S

Final Presentation to Steering Committee and PEC – November 6 th , 2007

2 September 12th, 2007

Information Technology Plan for BCIT - Charter

September 12th, 2007 Town Square D

Information Technology Plan for BCIT – Charter – v2.0

• Plan Format and Structure • Project Charter – Rationale – Objectives – Deliverables – Scope – Stakeholders – Strategy – Resources – Project Governance and Processes – Risks and Assumptions – Milestones and Schedule • Project Plan Summary

4 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Technology Plan Structure

Environmental Scan Strategic Planning Assumptions Gap Vision Today March 31 st 2011 As Is Resources Roadmap To Be Guiding Principles 5 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Plan Elements Explained

• • • • • • • • • Environmental Scan – Global, higher educational and technology trends Strategic Planning Assumptions – Statements of our future such as growth rates, locations, services that the plan must support Vision – Timeless statements of our aspirations To Be State – How the vision will manifest itself at the end of the planning horizon The As Is State – A qualitative and quantitative description of the current environment Gap – The difference between the As Is and To Be State Roadmap – The series of initiatives with measurable outcomes that will bridge the gap Resources – What is required in terms of funding, staffing and other resources required to carry out the roadmap Guiding principles – The set of design principles used to build the roadmap and to be used when adjusting the roadmap to unplanned events

6 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Rationale

• Align what ITS delivers with what the Institution needs • Obtain commitment to a common course of action • Provide a rallying point for our people • Allocate the scarce resources (people, capital, time) of BCIT to the greatest benefit of BCIT and our stakeholders • Influence our 2008/2009 Operations & Budget Planning activities • Secure incremental resources to implement the plan • Provide a context for future decision making • Establish ITS’ credibility and earn the trust of the Institution • Provide a yardstick against which we can measure our progress, hold each other accountable and celebrate our successes • Comply with the basic requirements of a standardized control framework such as COBIT

7 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Objectives

• Produce a BCIT Information Technology Plan with a planning

horizon of March 31

, 2011 in the prescribed format and have the Plan, an accompanying communications strategy, and an annualized planning and review cycle approved by the BCIT President’s Executive Council (PEC) by October 31

, 2007

8 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Deliverables

• Executive Summary • The Plan – As Is State – Environmental Scan – Strategic Planning Assumptions – Vision – To Be State – Roadmap – Resources – Guiding Principles • For each roadmap initiative expected outcomes and associated measures • Communications plan and planning cycle • Research library • All deliverables in the form of PowerPoint presentations with supporting spreadsheets for financial deliverables

9 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Scope – in scope

• All centrally supported technology and infrastructure associated with systems and IT enabled services used in the administration of BCIT (e.g. “The Business of BCIT”) • All technology and software deployed and managed by ITS, used in teaching and learning activities in all centrally controlled computer labs (e.g. Lab software images, etc) • Limited technology used to support the teaching and learning activities – specifically technology used for exchange of information between students and instructors and between students (e.g.

WebCT, Sametime, Wireless Access, Web based file mgnt. such as

Xythos, Share-in-share-out, etc.) • Technology used to support the central administration of research activities and to provide basic connectivity services for the research community

10 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Scope – in scope (visual)

Note: Ellipses are not to scale.

Technology used to support “the business of BCIT” Technology used in teaching and learning Technology used to support research Centrally supported technology & infrastructure Technology used to support teaching & learning

In Scope

11 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Scope – in scope (continued)

• Within the domains previously outlined: – Technology  Information systems technology  Data and voice communications technology – All campuses – All schools – All potential users  Faculty and staff, full and part time      Students, full and part time, on campus and distance learning Prospective students, staff and the general public Researchers Alumni Foundation

Note: Not intended to duplicate, but rather compliment and leverage the planning and initiatives within the TEK mandate

12 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Scope – out of scope

• Lab technology not currently supported by ITS – e.g. CISCO labs • All decentralized information technologies and infrastructure deployed and supported by departments and groups other than ITS • Software, infrastructure and technology used by our external stakeholders and partners such as tenants, BC Campus, etc. – regardless of whether it touches and/or transits our network

