This article outlines guidelines supporting the IT Governance process, including the review, recommendation, and decision process of UI information technology investments.
Link to submit a request to the IT Governance & Prioritization process
What is IT Governance & Prioritization?
The IT Governance & Prioritization process ensures that the university understands the technology efforts that have been requested and that funding and technology personnel, regardless of whether those personnel work for ITS or another U of I unit, are assigned to those projects with the highest university priority in order to complete the projects on time, on budget and within scope.
Items requiring approval through IT Governance process
- Admin Software (hosted on premises or as SaaS - software as a service or cloud based). Does this application capture, store, or track University Information? If yes, this is an Admin software request.
- Academic software requiring an on-premise server, single sign-on capabilities, exceeds competitive bid thresholds, or is more than the acquisition of 10 licenses of the software
- Enterprise Hardware (servers, storage, phone systems, network, etc.) Does not include end-user hardware, i.e. desktops, laptops, monitors, printers, etc. Requests should be facilitated through TSP or Local Support.
- CIO responsibilities (do not require governance approval but will be reflected in Cabinet report for transparency):
- ITS work only on Capital projects
- IT infrastructure
- Desktop purchases (replacements, upgrades, etc.) day-to-day purchases will follow the Centralized Purchasing Guidelines (TBD)
- Core applications/upgrades
- Any RFP process related to the items above
Items exempt from IT Governance process
- Facilities capital projects requiring ITS work
- Academic software purchases for trial or sample purposes (i.e., proof-of concept), individual faculty work, etc.
- Purchase of additional software licenses for software already in use at UI
- Anything within the scope of the Centralized End User Technology Procurement and License Management Program
- Desktops, laptops, monitors, printers, etc. (facilitated through TSP or Local Support)
- Technology Rooms
- New Construction
- Renovation
- Upgrade
Project Request Flow
1. Request PMO review ITS Director & CIO review project prioritization/implementation process.
2. Request PMO review CIO review Deny / Accept & Governance / Approve & No Governance
3. Request PMO review CIO review if Governance Committee review Deny/Accept/Hold President Deny/Accept/Hold
If CIO approval Project falls within the project prioritization/implementation process.

Committees
- President's Cabinet (Cabinet)
- Responsible for prioritization and recommendations to President based on accomplishing the UI Strategic Plan
- Meets quarterly (can be a regular agenda item as a Cabinet meeting or could be separate.)
- This process would use the Cabinet as appointed by the President.
- IT Advisory Group (ITAG) (Implementation TBD)
- Advises on the university’s overall technology focus in order to provide information to Cabinet in their prioritization of future projects.
- Advises on how best to communicate approved and priority ranked projects to UI constituents.
- Meets quarterly
- Participants (exact makeup of the group is TBD):
- ITAG Chair - VP of IT/CIO
- Facilitator – PPMO
- Faculty Member (2)
- Staff Member – (2)
- Student Member – (1)
- Representative from outside Moscow – (1)
- Finance Member - (1)
- Dean Member - (1)
- University Communications & Marketing Member- (1)
Cabinet Review & Recommendation
- Based on analysis by the Portfolio & Project Management Office (PPMO), Cabinet will review requests (including change requests) quarterly for prioritization and recommendation for approval/denial.
- The following items will be reviewed along with the information included in the requests.
- Does the request align with institutional priorities and strategic objectives?
- Is there appropriate funding to support this request?
- What are the risks?
- Of not moving forward with this project
- Overall implementation (financial, security, project management, resources, etc.)?
- To the university (how broadly effected)?
- Recommendations are submitted to President for approval.
- PPMO will contact project requestors with the results.
Scoring & Prioritization
- During intake the request will be scored using the defined matrix that measures risk and organizational impact.
- Scoring gives the ability to place the requests in a suggested priority order.
- Cabinet will review requests and priorities and make adjustments as they determine appropriate and present the recommended prioritization to the President
Recommendations to President
- Cabinet will provide the President with recommendations that will include:
- A suggested prioritization order with explanation of any deviations from initial scoring order.
- Proposals with suggested approved and denied status, with support explanations
- Financial resolutions not initially stated in the proposal.
- Any other information pertinent necessary to assist Leadership in making the final decision on proposals.
- President will then make a determination and advise the PPMO
- PPMO will advise requesters of the results.
Project Funding
- Cabinet may collaborate on funding resources or recommend project to UBFC
- Proof of Concepts or Pilots
- Maximum of one (1) year funding
- Results must come back to the Cabinet for approval as a separate project and managed as part of the routine process
- Implementations
- Funding must be available for 3 years (implementation and ongoing costs, i.e., ongoing licensing and maintenance)
- Costs should identify both hard costs and include projected cost savings.
- Direct projects to SBOE approval process as required.
Intake of Needs Request
The following information will be gathered at intake:
- Requirements and needs – a clear definition of the customer’s needs, in most cases defined down to the functional/process level.
- Technical Assessment – information gained to assess the technical perspective of the needs request that support the requirements.
- Security Assessment – information gained to assess the security perspective of the needs request
- Financial Assessment – information gained to assess the financial perspective of the needs request (includes total cost of ownership and return on investment)
- PM Review – verify clarity in scope, cost, time, resource commitment, compliancy, etc.
- Organizational Goals
- Organizational Risks
- Benefits (of doing or not doing project)
- And will complete a Total Cost of Ownership if identified at time of request.
Change Request
Change requests should be submitted to Cabinet after Cabinet has approved a project, and during either deep dive analysis or throughout a project when scope, time, and resources change within a project.
An online form will be available to ask current details, change description, change justification, etc.
Roles
- See Technology Investments - Process and Deliverables RACI for:
- Responsibilities of deliverables that support this process from intake to completion.
- Responsibilities and activities supporting this process from intake to completion.
Customer |
Any individual within the University that is authorized to propose a project, responsible for:
- Completing and submitting project proposals
- Responding to ITS or Committee inquiries
- Presenting proposals to Committee, if necessary
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UI President |
- Makes decisions on portfolio work efforts and priorities for the University and will advise Cabinet
- Reviews and makes decisions relative to any appeal to this process.
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President's Cabinet |
Responsible for:
- Reviewing proposed projects for:
- Strategic fit
- University impact
- Risk
- Cost and funding
- Verifying, adjusting, and recommending project prioritization to President
- Providing project activity recommendations to President for decision
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IT Advisory Committee |
Responsible for:
- Reviewing IT needs of customers
- Providing IT guidance and direction to customers based on strategic direction
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ITS |
Responsible for:
- Technology use cases outside of scope of Committee
- Advising Committee and Executive Leadership
- Completeness of proposal intake
- Portfolio and project processes and reporting
- Customer visibility into portfolio
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