Photo: MARTIN FÄLTSTRÖM, BLACK HOUNDS PRODUCTION
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Johan Magnusson believes that GUSPP is mostly about keeping costs down.
Scathing criticism of GUSPP The GUSPP inhibits change and does not meet the needs of the organisation. These are some of the conclusions of the investigation that Johan Magnusson and Tomas Lindroth conducted into the University of Gothenburg’s governance model for university-wide systems, projects and processes. – Our verdict is scathing. But we also believe that the university director was brave enough to let a couple of critical researchers carry out the investigation, Johan Magnusson explains. THE MODEL IS designed to ensure
that the organisation has cost-effective access to basic IT, the analysts state in their report. – However, all forms of digital business development are being inhibited by the GUSPP. A public body that has a model that clearly contradicts the government’s goal that Sweden should become a world leader in digitalization is quite remarkable, says Johan Magnusson, Associate Professor at the Department of Applied
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GUJOURNAL MAY 2021
Information Technology. A fundamental problem is the organisation itself. The management of GUSPP consists of six senior managers within the Central Administration as well as a representative of the PIL unit. Neither the vice chancellor nor a pro vice-chancellor have been included, nor a representative of the organisation. – AND THAT IS strange, conside-
ring that one of the goals of GUSPP is to operate in close collaboration with the organisation. Since the core business is not involved and therefore cannot influence the process, lecturers and researchers in some cases develop their own solutions, independent of the central projects. The University of Gothenburg also does not have centrally adopted goals and a strategic direction when it comes to digitalization. This makes it difficult for GUSPP’s portfolio management to prioritize: the investments that are made entail including as many projects as possible within the budget. There is also no financing model, which entails another difficulty in planning, both for
the IT department and for the core business, Johan Magnusson explains. – THE LACK OF strategies and
It is a sad develop ment, because digitalization should not primarily support the Central Administration but instead develop the university’s research and education ... JOHAN MAGNUSSON
a financing model sends the message that the goal is to take control of IT costs rather than drive business development. This is also illustrated by the fact that resource allocation for development has decreased from 20 to 15 percent since 2018. When the core business does not feel that it is receiving any central support, there is a risk of so-called shadow IT developing, i.e. the purchase, development and use of IT that is not centrally sanctioned. With the increasing standardization of IT solutions, the distance between the IT unit and the organisation grows.
– USERS GET USED to not being involved in the digital business development and priorities are about keeping costs down. It is a sad development, because digitalization should not primarily support the Central Administration but instead develop the university’s research and education, says Johan Magnusson.