13 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Stakeholders

• BCIT Executive (PEC) • All current faculty, staff and students • Prospective students & staff • Alumni • Vendors & Suppliers • Consortia (BCNet, BC-Campus, HEITBC) • Researchers and Research Administrators • Ministry of AVED • Compliance and Regulatory groups and agencies • BCIT Office of Policy and Strategic Planning (Bill Howorth)

14 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Strategy

• As-Is state documented within ITS for review with external groups • Environmental Scan conducted through a series of working groups based on subject matter areas and specific open questions – Conduct 3 rd party research (e.g. Gartner, EduCause) into trends and directions for IT, Higher Education, etc. – Access primary research (e.g. IRP demographic information) • Strategic Planning Assumptions developed through interviews with BCIT Executive and Senior Management • Vision and To-Be state developed through ITS and client stakeholder input and collaboration.

• Roadmap and Resources to external groups be developed with in ITS for review with • Review ‘draft’ plan with key technology suppliers, partners and peers for confirmation of strategy & direction • Steering Committee endorsement and approval

15 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Resources

• People – Access to Executive & Sr. Mgnt Team for development of Strategic Planning assumptions – Project Team   ITS Leadership Team – Subject Matter Groups Organized around Major Technologies – Business Applications – Lab Provisioning – etc  Organized around EA technology elements – Presentation – Application – Data – Business – Infrastructure – Security • Facilities • No special requirements • Budget • No incremental budget needs • Information • Access to 3 rd party research

16 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Project Governance and Processes

• Governance – Executive Sponsors  Chris Golding & Will Hopkins – Steering Committee – Current BCIT Technology Committee  VP Learning and Technology Services (Chair)       Chief Financial Officer Executive Director, Administrative Services VP Education VP Student Services VP Research & International Director, IT Services

17 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Risks

(page 1 of 2)

Risk

Effect of Executive Team transitions and vision stability Impacts of operational activities Timing – Summer vacations followed by term start-up Impacts of other strategic IT projects

Likelihood

Medium High High High

Impact/Mitigation

Impact: Lack of clarity of Institutional Direction.

Mitigation: Review process and outcomes with Executive as appointed for comment.

Impact: ITS Leaders and team members will not have capacity to contribute to the plan.

Mitigation: Post plan in accessible repository for comment. Leaders commit key staff.

Impact: Critical ITS staff and/or stakeholders may not be available in project timeline.

Mitigation: Reduce project scope.

Impact: Other strategic initiatives that affect the plan will not complete in time (e.g. Network Operating System decision).

Mitigation: Other PM’s keep Tech Plan sections updated as they proceed. Reduce project scope.

18 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Risks -

continued (page 2 of 2)

Risk

Lack of ability to support specific roadmap initiatives (e.g.. Lack of financial resources) Access to effective IT Governance Processes Unrealistic expectations of Plan scope

Likelihood

High Medium High

Impact/Mitigation

Impact: May not achieve optimal outcomes and value for the organization. Some roadmap initiatives that are dependant on others could be impacted.

Mitigation: Some initiatives may be deferred, re-scoped and scaled back, or phased. Focus on those activities with a quick payback and/or are self funding. Impact: Delayed decisions and approval to move forward to PEC. Mitigation: Ask Chris Golding to get consensus to act on behalf of the BCIT Technology Committee.

Impact: Plan will not meet expectations.

Mitigation: Continued emphasis on planning cycle, initial nature of the Plan and the need to scope activities to meet the October 31st deadline

19 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Assumptions

• Assumptions – This is an important activity for the institution and stakeholders will make the necessary time available – Where ever possible, leverage current ITS technical projects to support & inform the plan – ITS Leaders and team members will actively contribute to the development of the Plan

20 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Milestones and Schedule

• As Is State complete – September 7 th • Charter approved – As Is Delivered to Steering Comm. – Sep 12 th • Environmental Scan complete – Sept 21 st • Strategic Planning Assumptions complete – Sept 28 th • Vision and To Be State agreed to by Steering Comm. – Oct 12 th • Roadmap complete – Oct 26 th • Resource Plan and Guiding Principles complete – Oct 26 th • Final Presentation Complete – Nov 2 nd • Plan, Communications Strategy and Annual Planning Cycle approved by Steering Committee – Nov 9 th

21 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

IT Technology Plan – Project Plan Summary

Milestones Prepare Project Charter Document “As Is” State 1 St Steering Committee Meeting Document Environmental Scan Conduct Strategic Assumption Interviews Workshop and Document Future “To Be” 2 nd Steering Committee Meeting Develop Roadmaps & Guiding Principles Prepare Final Presentation 3 rd Steering Committee Meeting

Month..

