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Information Technology Governance

Diagram 1. IT Governance at East Carolina University

This diagram details the decision-making authority and hierarchy of IT Governance at ECU and how the input is received. For example, changes in needs and technologies many times originate from stakeholders. The decisions on how to adapt to those needs and changes is either resolved in the day-to-day IT operational process or through the IT governance structure. Decisions of varying scope and impact can be made by the IRCC, IRCC subcommittees, or the Technology Steering Committee (meets as needed). Distributed IT, campus representatives, deans and directors, and the Faculty Senate have representatives on the IRCC. At times, decisions are presented to other executive committees such as the Academic and Executive council and/or the Board of Trustees.

The ECU community and other stakeholders communicate technology changes and IT needs to:

  • IT Accessibility Committee
  • Business Application Change Management Committee
  • Web Oversight Committee
  • Ad Hoc Groups as needed
  • CIS Committee
  • Enterprise Data Management Committee which has Data Stewardship
  • Enterprise Information Systems that include the following committees:
    • Banner Student Committee
    • Finance Systems Steering Committee
    • Kronos Executive Steering Committee
    • Pirate Port Steering Committee
    • University Advancement Committee

The committees above then communicate with the IRCC and the Technology Steering Committee, if required, and may be vetted by the Faculty Senate or Distance Education and Learning Technology Committee.

Occasionally, the Academic Council, Executive Council and the Board of Trustees may be part of the decisions-making process.

Diagram 2. Communication Flow into the ITCS Organization

This diagram demonstrates how feedback occurs from the ECU community and stakeholders into the ITCS main functional areas. For example, IT Security has many customers; however, they primarily interface with the representatives from the attorney, risk management and auditor's office. Any issues that cannot be handled operationally flow to the CIO, IRCC and/or the Technology Steering Committee. These issues involve policy, new decisions, strategic investments and technology changes. Conversely, feedback from the faculty senate and other representatives can flow from ITCS or directly to any of the IT Committees.

The ECU Community and other stakeholders can include:
  • Human Resources
  • Clinical units
  • Business units
  • Financial units
  • Student groups
  • Distributed IT
  • Campus Representatives
  • Deans and directors
  • Faculty Senate
  • ECU attorney's office
  • Risk Management
  • Identity protection
  • Auditors

Feedback from these groups goes to the appropriate ITCS area. These areas include:

  • Academic Technologies
  • Enterprise Information Systems
  • Information Security
  • Infrastructure
  • ITCS Finance & Personnel
  • Operations & Systems
  • Project Management
  • Strategic Information Systems

Issues not handled operationally flow to the Chief Information Officer, IRCC or Technology Steering Committee.