Schedule

Tuesday, July 20

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  • Beginner

    Like a river with a flood, or a forest with a fire, sometimes you need to destroy something to renew it. Our IT Governance Committee on Technology & Architecture had become stagnant, and participation waned. Our new steering committee chair asked each committee to review its charge and focus, to ensure we were maximizing our impact. We disbanded the committee and brought together business and technical leaders to create something from the ashes. We set out to—

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  • Beginner

    At the request of the presenter, this session was not recorded. - UCTech 2019 Planning Committee
     

    By mid-2016, UCSB had worked for 4 years to implement UCPath.  Although 13 staff were allocated to the program, none of the 126 business process designs or 50 interfaces were complete, and over 85 departments still used paper timecards.  After changing how we managed the program, UCSB drastically accelerated its deployment schedule and completed deployment in September 2018. 

    In this—

  • Beginner

    There is only audio for this presentation so, with permission from the presenter, we have provided the slide deck and any supplemental materials in the Session Files section below. - UCTech 2019 Planning Committee

    We have achieved over $7 million in IT savings and cost avoidance during each of the past three years, with no impact on service or the delivery of solutions, by encouraging all IT leaders to be excellent business people as well as excellent—

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  • Advanced

    Brief: This workshop will describe steps to stand-up a centralized Project Management Office in an IS environment.  The first half of the workshop will discuss one campus’s 12-month start-up journey, including the Project Management Maturity Model framework, STARS assessment, SWOT analysis, Visioning, Planning, Staff Development, Performance Improvement, and Execution... along with the “magic” key ingredients for success. The second half of the workshop will lead individuals through a STARS profile, mini-maturity audit and readiness checklist.

    Materials: An—

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  • Intermediate

    Managing large projects and all the tasks and resources that go along with them may seem daunting or overwhelming. But what if you could simplify the project management process but get even more successful results? What if you could put aside complex concepts like “Dependency Mapping”, “Resource Leveling”, and “Work Breakdown Structures” in lieu of a straightforward customer-focused process? 

    The ITS-PRO ontology stands for Project Management, Reporting, and Optimization and is based on breaking down—

  • Beginner

    Whether designing an app interface or a business process, the same philosophical principles drive both Lean Six Sigma and lean software design and development. By combining the two and understanding that they are complementary and mutually reinforcing, we can leverage our product lifecycle to achieve both process improvement and core UX goals. In this talk, we’ll dive into each stage of the Lean Six Sigma methodology, and how it applies to UX design with real-world examples and—

Wednesday, July 21

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  • Beginner

    Ugly, large-scale, complex business and technical processes often have two fates: 1) multiple failed attempts at revision and/or implementation, or 2) slow, prolonged death because no one dares to tackle a revision. Neither serves the users or technical teams and both are incredibly painful for campuses. In this talk you will learn tools and tips about linking process improvement projects to break down complex processes into smaller, workable projects. A pilot project for process improvement in class and space scheduling will be—

  • Beginner

    Imagine your department or workflow is slowed down by functional silos, multiple hand-offs, unacceptable delays and backlogs. Or that you are working on a process that is mission critical to the success of your department but needs continuous manual tinkering.

    Now let’s raise the stakes: You’re in the midst of multiple ERP projects, and you don’t want to carry bad processes into new systems. 

    Enter the Lean Bench, a “go team” of process improvement experts made up of—

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  • Beginner

    IT project stakeholders such as administrators and faculty often want detailed, specific estimates about project cost before they agree to sponsor a project. Unfortunately, as any IT project manager knows, project plans are often full of educated guesses and complete unknowns, which makes any estimate highly uncertain. This session will introduce attendees to strategies for making and discussing IT project estimates that more effectively communicate that uncertainty to stakeholders. We will discuss French and Raven’s power theory,—

  • Beginner

    This past year at UC Santa Cruz, we changed our development methodology from Waterfall to Agile. This presentation shares some observations, experiences, and lessons our web application development team learned within the first 6 months of switching.

    We'll discuss:

    • Why we switched to Agile.
    • How our new development team is structured.
    • Things we changed over the first 6 months.
    • Some of the lessons we learned.
    • Take-aways from the developer perspective.
    • And, in hindsight, whether we think it—

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  • Intermediate

    UCXX IT PPMO struggled to keep up with demand for new JIRA projects and Confluence spaces. Result was frustrated teams and Cloud instances popping up around campus.

    UCXX and IBM have teamed up to see how using Smart Chat technology and Robotic Process Automation (RPA) can make the experience of requesting new Jira Project and Confluence Spaces go from "Why is it taking so long to get my stuff created" to "Are you serious, that is wicked—

  • Beginner

    Governance plays a critical role in vetting, approving, and prioritizing IT requests.  Common pitfalls in the life cycle of a service request typically result from inaccurate assumptions that all requests ought to be completed, and/or that all requests are of equal importance.  Often, such assumptions lead IT teams to allocate resources and expertise to requests that are high effort/low impact.  Likewise, this cultural phenomenon leads to a false sense of user-empowerment when it comes to the requesting—

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  • Beginner

    It’s not just about standing up IT services anymore!  Project success is also about the quality of the underlying business processes and their adoption that leads to successful outcomes…or not. We all know how important business processes are to operating seamlessly and efficiently. And we know how challenging it is to create, optimize and maintain those processes. Learn how one campus is leveraging a state of the art Business Process Mapping (BPM) tool to address these challenges—