August September October Nov

Week Ending..

3 10 17 24 31 7 14 21 28 5 12 19 26 2 9

22 September 12th, 2007

Information Technology Plan for BCIT – Charter – v2.0

Navigational Table of Contents

Major Sections

Final Presentation to Steering Committee and PEC – November 6 th , 2007

23 September 12th, 2007

Information Technology Plan for BCIT

Steering Committee #1 September 12 th , 2007 Town Square D

IT Plan for BCIT -- Steering Committee #1

Agenda

• Review Agenda and Meeting Objectives • Committee Terms of Reference • Project Charter and Plan • The As Is State Deliverable • Objectives Review and Next Steps 08:00 – 08:20 08:20 – 08:30 08:30 – 08:50 08:50 – 09:50 09:50 – 10:00

25 September 12, 2007

IT Plan for BCIT -- Steering Committee #1

Meeting Objectives

• Establish the Term of Reference and composition of the Steering Committee • Review and accept the Project Charter and Plan • Review and accept the As Is State Deliverable • Gather feedback on the next steps • Agree on a schedule for future Steering Committee meetings • Agree on next steps • If any of the above are not achieved leave the meeting with a firm course of action to close any gaps by the end of the week

26 September 12, 2007

IT Plan for BCIT -- Steering Committee #1

Terms of Reference

• The role of the committee is to: – Accept on behalf of BCIT the deliverables of the project – Act as the senior escalation point for resolution of project issues – Provide oversight and guidance to the Project Manager – Assist in securing resources to conduct the project – Assist in communicating – Build organizational knowledge in the subject matter of IT Planning

27 September 12, 2007

IT Plan for BCIT -- Steering Committee #1

Agenda

28 September 12, 2007

IT Plan for BCIT -- Steering Committee #1

Next Steps

• Environmental Scan • Strategic Planning Assumption Interviews • Next Steering Committee Meeting

29 September 12, 2007

IT Plan for BCIT -- Steering Committee #1

Next Steps

• Environmental Scan – Participants: – Banner  HR   Finance Student  Supply Management – Workplace Management (Archibus) – Research Services – Teaching & Learning (LTC) – Marketing & Communications – Disaster Management Comm.

– Technology perspectives as well • Strategic Planning Assumption Interviews: – President – CFO – VP Student Services – VP Education – VP Research & International – VP Human Resources – VP Learning & Tech Services – Exec Director, Admin Services – All Deans – Exec Director, HR – Director, IRP – Director, Campus Planning

30 September 12, 2007

IT Plan for BCIT -- Steering Committee #1

Meeting Objectives – Redux

• Establish the Term of Reference and composition of the Steering Committee • Review and accept the Project Charter • Review and accept the As Is State Deliverable • Gather feedback on the next steps • Agree on a schedule for future Steering Committee meetings • Agree on next steps • If any of the above are not achieved leave the meeting with a firm course of action to close any gaps by the end of the week

31 September 12, 2007

Information Technology Plan for BCIT – Charter – v2.0

Navigational Table of Contents

Major Sections

Final Presentation to Steering Committee and PEC – November 6 th , 2007

32 September 12th, 2007

Information Technology Plan for BCIT

The As Is State September 12 th , 2007 Town Square D

IT Plan for BCIT -- As Is State v2.0

• Introduction • Executive Highlights • The As Is State – The Business Management of Information Technology – People and Financial Resources – Information Technology Services – Applications – Middleware – Infrastructure – Physical Facilities

34 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

S

ECTION

I

NTRODUCTION

• Plan Framework • Rationale • Scope • Frameworks and Maturity Models • Presentation Conventions

35 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Plan Framework

•Environmental Scan •Strategic Planning Assumptions •Gap •Vision

Today March 31 st 2011

•As Is •Resources •Roadmap •To Be •Guiding Principles

36 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Rationale

• Why document the As Is state?

