ALM__124IT Program Management and Planning is an administrative office responsible for IT Program and Project Management, IT Service Management, Shared-Services, IT Governance, Performance Management, IT Strategic Planning and Strategic Human Capital Management (HCM).

Program Management & Planning Areas of Responsibility:

 

Project Management Office (PMO)

The PMO continually strives to standardize and introduce economies of repetition in the execution of projects and is the source of documentation, guidance, and metrics on the practice of project management and execution within CS&T.

IT Service Delivery and Shared Services Center

IT Service Delivery looks at the services we offer and how we deliver them.  Our objective is to provide available, reliable, and scalable infrastructure products and services that support UCF’s enterprise information technology needs.

Shared-Services is a special category of service offerings.   These services are identified primarily by their benefit to reduce duplicate services and infrastructure across the campus community.  We run the Shared Services Center with the objective of providing low cost effective solutions that maximize value for the university community.

IT Governance

Our IT Governance framework provides for a structured strategic, operational, technical and administrative decision-making process within CS&T and helps ensure we continue to drive towards our well established Mission, Vision and Values.  We coordinate and support all IT Governance efforts for CS&T.

IT Service Management

IT Service Management (ITSM) is a discipline that focuses on implementing and managing quality IT services that meet the needs of the university. In order to effectively and efficiently implement and manage quality IT service delivery, ITSM aims to adopt and implement the ITIL (Information Technology Infrastructure Library) framework. The ITIL best practice framework provides a systematic and proven approach to IT service delivery. Adopting ITIL offers users a huge range of benefits that include reducing costs, improving IT services through the use of proven best practice processes (listed below), improved customer satisfaction through a more professional approach to service delivery, standards and guidance, improved productivity and improved use of skills and experience.

Current ITIL Processes:

Incident/Request Management – This process is designed to manage and assist in restoring or providing service to customers as quickly as possible. The ability to prioritize incidents (something broken, not working or needs repair) according to business impact and urgency allows staff to focus efforts where it matters most.

UCF IT Incident Management Policy and Procedure

Problem Management – Process for managing problem investigations from detection to eradication. Problem Management processes remove defects from the IT infrastructure, eliminate recurring incidents, and stabilize the environment.

UCF IT Problem Management Policy and Procedure – Under Construction

Change Management – Process responsible for controlling the lifecycle of all changes, enabling beneficial changes to be made with minimal disruption to IT services. This includes process management and planning capabilities that help increase the speed and consistency in the way changes are implemented while minimizing risk and errors.

UCF IT Change Management Policy Procedure

UCF IT Change Management Change Record Procedure

UCF IT ECAB Operating Procedure

Performance Management

Through continuous monitoring of our Key Performance Indicators (KPIs) and Critical Processes we ensure that our systems are available, reliable and scalable; that we are providing the right services to the right people at the right time; that we achieve maximum customer satisfaction; and that our systems are running at peak efficiency.

IT Strategic Planning

IT Strategic Planning ensures the department is operating in alignment with the well established strategic initiatives found in our Strategy Articulation Map (SAM).  We facilitate strategic planning efforts which include:

  • Prioritizing budget requests
  • Setting key IT priorities for the department
  • Endorsing IT principles and policies
  • Resolving department-wide strategic IT issues
  • Establishing accountability for enacting decisions
Strategic Human Capital Management (HCM)

We use data to continuously evaluate the most important part of our organization – the people. We work to provide strategies to support long-term business goals and outcomes. We try to focus on longer-term people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future needs.