Transcript Joanna Grama - EDUCAUSE Top Ten IT Issues
EDUCAUSE 2014 Top Ten IT Issues
Today’s Agenda
• • • • Introduction to EDUCAUSE IT Issues History & Methodology 2014 Top Ten IT Issues Selected Issues Reviewed In-Depth
•
Introduction to EDUCAUSE
Introduction to EDUCAUSE
Transforming higher education through the use of information technology
About EDUCAUSE
• • • • Mission: To advance higher education through information technology Audience: Higher education IT, including those interested in using IT Focus: Strategy, issues, management, best practices Organization: 501(c)3; membership organization
About EDUCAUSE
• • • Membership: 2,400 colleges, universities, and organizations (40+ countries)
Size:
– $18M (without grants) – 90 employees – 60,000 active members
Outreach:
– 22 face-to-face events/year – 10+ online events/year
About EDUCAUSE
EDUCAUSE helps people who lead, manage, and use technology to make better decisions about – Enterprise systems – Strategic leadership – Teaching and learning – Cybersecurity
Visit us at www.educause.edu.
•
Top Ten IT Issues History & Methodology
14 Years of the IT Issues Top Ten List
Top Ten List Methodology Changes
• • • 2000-2011 – Web survey of EDUCAUSE primary representatives – Survey responses about 30% 2012-2013 – Concerned about staleness – IT Issues Panel formed and charged with choosing the panel 2014 – IT Issues Panelists wanted validation of issues – Member survey chose and prioritized the final Top Ten list
•
2014 Top Ten IT Issues
2014 Top Ten IT Issues
2014 Top Ten IT Issues
1. Improving student outcomes through an institutional approach that strategically leverages technology 2. Establish a partnership between IT and institutional leadership to develop a collective understanding of what IT can deliver 3. Assisting faculty with the instructional integration of information technology 4. Developing an IT staffing and organizational model to accommodate the changing IT environment and facilitate openness and agility 5. Using analytics to help drive critical institutional outcomes 6. Changing IT funding models to sustain core service, support innovation and facilitate growth 7. Addressing access demand and the wireless and device explosion 8. Sourcing technologies and services at scale to reduce costs (via cloud, greater centralization of IT, cross‐institutional collaborations, and so forth) 9. Determining the role of online learning and developing a strategy for that role 10. Implementing risk management and information security practices to protect institutional IT resources/data and respond to regulatory compliance mandates (tie) 10. Developing an enterprise IT architecture that can respond to changing conditions and new opportunities (tie)
Sourcing technologies & services at scale to reduce costs (via cloud, greater centralization of institutional IT services & system, cross-institution collaborations, etc.
Sourcing Technologies & Services at Scale
In the Cloud Today
Institutions with at least one core information system in the cloud
51%
Three or more in the cloud
13%
All core information systems in the cloud
8%
2014 Cloud Technology Priorities
Source : Higher Education’s Top-10 Strategic Technologies for 2014, Susan Grajek, ECAR, February 2014
IT Is Dependent on Institutional Practices
Financial practices are effective at over 50% of institutions financial management budget planning Leadership practices are effective at fewer than 50% of institutions strategic planning alignment among leadership IT governance Management practices are effective at fewer than 25% of institutions continuous improvement data driven-decision making business process optimization
Source: Assessing Your Fiscal Bandwidth: Current Practices for Measuring IT Costs in Higher Education, Eden Dahlstrom, ECAR, May 2013
Sourcing Technologies & Services at Scale to Reduce Costs--ADVICE
• • • • • • Participate in the EDUCAUSE Core Data Service to benchmark and establish baseline measures Consider business process reengineering (BPR) Capture BPR savings to support strategic objectives Understand the TCO of systems and processes in terms that can be compared with cloud offerings Ensure the understanding and support of institutional leaders Understand the strategic importance of institutional information systems
Changing IT funding models to sustain core service, support innovation, and facilitate growth
Funding IT Strategically
IT Expenditures by Institutional Mission
Research Other 4% 4% Teaching and Learning 39% Administrative 53%