– Input to gap analysis – Common basis of information for the planning team – Establish baseline metrics – Useful for benchmarking – Foundation for future iterations of the Plan

37 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Scope

Levels of ITS involvement

Business Process Application Hosting Network 1

ITS

2 3 4 5

Non ITS Level

1 2 3 4 5

Examples

IT Incident Management Process Banner Student, HR & Finance Archibus, Library (Innopac) System Cisco Labs, Bookstore System, Multi Function Printing, Residences ISP Access Internet Engineering Lab – GAIT • In reality there are many combinations and permutations of the above • This version of the plan is more heavily focused on areas of higher ITS involvement with more quantitative information provided in these areas

38 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Frameworks Used in the As Is State

C OBI T – (Control OBjectives for Information and related Technology) • A business-oriented set of standards for guiding management in the sound use of information technology from the Information Systems Audit and Control Association (ISACA) • Would apply to the Institute but not current adopted • Used as a framework for self assessment and discussion ITIL – Information Technology Infrastructure Library • A comprehensive, non proprietary and publicly available sets of guidelines for "best practice" IT services management, owned by the British Office of Government Commerce (OGC).

• Applies to ITS and has been adopted • Service Desk / Incident Management have been extended to AV and DLS PMBOK – Project Management Body of Knowledge • A project management standard developed by the Project Management Institute (PMI). • Under discussion for adoption by ITS Program Management Office

39 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Maturity Models – A Generic Model

0 Non-existent.

•Complete lack of any recognisable processes. The enterprise has not even recognised that there is an issue to be addressed.

1 Initial.

•There is evidence that the enterprise has recognised that the issues exist and need to be addressed. There are, however, no standardised processes; instead there are ad hoc approaches that tend to be applied on an individual or case-by-case basis. The overall approach to management is disorganised.

2 Repeatable.

•Processes have developed to the stage where similar procedures are followed by different people undertaking the same task. There is no formal training or communication of standard procedures, and responsibility is left to the individual. There is a high degree of reliance on the knowledge of individuals and, therefore, errors are likely.

3 Defined.

•Procedures have been standardised and documented, and communicated through training. It is, however, left to the individual to follow these processes, and it is unlikely that deviations will be detected. The procedures themselves are not sophisticated but are the formalisation of existing practices.

4 Managed.

•It is possible to monitor and measure compliance with procedures and to take action where processes appear not to be working effectively. Processes are under constant improvement and provide good practice. Automation and tools are used in a limited or fragmented way.

5 Optimised.

•Processes have been refined to a level of best practice, based on the results of continuous improvement and maturity modelling with other enterprises. IT is used in an integrated way to automate the workflow, providing tools to improve quality and effectiveness, making the enterprise quick to adapt.

• Maturity models have been used to assess the As Is state for IT related processes and disciplines

40 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Presentation Conventions

• Unless otherwise stated all years are fiscal years ending in the given calendar year e.g. 2008= fiscal 07/08 • CAGR = compound annual growth rate • End devices refers to desktops, laptops, tablet computers, handhelds and other devices used to access applications

41 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

S

ECTION

E

XECUTIVE

H

IGHLIGHTS

• Information Technology at BCIT by the numbers • Human and Financial Resources • Growth • Governance • Process Maturity • Information Security • IT Continuity • Org Change Management • Application Coverage, Redundancy and Currency • Age and Profile of Infrastructure • Operating System Environment

42 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Information Technology at BCIT by the numbers

• IT staff – 100+ • Annual operating – $10M+ • Replacement value of equipment – $11.6M+ • # of applications – 200+ • # of end devices – 5400+ • # of network devices – 1100+ • Network cabling – fibre 350km, copper 400km • # of wiring closets – 115+ across 5 campuses • # of central servers – 150+ • Amount of storage consumed – 14+ Terabytes • # of computer labs – 170+ • # annual visits to our web site – 7M Value delivered by the above – unquantified Cost to BCIT if the above fails – priceless

