Cio.ubc.ca



|Innovate - Incubate –Operationalize |

|(I-I-O)Framework |

| |

|Aarti Paul |

|Date: 9/20/2011 |

Table of Contents

Objective 3

I-I-O Framework Principles 3

I-I-O Framework Stages and Progression 4

Stage 1: Innovate 5

Stage 2: Incubate 5

Stage 3: Operate 6

Stage 4: Decommission 6

Stage Promotion Process 6

I-I-O Workflow 7

Supporting Processes and Standards 9

APPENDIX - I 9

I-I-O Framework: Gate 1 9

9

Purpose of the Document 9

I. Institutional Value 9

II. Technical Fit 10

III. Resource Capability 10

IV. Risk Assessment 11

APPENDIX - II 11

IIO Framework: Gate 2 11

11

Purpose of the Document 11

II. Institutional Value 12

II. Technical Fit 12

III. Ability to Support/Operate 13

IV. Risk Assessment 13

Objective

Identify gating stages and criteria for the introduction of innovative technologies and technology-based services to be supported centrally for the benefit of the institution.

The purpose is to develop a simple process to ensure secure stable operability of great innovations deployed widely across UBC.

I-I-O Framework Principles

The Innovate-incubate-operationalize principle applies to existing or potential technologies and technology based services that are considered for use across multiple operating units at UBC.

The point of origin (innovator) may be any individual or operating unit at UBC, or an external contributor.

The framework objective is to examine locally developed or external innovation for the right characteristics to be widely useable and supportable at UBC, considering:

• Value to the institution

• Fit with the institution’s technology direction

• Ability and cost to support and operate for broad use

• Risks to the institution

UBC IT will work collaboratively with the innovators to bring great technologies and services to bear for all of UBC.

As per the Harvard Business Review blog on Innovation’s Nine Critical Success Factors,



“Your organization won’t innovate productively unless some underlying factors are in good shape”.

Besides an inspiring, shared vision of future, fully aligned strategic innovation agenda, senior management involvement and willingness to take risk and see value in absurdity; the article talks about creatively resourced, multifunctional dedicated team, decision-making model that fosters teamwork in support of passionate champions, open-minded exploration of the marketplace drives of innovation and a well-defined yet flexible execution process.

The I-I-O framework development takes into consideration the innovation drivers for UBC and how IT can contribute towards supporting this agenda while providing expertise in incubating and operationalizing innovative solutions.

Taking from a paper written on the UBC environment and e-learning framework, Aligning Institutional Culture and Practice: The University of British Columbia’s E-Learning Framework,

“In the face of technological and social change, higher education institutions, particularly large, publically funded research-intensive institutions, are challenged with balancing the need for consistent, reliable infrastructure and services with agility. These challenges are particularly evident when one examines how technologies support an institution’s teaching and learning mission.”

The paper further describes the relationship of provisioning of service, target audience, goals and engagement strategies to the lifecycle stage of technology implementation while taking into consideration the various stages such as emerging: exploration stage, pilot: development stage and core: operations stage while considering the various aspects of service provision, audience focus, typical goals and engagement strategies.

I-I-O Framework Stages and Progression

[pic]

Stage 1: Innovate

• Any operational unit, academic or administrative, individual or external organization may propose and develop new ideas, technologies and services.

• Innovation work is very small-scale, trials are limited to few participants and limited in time.

• Objectives are speed, agility, low cost, demonstration of potential, gauging of interest and planning for future scaling.

• UBC IT contributes gating requirements for possible future scaling and may provide computing resources as well as people support to innovators.

The following diagram shows the activity that takes place at the innovation stage and the proposed model for gating and process thereafter.

[pic]

Stage 2: Incubate

• An innovative idea has proven potential and is expanded to a pilot deployment

• Several operating units at UBC are involved in the pilot

• The innovation technology has passed (and may have been adjusted to meet) gating criteria to ensure possibility of wide deployment in the event of a successful pilot

o This includes an assessment of the possible cost to operate the technology or service at full institutional deployment

• Original innovator and UBC IT collaborate to provide and evaluate the pilot deployment

• Pilot is deployed on UBC IT’s operating platform (compute facilities, support resources, communication channels)

Stage 3: Operate

• A technology or service has proven its value to the university in a pilot and was demonstrated to be operable at scale

• It is gradually deployed to many end-users across the UBC community

• May be university-wide or limited to special interest groups but is used across multiple operating units

• Is operated and supported by UBC IT on its compute platform and with its resources

• Is life-cycle maintained through a structurally sound funding model

• Is governed by an appropriate representation of key stakeholders

Stage 4: Decommission

• The service has reached the end of its useful life at UBC because:

o It is no longer needed at UBC or

o The same service is more appropriately provided in a different fashion or

o Its technology platform has become obsolete and needs to be replaced.

• Decommission decision is made jointly by UBC IT, user community and key stakeholder governance

• Where required, a technology replacement decision is made

Stage Promotion Process

The stage promotion process is intended to ensure technologies and services are sufficiently proven for the next stage and can be supported. It would be reasonable for a unit to demonstrate prior to a pilot deployment that an eventual full deployment is feasible, affordable and has likely value to the institution.

