Teams under Finance and Planning support the Office of the Chief Operations Officer in strategy, budget planning, fiscal accountability, and project and portfolio management. Key focus areas include the development and implementation of IT policies, priorities, and technology strategies. In addition to IT planning, the unit supports revenue and expense control and opportunities for new value creation.
Human Resources
The Human Resources team is the primary point of contact for all HR questions and issues related to IT. The team works with managers and directors to manage all aspects of the employee life cycle, including hiring, compensation, development, employee relations, succession, and retirement.
Facilities
The Facilities team manages more than a dozen IT locations on campus, supporting design, utilization, and allocation of space for IT departments and employees.
Communications
The Communications and Marketing team is responsible for the planning, development, and implementation of communications in support of IT Services. Communications and Marketing also plans campaigns, oversees branding, coordinates events, and manages digital and web communication efforts for MSU IT.
Finance
The Finance team is responsible for managing and maintaining the departments’ university account ledgers and budgets, following the MSU Manual of Business Procedures and guidelines set forth by the Controller’s Office, and adhering to generally accepted accounting practices. Additional duties include the management of the unit’s procurement cards, purchase orders, vendor contracts, and strategic budget analysis.
Operations
The Operations area coordinates and implements programs and projects a part of the MSU IT strategic plan. Working closely with the Chief Information Officer, the team develops operating plans, key performance indicators, and goals to implement the identified strategies and objectives. Specific functions include process mapping and improvement, researching industry standards and trends, IT resource assessment to ensure appropriate balance between tactical and strategic demands, and managing the resolution of enterprise IT issues.
Project Management
Project Managers provide leadership in the planning, tracking, and successful implementation of projects and programs supporting the academic and administrative business requirements of the university. The IT Project Delivery Project Framework is utilized to provide predictable outcomes in achieving the business objectives of the project within the established schedule and budget.
Portfolio Management
The Portfolio Management team provides support for the portfolio of projects, including annual project planning, resource management, and project portfolio reporting. The team also supports the Project Portfolio Management (PPM) tool through the implementation of best practices, user assistance, and training.
Enterprise Architecture
The MSU IT Enterprise Architecture group defines standards and principles based on industry and technology best practices to ensure alignment, standardization, and optimization of the technology ecosystem. The group performs architectural stewardship of enterprise programs to help deliver on MSU’s IT strategy enabling the university’s business strategy. Additionally, Enterprise Architecture is a partner for project execution by engaging with project teams for stage gate reviews to ensure compliance with enterprise standards, advisory services (including participation in joint application design), workshops, and ongoing review. The group also embeds architects in project teams to perform design services.
Business Analysis
Individuals in the Business Analyst role are responsible for serving as liaisons between the education, research, and administrative functions of the organization. They collect, analyze, develop, document, communicate business requirements, and support user testing to achieve business goals. Business Analysts continually seek opportunities to increase client satisfaction, deepen relationships, and effectively manage client expectations.