43 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

HR & Financial Resources – ITS Staffing

120 100 80 60 40 20 0 BCGEU FSA JSA FSA ISA FSA SSA Mgt BCGEU 2% FSA JSA 13% Mgt 10% FSA SSA 31% FSA ISA 44% 2004 2005 2006 2007 2008 • • Head count CAGR is 5% from 2004 2008 Headcount increases: – 6 new positions (PMO, Security, Business Analysis, Oracle and Web developers, Incident Monitor) – – 2 funded from TEK 6 moved from TEK to ITS

44 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

10 5 0 30 25 20 15

HR & Financial Resources – Retirement Eligibility

• Cumulative numbers of employees over 55 and 60 • Note these are calendar years • 5 out of 8 managers will be 55 by 2010 60+ 55+ 2007 2008 2009 2010 2011

45 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

HR & Financial Resources – ITS Opex

12,00 10,00 8,00 6,00 4,00 2,00 Non Salary Salary Non Salary 22% Salary 78% 2004 2005 2006 2007 2008B • • • Operating Expenditures CAGR is 7% Labour costs per headcount have risen at a CAGR or 3.2% over the same period due to salary scale increases, increment progression, reclassifications and changes in workforce composition Non salary costs have declined from 26% of expenditure to 22%

46 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Growth Comparisons – Resources vs. Outputs

G R O W T H Area

Headcount Operating Expenditures End Devices Computer Labs (fully supported) Network Devices Operating Systems Instances (Servers) Storage Web Pages Web Traffic Web Publishing Activity

From

2004 2004 2004 2004 2004 2005 2005 2003 2002 2004

CAGR

5% 7% 11% 7% 42% 21% 54% 17% 93% 545%

47 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Governance

Computer Lab User Chair Committee – est. 1992

• Computer Lab Governance • Deals with configuration and technology mix in centrally controlled labs • Chaired by ITS Mgr responsible for Lab Support • Members, representatives from each school using computer labs • Meeting Frequency; 4 times a year • Oct – Review any Sept Term Start up Issues • Dec – Planning for Jan Term Start up • Feb – Start to plan summer upgrade requirements • Apr – Review finalized summer work plan for lab upgrades

BCIT Technology Committee – est. 2006

• Strategic Governance • Considers large, transformative and strategic initiatives • Chaired by VP, LTS. • Members, VP’s, CFO, and ED Admin • Meeting Frequency; 3 Times a Year • May – Consider proposals • Oct – Consider Business Cases and make recommendations to PEC • Oct – Review projects already underway for progress and deliverables

Project Prioritization Committee – est. 2007

• Operational & Tactical Governance • Considers small to medium operational work requests • Chaired by the Manager, Program Management Office in ITS • Members, Pan-Institutional representation of Service and Academic Managers • Meeting Frequency; 2 times a year • Spring – review, prioritize and recommend ITS operational work plan • Fall – Review and adjust work-plan recommendations based on any emergent situations

48 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

10 5 0 25 20 15

IT Process Maturity – 34 C

OBI

T Processes

Count • Processes exist for two main purposes – Compliance – Results • C OBI T, ITIL and PMBOK were used as frameworks for assessing process maturity • A Delphi process using the ITS leadership team rated CobiT processes as shown in the chart • The higher rated processes were those we have chosen to invest in through our ITIL efforts • These investments have produced increased customer satisfaction, reduced risk, and increased technology availability

49 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Information Security

Access Controls For Systems

Multi-factor Authentication (card & PIN)

Vulnerability Assessment

Regularly scheduled complete assessments

Centralized Alerting and Log Management

Automated logging & alerting

Policies & Procedures

Complete set of policies & procedures

Incident Response

Enterprise Team with procedures

Enterprise Security Architecture

Coordinated current plan No passwords required No assessments No logging or alerting No policies or procedures Run in circles, scream and shout Everyone does their own thing