Source: EDUCAUSE Core Data Survey, 2013
IT Expenditures by Activity
Source: EDUCAUSE Core Data Survey, 2013
Current IT Financial Management Capabilities
Can calculate the ROI or NPV of IT projects
20%
Can calculate the TCO of IT services
18%
Source: Assessing Your Fiscal Bandwidth: Current Practices for Measuring IT Costs in Higher Education, Eden Dahlstrom, ECAR, May 2013
Changing IT Funding Models To Sustain Core Service, Support Innovation, And Facilitate Growth--ADVICE
• • • • • • • Benchmark IT finances by participating in the EDUCAUSE Core Data Service Ensure the institutional leadership is committed to changing Create and maintain a service catalog Estimate the TCO (total cost of ownership) for each service Develop a plan to drive down the costs of commodity services Identify services that can be sunset Integrate these foundation approaches into institutional IT governance
Using analytics to help drive critical institutional outcomes
Using Analytics to Support the Institution
Analytics Maturity Index
Analytics Maturity Index
Your Results
INVESTMENT GOVERNANCE/ INFRASTRUCTURE
6
DATA/ REPORTING/ TOOLS
1
3.6
COMPOSITE PROCESS EXPERTISE CULTURE
Interpreting your score:
Source:
ECAR Analytics Maturity Index, 2012.
education following steps.
Data/Reporting/Tools 3
Work on collecting the right data to answer strategic questions.
Improve data cleanliness, accessibility, and quality.
Work on standardizing data to support comparisons inter- and intra-institutionally.
Develop a course of action for obtaining and maintaining the right analytics tools for your institutional needs.
Ensure reports are in the right format to inform decisions.
Develop practices that make data collection and reporting repeatable.
Analytics Maturity Index
Your Results
INVESTMENT GOVERNANCE/ INFRASTRUCTURE
6
DATA/ REPORTING/ TOOLS
1
3.6
COMPOSITE PROCESS EXPERTISE CULTURE
Interpreting your score: Getting to the next step:
Note the scores for each of the analytics factors. Which ones are relatively weaker? Want to advance analytics at your institution? Take the following steps.
Data/Reporting/Tools 3
Work on collecting the right data to answer strategic questions.
Improve data cleanliness, accessibility, and quality.
Work on standardizing data to support comparisons inter- and intra-institutionally.
Develop a course of action for obtaining and maintaining the right analytics tools for your institutional needs.
Ensure reports are in the right format to inform decisions.
Develop practices that make data collection and reporting repeatable.
Develop practices that eliminate, phase out, or update data and reports that are no longer valuable.
Governance/Infrastructure 4
Develop security policies and practices that safeguard data for analytics.
Develop policies regarding access to institutional and individual data, including IRB policies.
Develop and maintain the capacity to store, manage, and analyze large volumes of data. Plan for future expansion.
Create policies that decrease or eliminate data protection or siloing by pockets of individuals.
Build on the number of IT professionals at your institution who have the right training to support analytics.
Investment 4
Demonstrate through examples that require few resources that analytics should be viewed as an investment, rather than an expense.
Invest in staffing and training before products and tools.
Make analytics duties a priority for those already trained in analytics.
Expertise 3
Build on the number of analysts currently available, and further the training of analysts already on staff.
Consider building the number of business professionals who have expertise in applied analytics.
Ensure analytics training includes the ability to present findings to the community that are understandable and that demonstrate value.
Culture 4
Demonstrate to senior leaders, administration, and faculty the value of analytics through examples that address strategic questions.
Regularly take the pulse of the institutional community's willingness to use data to make decisions. Identify pockets of individuals who are unconvinced (e.g., faculty, administrators) and target examples to questions or problems that directly affect them.
Process 4
Build rapport and communication between IT and IR by holding regular meetings regarding questions and problems that can be addressed by analytics through cooperative efforts.
Involve senior IR professionals in strategic decision-making from the top down.
Develop a process for identifying the data needed to address key institutional outcomes.
