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Information and Communications Technology Strategic Plan, 2005-06 to 2009-10


ICT Strategy Implementation – Phase 2

Introduction

327. Sections 1-6 have described the principles needed, and explored the processes required, in order for Oxford to move into a new era for ICT. Assuming acceptance of the Plan by the University, the implementation of the ICT Strategic Plan will occur in Phase 2 of the ICT Strategy, as outlined in this section.

Principles

P36. Careful planning and commitment from across Oxford is required to make the step change from agreeing the principles of the ICT Strategic Plan to taking forward the implementation in Phase 2.

P37. Implementation of the ICT Strategic Plan will require new procedures, new coordination, and new prioritisations to be agreed.

Recommendations

R37. Subject to recommendation by Council to proceed, after the forthcoming period of consultation, make preparations for implementation of the ICT Strategic Plan.

Strategic Considerations

328. The ICT Strategic Plan, as presented in the previous sections of this document, establishes the principles needed for Oxford to move into a new era of ICT infrastructure, provision, decision making, priorities and support.

329. Requirements have been collected from across Oxford, distilled into principles, and the principles prioritised.

330. Oxford’s devolved ICT structure offers the best functionality and service for its users, but it is complex and needs coordination and organisation to deliver the most cost-effective and best-quality results.

331. An ICT Budget and Priority Plan detailing proposed expenditure and capital investment, has been developed, and a process defined by which this plan will be refined, offering Oxford the opportunity to debate and agree University ICT priorities (for the first time).

332. The ICT Budget and Priority Plan, with approximate University expenditure included for illustrative purposes, has shown the approximate central ICT investment which will need to be made over the next 5 years.

333. A first consolidated programme of future ICT projects has been put forward, together with indicative costs, and priorities based on user requirements.

334. Methods for ICT project management, which retain ownership with the sponsoring part of Oxford, have been described.

335. A ‘Coordinated Decision Making’ structure has been proposed which provides the framework within which the ICT Budget and Priority Plan can be refined, ICT priorities can be agreed, and ICT can be managed effectively. A new post of Director of ICT has been shown to be essential to provide leadership and coordination.

336. The devolved model of ICT has been appraised and tuned in order to give maximum support for the important principle of subsidiarity across Oxford.

Moving to the implementation phase

337. In phase 2, Oxford must step across from the principles embodied in the ICT Strategic Plan to a plan for implementation.

338. A provisional plan for implementation is given in the table below. This will be adjusted depending on feedback received during the consultation period in MT 2006 and from Council.

339. Where possible, and without making any assumptions, preparations for Phase 2 will be made in parallel with the consultation exercise.

340. The three-layer distributed ICT model will be defined and the environment to support layers 2 and 3 will be specified.

341. Existing and proposed ICT projects will be appraised. Cost benefit analyses, and risk analyses61, will be undertaken. In some cases the cost associated with doing nothing will be evaluated.

342. Metrics, as part of an investment analysis, will be created to measure Return On Investment (ROI) for ICT projects in order to appraise:

  1. Effectiveness of common infrastructures;
  2. Possibility of long term recurrent savings made possible by capital investment;
  3. Case for termination of unsatisfactory services.

343. Work groups may be formed in order to consider how best to implement the ICT Strategy in those parts of Oxford where there are specialised requirements (e.g. the clinical departments).

344. Key performance indicators will be specified for ICT services, making it possible to measure service improvement and increased cost-effectiveness, and also enabling benchmarking.

Table 2. Suggested timetable for implementation
Phase 2 Activities When
Create ICT Strategy Implementation Plan Mid ‘07
Establish ICT CDM Structure Mid ‘07
Create permanent Director of ICT Post Mid ‘07
Appoint positions on the PRAC ICT Sub-Committee. (ICT S/c62) In time for MT '07
Determine whether Oxford has the skills required for Phase 2 and act accordingly Mid ‘07
Analyse currently-funded ICT projects – do cost benefit and risk analyses (where required) Mid ‘07
Create Project Boards for new ICT pilots and projects (see below for specific examples) Mid ‘07
Launch project to deliver wireless across Oxford MT ‘07
Specify key performance indicators for ICT MT ‘07
Measure ROI, terminate unsatisfactory ICT services MT ‘07
Investigate VAL IT63as means of ensuring optimal ICT governance MT ‘07
Start project to deliver Single Directory Service MT ‘07
Start project to develop mobile computing plan and implementation MT ‘07
Start to measure change of key performance indicators with time Late ‘07

345. Important concomitant questions will need to be addressed:

  1. Is Oxford ready to accept and embrace the changes proposed for Phase 2?
  2. Does Oxford have all the skills needed in order to effect the Phase 2 implementation?

346. The ultimate measure of success for Phase 2 will be the extent to which user expectation is met across Oxford when the ICT Strategic Plan is implemented.

Up: Contents Previous: ICT Structure for Coordinated Decision Making Next: ICT Strategic Plan Conclusions

Notes
61.
Focusing, in particular, on mission critical services.
62.
‘ICT S/c’ represents both Strategy and Implementation arms of the sub-committee
63.
Val IT governance framework, http://www.isaca.org/valit/.

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Maintained by: OUCS Webmaster (webmaster@rt.oucs.ox.ac.uk) Submitted for consideration by PRAC, March 2007. ICT Strategy Programme Consultation Sub-Group.
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