Current situational assessment of critical security attributes and initiatives

50 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

IT Continuity

Current state • Traditional backup and recovery of centralized storage to tape devices with off-site storage of media • No formal, periodic test of recovery from backup media • No formal disaster recovery plan (DRP) • No established recovery location (hot, warm or cold) • No set Recovery Time Objectives (RTO) for critical applications • State of backup and disaster recovery for departmental systems unknown • Strong Business Continuity Planning (BCP) program under the leadership of Safety and Security but most BCP’s assume ITS will be able to continue to operate or quickly recover major systems Plans for current year • Build IT Disaster Recovery Plan • Establish recovery data centre at the DTC using a combination of hot, warm and cold strategies • Improve traditional backup and restore capabilities through disk to disk technologies • Establish RTO’s for Banner, Notes and Public Web • DRP test for the preceding applications

51 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Organizational Change Management

• Organizational change management is the discipline of planning for and responding to changes that impact people, processes and the organization with the goal of minimizing the negative effects of the change and accentuating the positive • ITS has not established any formal organizational change management practices

52 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Application Coverage, Redundancy and Currency

• Application coverage needs further research – Known application backlog – Unexploited functionality in current applications (e.g. automated Purchase Requisitions in Banner) – New domains of automations (e.g. enterprise document management, workflow) • Application redundancy is moderate to high in some areas: – Banner, Archibus overlap (moderate) – Collaboration applications • Application currency is good with most major applications within a release or version of the most recent release by the vendor • See following two slides for examples of currency and redundancy

53 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Application Currency – Banner Example

Application

Banner Finance Banner General

Year Installed Year Last Upgraded

1996 2006 1992 2006 2006 Banner HR/Payroll Banner Student Web for Employee Web for Faculty 1999 1992 2006 2006 Web for Student 2006 2006 2006 2006 2006

Current BCIT Release

7.1

7.2

7.1

7.2

Release in Marketplace

7.3

7.4

7.3

7.2

7.3

Releases behind Market

.2 version .2 version .2 version .2 version .1 version .1 version .1 version

54 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Application Redundancy – Collaboration Example

Xythos (Webfiles) Novell WebSHare Novell Share-in/Out Lotus Quickplace Lotus Instant Messenger myBCIT Blogs/ Wikis WebCT

Secured File Access And Sharing Shared Desktops Threaded Discussions (Asynchronous) Instant Messaging (Synchronous) Publish to the Web Document Control e.g. Versioning Multi-user publishing

55 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Age and Profile of Infrastructure

4 500 4 000 3 500 3 000 2 500 2 000 1 500 1 000 500 <=2005 2006 2007 2008 Storage Servers Network End Devices • The chart shows the estimated replacement cost of equipment by year of installation • The first bar represents equipment installed in 2005 or earlier • A total of $11.6M of equipment is represented by the chart – note physical facilities such as machine room space, power supplies and cabling plant are not included • Approximately $1.8M of network and server equipment was installed in 2005 or before • Much of the increase in 2008 is due to ATC equipment installations

56 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Operating System Instances

200 180 160 140 120 100 80 60 40 20 0 Solaris AIX Netware Suse Linux Red Hat Linux Windows Server 2003 Solaris 4% AIX 7% Netware 20% Windows Server 2003 47% Suse Linux 10% Red Hat Linux 12% 2005 2006 2007 2008 • • • • The graph shows the number of instances of various operating systems (OS) by year Windows Server represents 47% of instances versus 20% for Netware While AIX instances represent a small proportion of instances BCIT‘s most mission critical systems run on this OS The two variants of Linux have grown at a CAGR of 40% since 2006

57 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

S

ECTION

T

HE

B

USINESS

M

ANAGEMENT OF

IT

• Process Maturity • Governance • Service Management • Information Security • IT Continuity • Business Analysis and Solutioning • Project Management • Org Change Management • Partnerships and Collaboration • Sourcing Strategies

58 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Process Maturity – C

OBI

T Framework Plan and Organize

Process PO1 Define a Strategic IT Plan PO2 Define the Information Architecture PO3 Determine Technological Direction PO4 Define the IT Processes, Organisation and Relationships PO5 Manage the IT Investment PO6 Communicate Management Aims and Direction PO7 Manage IT Human Resources PO8 Manage Quality PO9 Assess and Manage IT Risks PO10 Manage Projects Delphi 1.25