Make the use of data part of the institution's strategic plan.
Develop processes for moving from what the data say to making changes and decisions.
Demonstrate with a series of high-profile "wins" that analytics can lead to improved decision-making.
Analytics Technology Priorities For 2014
✓ ✓ ✓ Source : Higher Education’s Top-10 Strategic Technologies for 2014
, Susan Grajek, ECAR, February 2014
Using Analytics To Help Drive Critical Institutional Outcomes--ADVICE
• • • • • • Begin with strategic priorities rather than data or tools Develop an analytics architecture Complete the ECAR Analytics Maturity Index for Higher Education Ensure analytics outputs are built into ongoing processes Determine who needs to be trained in analytics Review the EDUCAUSE Top-Ten Strategic Technologies for 2014
TOP TEN IT ISSUES OF 2014 Establishing a partnership between IT leadership & institutional leadership to develop a collective understanding of what information technology can deliver
Institutional Partnerships
Institutions That Have…
CIO on the president’s or chancellor’s cabinet
51%
Alignment among institutional leadership
44%
Effective IT governance
32%
Source: Today’s Higher Education IT Workforce
, Jacqueline Bichsel, ECAR, January 2014
Percent of IT Budget Spent on Research Mission
11% 9% 6% 5% 5% 1% 2% CFO VP Administration Provost President CIO doesn't sit on Cabinet CIO sits on Cabinet Source: EDUCAUSE Core Data Survey, 2013
The Ability Gap for CIOs
100% 90% 80% 70% 98% 85% 97% 82% 96% 78% 95% 85% 60% 50% Ability to manage other relationships within my institution Ability to influence others % saying Important Ability to negotiate % Proficient Understanding non IT business processes and operations Source: Today’s Higher Education IT Workforce
, Jacqueline Bichsel, ECAR, January 2014
100% 90% 80% 70% 60%
The Ability Gap for the IT Workforce
Ability to manage other relationships within my institution 98% 91% 86% 85% 78% 72% 100% Understanding non-IT business processes and operations 95% 90% 85% 84% 80% 77% 75% 70% 70% 60% 50% CIOs Non-CIO managers % saying Important 50% Non-managers % Proficient CIOs Non-CIO managers Source: % saying Important Non-managers % Proficient
CIOs’ Participation in Institutional Decision-making
65% 62% 35% 26% 13% 10% shaping institutional academic directions shaping institutional administrative directions Often/Almost always regular executive discussions about the IT implications of Rarely/Almost never institutional decisions Source: Today’s Higher Education IT Workforce
, Jacqueline Bichsel, ECAR, January 2014
Obstacles to CIOs’ Effectiveness
Institutional leadership’s lack of interest in (or understanding of) IT
38%
Lack of clear, consistent goals for IT overall
26%
Lack of cooperation among colleagues outside IT
24%
(Biggest obstacle was insufficient resources, cited by 1 in 2 CIOs)
Source: Today’s Higher Education IT Workforce
, Jacqueline Bichsel, ECAR, January 2014
Establishing a Partnership Between IT Leadership and Institutional Leadership--ADVICE
• • • • Identify the institution’s champions for effective use of information technology Help educate institutional leaders about the contributions and costs of technology to help them right size their expectations Ensure the IT staff who are interacting most with institutional leaders understand and support the IT organization’s approaches and priorities Help institutional leaders ensure that IT leaders are included in the strategic planning process and ongoing institutional governance
TOP TEN IT ISSUES OF 2014 Establishing a partnership between IT leadership & institutional leadership to develop a collective understanding of what information technology can deliver
BOTTOM LINE: Don’t assume institutional leaders know how information technology can help them achieve their priorities. Meet them more than halfway by understanding their lines of business and priorities.
Questions?
• • Learn more about the 2014 Top Ten IT Issues at: http://www.educause.edu/research-and publications/research/top-10-it-issues
Thank you!
• • • • Joanna Lyn Grama, JD EDUCAUSE Director of DRA Operations, IT GRC and Cybersecurity Programs [email protected]