Strategic Planning, IT and IT Governance

Cal State East Bay has designed and implemented an innovative IT management and service delivery model in collaboration with the deans, vice presidents, the IT advisory committee, and the academic senate. This process included yearlong pilots for two colleges and one administrative division. IT@CSUEB is now guided by a shared governance model, baseline SLAs, and coordination teams.

To achieve the USP computing Center's main goal of operational excellence in IT services provision, a strategic plan involving the entire organization was developed. This presentation will demonstrate how this strategic plan was used to drive IT services governance and enforce the operational excellence search.

This is the October 2003 ECAR survey instrument used for ECAR Research Study concerning Information Technology Strategic Management in Higher Education.

EDUCAUSE presents the findings from its sixth annual Current Issues Survey. For the third year in a row, the funding of information technology remains the number-one IT-related issue in terms of its strategic importance to the institution.

This roadmap reports the results of a quantitative survey and qualitative interviews of 464 U.S. and 19 Canadian universities to discover how information technology priorities, plans, resources, intentions, and actions are aligned with the broad vision of higher education institutions.

ECAR Roadmaps synthesize important information technology issues and provide recommendations for action in higher education. The content draws from ECAR research studies and case studies.

This summary reports the results of a quantitative survey and qualitative interviews of 464 U.S. and 19 Canadian universities to discover how information technology priorities, plans, resources, intentions, and actions are aligned with the broad vision of higher education institutions.

This case study explores how the University of Delaware has achieved a high degree of alignment between information technology and institution-wide priorities. It describes how an institutional culture based on high morale, strong informal communication channels, trust, and clearly articulated institutional goals fosters a climate conducive to close alignment between IT activities and the academic mission.

This study reports the results of a quantitative survey and qualitative interviews of 464 U.S. and 19 Canadian universities to discover how information technology priorities, plans, resources, intentions, and actions are aligned with the broad vision of higher education institutions. The study defines the set of activities that IT practitioners use to achieve alignment to include planning, measurement, communication, and governance. It reviews the academic and professional literature related to organization alignment, reviews findings from practice and case analyses, and ends with a summary of effective practices, lessons learned, and a speculative reflection on future modes of alignment in higher education.