Since 2000, Queensland University of Technology has been working to integrate information technology planning and budget with physical infrastructure planning and budget via the Asset Management Plan. Additionally, QUT has radically restructured the top-level governance and management processes for information technology. This has resulted in across-the-board reform in IT planning, management and governance and produced significant benefit for QUT, in the three years since its commencement.
This is a significant development for IT planning and management at QUT and, at the end of 2000, the reforms attracted attention from the then Department of Education, Training and Youth Affairs and led to the research grant from the Evaluations and Investigations Programme. The grant was to conduct a case study on the reform of the information technology planning and management processes. The case study documents the changes, highlights the advantages and disadvantages of the new processes and provides a possible model for change in IT management at other Australian universities.
The case study initially documents the history, rationale and development of the reforms to 2001, and then follows a twelve-month period in the ongoing evolution of the planning and management processes. The research has been conducted through interviews, observations, review of documentation, and through application of a survey questionnaire to a defined population.
The reforms in information technology planning, governance and management have resulted in better alignment of information technology investment with QUT goals and objectives, better benchmarking of information technology investment, better project management of information technology development and innovation, and increased flexibility and accountability in information technology expenditure.
The Asset Management Plan integrates physical and IT infrastructure planning and provides flexible and responsive budgets, and consistent planning and prioritisation of IT implementations. The strategic governance committee has educated the senior managers of QUT in the needs and requirements of the IT infrastructure, and provided a forum for IT planning, prioritisation and management that ensures alignment with IT goals and strategies. IT project management methodology has ensured a level of return of business value on IT investment. IT innovation is visible through the IT Project Registry, and the IT Portfolio ensures better consistency and reliability in the IT infrastructure through benchmarking of IT investment within QUT.
The Asset Management Plan will continue to provide the framework and integrated structure for IT planning and asset management, with a projected result that this ‘whole-of-asset’ focus will enable QUT to better balance and coordinate its investment in infrastructure. The Information Technology Strategic Governance Committee is following a learning pathway for a holistic vision of IT at QUT. The vision will ensure that the IT infrastructure and projects meet current and future business goals and objectives for the university. Evolving project management reforms will provide a rigorous and effective methodology for new IT developments from conception and adoption, to implementation, and beyond.
QUT is providing a model for IT planning and management, with an integrated physical and IT focus, senior governance and strategic management. It is a model that may be useful, in whole or in part, to other Australian universities facing similar challenges in information technology investment, maintenance and development.
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