Governance

CU Â鶹ӰԺ's IT governance model is comprised of various committees and groups that represent the academic and research interests of the campus and guide strategic IT direction. This structure ensures engagement and dialogue between key stakeholders. TheÌýgovernance model provides strategic direction, improves transparency, and leverages appropriate technical and functional expertise as needed. Below is the Learner Lifecycle CRM specific governance.Ìý

CRM Strategy Steering Committee

Co-Chairs: Dean of Arts & Sciences, interim and Sr VC of Strategic Relations & Communications

IT Lead: AVP/AVC for Digital Experience and Technology for Learner Success

Responsibilities & Decision Rights

  • Validate projects in light of key value drivers, including goals, scope, and budget
  • Identify needs and direct project teams to define and develop cross-functional solutions
  • Validate milestones and Objectives and Key Results (OKRs)
  • Resolve issues and make recommendations to functional leadership and executive governance

Decision Rights: Strategic |ÌýDecisions with strategic or business case implications (e.g., major scope change)Ìý

  • Daryl Maeda (co-chair, College of Arts & Sciences)​
  • Jon Leslie (co-chair, Strategic Relations and Communication)
  • Elizabeth Romero Fuerte (lead, Office of Information Technology)
  • Shelly Bacon (Office of Undergraduate Education)
  • TBD (College of Engineering and Applied Science)
  • Stephanie Gillin (Leeds School of Business)
  • Kristi Wold-McCormick (University Registrar)
  • Elizabeth McVeigh (Enrollment Management)
  • Gretchen O’Connell (Graduate School)
  • Erin Harrell (Division of Student Affairs)
  • Erin Frazier (Strategic Relations and Communication)
  • Suzanne Classen (Continuing Education)
  • Jennifer Schufer (Strategic Relations and Communication)
  • Ted Rockwell (Continuing Education)
  • Kris Livingston (Athletics Director)
  • Jon Giltner (Office of Information Technology)
  • Jessica Keating (Office of Data Analytics)
  • Robert McDonald (Online Education & Dean of Libraries)
  • Kristi Bishop (Enrollment Management)
  • Erika Randall (Office of Undergraduate Education)
  • Lily Board (College of Arts & Sciences)Ìý
  • Randall Fullington (Office of Academic and Learning Innovation)
  • Joe Thomas (Division of Student Affairs)
  • Amy Hutton (Enrollment Management)
  • Orrie Gartner (Office of Information Technology)

CRM Strategy Implementation Cross-Functional Leadership Team

Co-Charis: Assistant Dean, Academic Advising & Student Success (College of Arts & Sciences) and Director of Communication & Marketing
(Student Affairs)

IT Leads: Technical Service Manager for Online Education & Web and CRM Data Analyst

  • Develop project guiding principles and define Key Performance Indicators (KPIs)Ìý
  • Develop and implement projects that align with key value drivers
  • Provide alignment across functional areas with project goals
  • Facilitate business decision-making and escalations
  • Make recommendationsÌýat the functional level

Decision Rights: Program-Level |ÌýCross-workstream program management decisions (e.g., ideal state design principles, cross-workstream ways of working)

  • Meagan Larsen (co-chair,ÌýStudent Affairs)
  • Lily Board (co-chair, College of Arts & Sciences)
  • Heather Fitch (lead, Office of Information Technology)
  • Alicia Torres de Lozano (Senior Project Manager, Office of Information Technology)Ìý

CRM Strategy Implementation Team

Program LeadÌý|ÌýProject Management Office (PMO)/Value Realization Lead

Implementation Workstreams

  • Manage and execute project activities within scope and timeline
  • FacilitateÌýcollaboration within and across workstreams
  • Provide status reporting and raise issues and risks

Decision Rights: Operational |ÌýRepeated workstream-level decisions (e.g., solution, design and configuration, workstream-level resource planning)