IT Project Priorities

1. Critical Service and Compliance Projects
2. Institutional Priorities
3. Divisional Strategic Goals
4. Departmental Strategic Goals
5. General and Non-Critical Service Requests

1. Critical Service and Compliance Projects

Projects and innovation are important, but focusing on required operations should be the highest priority in technology management. These operations provide the stability, security, and efficiency necessary for an organization to thrive and adapt to changing technological landscapes. Neglecting them can lead to costly disruptions and hinder the ability to achieve strategic goals.

1. System Maintenance and Updates: Regular maintenance of hardware and software systems is crucial to ensure they remain secure, stable, and performant. This includes applying security patches, upgrading software versions, and addressing hardware issues.
2. Backup and Disaster Recovery: Data is a critical asset for any organization. Regularly backing up data and having a disaster recovery plan in place is essential to protect against data loss due to hardware failures, cyberattacks, or natural disasters.
3. Security Operations: Monitoring for and responding to security threats, implementing access controls, and ensuring compliance with security policies and regulations.
4. Network Management: This includes monitoring network performance, optimizing bandwidth usage, and ensuring network security. Efficient network operations are vital for communication and data transfer.
5. User Support and Helpdesk: Responsive technical support to resolve uptime and reliability issues and critical services quickly to reduce downtime and frustration in the community.
6. Performance Monitoring: Monitoring system resources and avoiding performance bottlenecks. This ensures Elon's technology infrastructure can handle increasing demands.
7. Inventory and Asset Management: Proper tracking of hardware and software assets This helps in budgeting, reduces the risk of unauthorized software installations, and ensures that equipment is maintained and replaced as needed.
8. Compliance and Auditing: Ensuring that the organization complies with industry regulations and internal policies is critical. Regular audits help identify and rectify compliance issues before they become serious problems.
9. Vendor Management: Managing relationships with technology vendors is important for negotiating contracts, obtaining support when needed, and staying informed about product updates and changes.
10. Documentation: Proper documentation of systems, processes, and procedures is essential for knowledge transfer, troubleshooting, and onboarding of new staff members.

2. Institutional Priorities

Institutional Priorities (IPs) are the core strategic areas that the university has identified as critical to its mission and success. They guide decision-making, resource allocation, and long-term planning, ensuring that Elon can adapt to changing circumstances while working toward its long-term University Strategic Plan. Annual planning occurs in the summer with IPs being published in August to the university community.

3. Divisional Strategic Goals

Divisional goals are integral to the implementation of institutional priorities. They provide a framework for translating high-level strategic objectives into actions within the departments of Finance & Administration (FA). This alignment ensures that the efforts of individual departments collectively support the university's overarching mission and strategic direction. FA goals are forecasted in May and formed officially in August based on when University IPs are published.

IP's and FA Goal updates are reported at mid-year by December and year-end by May.

Annual Elon Strategic Cycle

• • June - Sr. Staff Retreat to review reports and suggested IPs for the new year
  • August - IPs selected and published. FA goals are selected and distributed.
  • September: IT Project portfolio formed.
  • December: Mid-Year Report on Strategic Goals/IPs.
  • April: Year-End FA Report on Strategic Goals including new year suggested divisional goals and institutional priorities.
  • May: FA Leadership Retreat - review of the year and formation of new year FA strategic goals with suggested IPs to be advanced forward.

4. Departmental Strategic Goals

A. Information Technology Strategic Goals

The IT Strategic Plan plays a pivotal role in justifying the allocation of resources within the department. This plan not only outlines the necessary technology investments, staffing requirements, and infrastructure needs to support institutional priorities and divisional goals but also ensures that this investment and effort align with the Elon mission and objectives of various campus partners. Annual goals are recommended from the plan's forecasted timeline based on strategic initiatives highlighted in the plan. Projects are formed upon approval of IPs and FA Goals in September.

B. Campus Partner Strategic Goals

Like IT, other divisions and departments also maintain strategic plans in alignment with the university's overarching goals. Prioritizing collaboration and demonstrating a strong commitment to cooperation is essential for effectively balancing resources and priorities among these different campus partners. The CIO, in collaboration with campus partners and in consultation with IT Senior Leadership, will determine IT's involvement.

5. General and Non-Critical Service Requests

It is important to distinguish between general and non-critical requests and the institution's strategic goals and required IT operations. While operational support requests can enhance the user experience and support innovation, they should be managed judiciously to ensure they don't detract from essential operations and higher-priority strategic work.

1. Custom Software Development: Developing custom software applications can cater to specific departmental needs, but it should align with the university's broader technology strategy and not lead to fragmentation or excessive maintenance efforts.
2. Pilot Projects: Experimenting with new technologies and platforms can foster innovation. However, these pilot projects should be carefully evaluated to determine their long-term viability and alignment with strategic goals.
3. Technology Upgrades: Regular technology upgrades are necessary, but the adoption of the latest software or hardware versions should be balanced with considerations of compatibility, cost-effectiveness, and the impact on critical operations.
4. Teaching and Learning Tools: Implementing innovative learning tools and platforms can enhance the educational experience. However, their adoption should align with the university's pedagogical strategies and not create confusion or overburden faculty.
5. Data Analytics and Business Intelligence Projects: Exploring advanced analytics and data-driven decision-making can be beneficial. However, these initiatives should not overshadow the fundamental data management and security requirements.
6. Cloud Adoption: Moving to the cloud can offer scalability and cost savings. Still, it should be done strategically, considering data privacy, compliance, and long-term financial sustainability.
7. Research Computing Projects: High-performance computing and advanced research tools are essential, but their implementation should align with the university's research priorities and available resources.
8. Open Source Software Adoption: Leveraging open-source solutions can be cost-effective, but it should align with the university's overall IT strategy and supportability.
9. Cybersecurity Enhancements: Strengthening cybersecurity is crucial, but security initiatives should not hinder the usability of systems or disrupt core operations.
10. User Experience Improvements: Enhancing the user experience is essential, but efforts should be balanced with core infrastructure maintenance and security.
11. IT Training and Development: Providing training opportunities for IT staff is valuable. Still, development should be managed to avoid diverting resources from required IT operations and strategic projects.
12. Technology Vendor Partnerships: Exploring partnerships with technology vendors can provide benefits, but these partnerships should align with strategic technology goals and not compromise vendor neutrality.