority. Consensus is Egalitarian: All members of a consensus decision- making body should be afforded, as much as possible, equal input into the process. All members have the opportunity to table, amend and veto or "block" proposals. Consensus is Solution-oriented: An effective consensus decision- making body strives to emphasize common agreement over differences and reach effective decisions using compromise and other techniques to avoid or resolve mutually-exclusive positions within the group.
- 16. Measures of Success Key is measuring and monitoring of critical success factors in the optimization of IT Governance
- 17. Role of Feedback From OPS to measure progress towards Success
- 18. Role of “insight” by the Line of Business into Performance
- 19. Conclusion Fix group decision making dynamics by understanding why past groups have been unable to reach consensus Stick with ITIL principles Focus on clear Business Requirements Strengthen Regional Governance Model Fix IT versus non-IT definitions non-