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Service Delivery Model

The Office of Information Technology (OIT) delivers IT services that are commonly used across all (or almost all) collegiate and non-collegiate units to the University of Minnesota system.

OIT’s Functional Areas

There are currently 20 “business services” and one "center of excellence" that manage and deliver these commonly-used IT services. A business service is comprised of a cross-functional team, led by a (non-manager) service director, and staff from multiple lines. 

For example, when onboarding units to Google Apps, the service director requests service desk technicians, a trainer, and a communications person from the End User Support line organization; business analysts and developers from the Application Development line organization; and a security person from the Information Security team to work together to complete the project. When appropriate, additional staff, such as from the Infrastructure and Production line, are added to the team for special projects. Each of these individuals dedicates effort to the team and reports a percentage or all of their time to this service.

A full list of business services, as well as service offerings and associated service level agreements is available at Service Catalog for IT Staff. For other details see the Central IT Organizational Structure on the Office of Information Technology site.

In addition to the business services provided by central University IT, other IT services are provided by colleges, other units and centers of excellence, which provides services available to the entire University system, but is managed by a unit other than central IT. IT is developing a unified service portfolio toward the goal of presenting a comprehensive list of IT services to the University.

Service Governance

Service owners (SO) are responsible for creating a strategic vision for their services. That vision must enable a service that broadly meets the needs of the entire University and must be delivered on time and on budget. In order to do this, SOs must have a process by which:

  1. End users (people who use the services) and customers (key stakeholders) can express their requirements for the service
  2. The SO subsequently prioritizes those requirements to set the strategic direction for the service through
    1. Budget allocation
    2. Project management
    3. Priority setting
    4. Tracking milestones and metrics

Service governance is distinct from traditional IT governance. IT governance sets priorities for the institution and informs IT where more or less investment is appropriate, while service governance determines how to spend the budget for the service, and how to best meet evolving end-user and customer needs. Each service owner is responsible for developing his or her own governance process to engage their customers and end users in the way that makes sense for their unique service.

Service Level Agreements (SLAs), Metrics, and Milestones

Service owners are accountable for regularly updating service level agreements (SLAs) metrics, and milestones. An SLA is a mechanism to set expectations between the consumer and the service provider and can include service-level parameters for availability, performance, support, or other attributes. The SLA ensures that the service provider is accountable and consumer is informed.

Central University IT services at the University are governed by SLAs that are negotiated between service owners and the senior director for their line. 

A full list of business services and associated service level agreements is available in the Service Catalog for IT Staff.