1.38

2.25

2.00

2.13

1.50

2.88

Acquire and Implement

Process AI1 Identify Automated Solutions AI2 Acquire and Maintain Application Software AI3 Acquire and Maintain Technology Infrastructure AI4 Enable Operation and Use AI5 Procure IT Resources AI6 Manage Changes AI7 Install and Accredit Solutions and Changes Delphi 2.25

2.75

2.13

2.50

3.38

2.25

• The assessments of C Leadership Team OBI T process maturity on this and the following slide represent the average ratings of the ITS

59 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Process Maturity – C

OBI

T Framework Monitor and Evaluate

Process ME1 Monitor and Evaluate IT Performance ME2 Monitor and Evaluate Internal Control ME3 Ensure Regulatory Compliance ME4 Provide IT Governance Delphi 1.75

1.50

2.25

2.13

Deliver and Support

Process DS1 Define and Manage Service Levels DS2 Manage Third-party Services DS3 Manage Performance and Capacity DS4 Ensure Continuous Service DS5 Ensure Systems Security DS6 Identify and allocate costs DS7 Educate and Train Users DS8 Manage Service Desk and Incidents DS9 Manage the Configuration DS10 Manage Problems DS11 Manage Data DS12 Manage the Physical Environment DS13 Manage Operations Delphi 3.13

2.50

2.13

2.50

2.63

1.63

2.63

3.75

2.13

2.25

2.63

3.00

3.13

60 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Governance

Computer Lab User Chair Committee – est. 1992

BCIT Technology Committee – est. 2006

Project Prioritization Committee – est. 2007

61 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Governance

How Governance Drives the ITS Workplans

Computer Lab User Committee BCIT Technology Committee ITS Annual Operating & Budget Plan ITS Project Prioritization Committee

IT Annualized Work plan

Institutional Budget Process

62 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Service Management – ITIL Processes

Process Service Desk (Function)

S E R V I C E S U P P O R T

Description Status Service Desk is not a process but a function. The Service Desk’s objective is to provide a single point of contact between users and the IT service organization. The book provides guidance about creating and operating a Service Desk to provide an efficient channel of communication between the user community and the IT provider.

Implemented 2004 Incident Management Problem Management Change Management Release Management The Incident Management process aims to restore normal service operation as quickly as possible and minimize the adverse impact on business operations. This ensures that the best possible levels of service quality and availability are maintained.

Impl 2006 The process of Problem Management diagnoses the underlying cause of the incidents identified by the Service Desk. It arranges for correcting errors in the IT infrastructure and performs proactive problem prevention.

Planned 2008 The Change Management process ensures that standardized methods and procedures are used for efficient and prompt handling of all changes to minimize the impact of change related incidents on service quality. Consequently, change management aims to improve the day-to-day operation of the organization.

Good resource planning and management are essential to package and distribute a release successfully to the customer. Release Management takes a holistic view of an IT service change to ensure that all aspects of a release, technical and non-technical are considered together Impl.

2006 Configuration Management Configuration Management provides a logical model of the infrastructure or a service by identifying, controlling, maintaining and verifying the Configuration Items in existence. Maturity 3 3 2 3 2 2 CobiT DS8 DS8 DS10 A16 A17 DS9

63 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Service Management – ITIL Processes

Process Availability Management Capacity Management IT Service Continuity Management Service Level Management Financial Management for IT Services

S E R V I C E D E L I V E R Y

Description Availability Management’s goal is to optimize IT infrastructure capability, its services and the supporting organization. This results in a cost effective, sustained level of service availability that enables the business to meet its objectives.

Status Capacity Management enables an organization to manage resources in times of crisis and predict the need for additional capacity in advance. It describes the procedures necessary for planning, implementing and running this process.

IT Service Continuity Management describes managing an organization’s ability to continue providing a pre-determined level of IT service following an interruption to the business. This may range from an application or system failure, to a complete loss of the business premises.