To have a standard process and guidelines for the evaluation of a solution at various stages, the framework uses standard categories of assessment between gates but different criteria in each category per gate.

The evaluation will involve standard IT Governance bodies and include subject matter experts where appropriate.

The draft gating criteria for the progression from Stage 1 Innovate to Stage 2 Incubate as well as for Stage 2 Incubate to Stage 3 Operationalize is included in the appendices.

I-I-O Workflow

The following is the proposed process owner and assessment committees. Additional members will be included as part of the review groups based on the requirements for the specific solution under consideration.

Process Owner

The process owner is going to be the Enterprise Architecture Governance Committee. The roles and members of this committee are:

Assessment Process:

• First Contact – Preliminary Review and Assessment

IT Architecture Group Representative and Client Services Manager (if applicable).

• Case Development and Review with of Gating Criteria

o IT/Department Standards and Architecture Workgroup (ITSAW)

o Case Manager from the IT Architecture Group

o BA/PM

• Final Assessment and Approval

Enterprise Architecture Governance Committee

• Resource and Demand Management Committee

Specialist Group or Committee

The following chart outlines the various activities and hand-off from one stage to the next. The workflow also includes at a high level the various committees and groups that might get involved in carrying out these activities.

[pic]

Supporting Processes and Standards

The following are the processes or standards that the I-I-O framework will work in conjunction with.

Service Portfolio Management

UBC is implementing IT Service Management standards, using the IT Infrastructure Library (ITIL) framework. ITIL is a public framework that describes Best Practice in IT service management which focuses on the quality of services delivered to the customer from both a business and a customer perspective. There are 5 key organizational capabilities outlined in ITIL: Service Strategy, Service Design, Service Transition, Service Operations, and Continual Service Improvement. The I-I-O framework aligns to the Service Portfolio Management sub-process within ITIL.

Service Strategy contains the major sub-processes that cover the activities necessary to understand customer needs to develop and support services that meet the needs of our stakeholders. Specifically, a proper strategic approach requires an understanding of:

• what services should be provided

• to whom the services should be provided Service Strategy

• the competition, and the objectives that will differentiate the value of the products and services

• how stakeholders will perceive value, and how this value will be created

• how visibility and control over value creation will be achieved through financial management

• how business cases will be created to secure investment

• how the allocation of available resources will be managed effectively across the portfolio of services

• how performance will be measured

Within Service Strategy, the I-I-O Framework falls within Service Portfolio Management and ensures that the following activities are contemplated when planning and expanding new products or services:

1. Define: inventory services, ensure business cases and validate portfolio data

2. Analyze: maximize portfolio value, align and prioritize and balance supply and demand

3. Approve: finalize proposed portfolio, authorize services and resources

4. Charter: communicate decisions, allocate resources and charter services.

UBC Architecture Map

IT Technology Standards

APPENDIX - I

I-I-O Framework: Gate 1

Purpose of the Document

This document describes the criteria for the entering the ‘Incubate’ stage for an innovative technology, service or solution with an intention to pilot it with one or more units or groups and a vision for long-term use and being operational at the university level.

The following information will help the UBC specialist groups and committees to evaluate the technology against various criteria for introduction of the solution as a pilot or long term service.

Institutional Value

Brief Overview

Potential contribution to UBC (Education, Research or Administration)

High Level Plan for Pilot and Full Deployment

Cost Assessment

Legal/Audit/Standards Requirements

II. Technical Fit

Architectural Vision and Technology

Market Analysis and Trend

Vendor Viability

III. Resource Capability

Existing Skill Set

Existing Outside Support Sources

Potential Skills

Potential Support Costs

Potential Resource Costs

IV. Risk Assessment

Can Pilot Disrupt/affect Current Teaching, Research, Administration, other….

Probability of Success of Pilot

Probability of Full Deployment Delivering Value

Access requirements and restrictions to be evaluated

APPENDIX - II

IIO Framework: Gate 2

Purpose of the Document

This document describes the criteria for the entering the ‘Operationalize’ stage for an innovative technology, service or solution with an intention to do a full rollout and a vision for long-term use and being operational at the university level.

The following information will help the UBC specialist groups and committees to evaluate the technology against various criteria for introduction of the solution to the UBC community.

Institutional Value

Results from the Pilot

Potential contribution to UBC (Education, Research or Administration)

High Level Plan for the Full Deployment

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Cost Assessment and Availability for Funding

Legal/Audit/Standards Requirements

II. Technical Fit

Technology Match and Integration

Integration into Technology Roadmaps

Vendor Viability

III. Ability to Support/Operate

Product and User Support

Integration with Existing Support Framework

Support Sustainability

IV. Risk Assessment

Can the implementation Disrupt/affect Current Teaching, Research, Administration, other….

Probability of Success of the Rollout

Probability of Full Deployment Delivering Value

Access requirements and restrictions to be evaluated

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