Service Level Management’s goal is to maintain and improve IT service quality through a constant cycle of agreeing, monitoring and reporting IT service achievements. Service Level Management instigates actions to eradicate poor service and allow a stronger relationship to develop between IT and its customers.

Financial Management is the sound stewardship of the organization’s monetary resources and supports the enterprise in planning and executing its business objectives. Within an IT organization this process is visible in three main areas: Budgeting, IT accounting and charging.

2 2 2 Maturity 2 CobiT DS4 DS11 2 DS3 DS4 DS1 DS6

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Information Security

Access Controls For Systems

Multi-factor Authentication (card & PIN)

Vulnerability Assessment

Regularly scheduled complete assessments

Centralized Alerting and Log Management

Automated logging & alerting

Policies & Procedures

Complete set of policies & procedures

Incident Response

Enterprise Team with procedures

Enterprise Security Architecture

Coordinated current plan No passwords required No assessments No logging or alerting No policies or procedures Run in circles, scream and shout Everyone does their own thing

Current situational assessment of critical security attributes and initiatives

IT Plan for BCIT -- As Is State v2.0

IT Continuity

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IT Plan for BCIT -- As Is State v2.0

Business Analysis and Solutioning

Channel Initial Sizing and Scoping Rank Priority Detailed Req Def’n Some Process Circumvention Technical Specs ITS Initiated Service Desk Liaisons Mandated Requirements Direct Client Request Triage & Initial BA BCIT Tech Committee Project Prioritization Committee ITS Core Service Delivery Full Business Analysis Alternate Delivery Eg. ASP Delivery Best Fit or First Contact Schedule

LAMP Oracle Forms PHP HTML Domino Proprietary

Resource Execute

Need Identified Initial ITS Involvement Governance Prioritization

Some Process Circumvention

Solution Design Solution Architecture Solution Execution 67 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Program and Project Management

Established Underway Not Started

• Identifies and develops templates & processes • Recommends metrics • Investigates best practices • Proposes governance & structure

Level 1 + ……

• Implements processes • Develops and provides training to staff • Manages processes • Provides guidance to dept. PM’s • Reviews process effectiveness and adjusts/adapts

Level 2 + ……

• Small Team of focused PM’s • PM’s allocated out to resource projects • Requires some matrix management • Integrates central PM’s with other departmental PM’s for cross training • Increases standardization in process and methodology

Level 3 + ……

• Formalize the Office of PM • PMO is a Sr. member of the department • Participates in strategic planning • Has tactical & strategic planning staff as part of portfolio • Involved in making project selections as part of the governance of IT.

Level 4 + ……

• Continuously Seeking improvements • Take process & methodology out to other areas of the institute • Participates at an Institutional level • Adds value to other Institute Departments by sharing processes and methodology • Finds ways to apply skills to strategic value of BCIT

Project Guidance

Level 1

Process Control

Level 2

Resource Control

Level 3 Time

Project Control

Level 4

Centre Of Excellence

Level 5

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Organizational Change Management

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Partnerships and Collaboration

Collaboration And Sharing

•HEITBC • BC Colleges & Institutes •AAHEIT • Alberta Colleges & Universities •CANHEIT • Canadian H.E. IT Directors •CAUDIT • Australian IT Directors •EduCause

Professional practice groups and inter-Post secondary sharing of skills, ideas, resources

Service Delivery

•BCNet • WAN Connectivity • ISP Services •BC Campus • Post Secondary Application Service of BC • BCIT provides help desk services for BC Campus WebCT environment

Economies of scale through not for profit, public sector cooperation

Vendor Partnerships

•SunGard

Innovation

• Joint development of services and methodologies, ‘win-win’ models (e.g. Joint development of Enterprise Architecture artefacts and discipline). • Participation on the vendor Advisory Board

Joint and shared development and shared risk in advancing our common interests

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Major Technology Suppliers

Reseller

Microserve Monitor 24x7 Novell

Vendor

Seanix Toshiba RIM Viewsonic Lexmark Hewlett Packard IBM Monitor 24x7 Novell

Provisions

Desktops Laptops PDA’s LCD Panels Printers Printers Blade Servers X-Series Servers Incident Monitor NOS eDirectory

Current Replacement Cost Annual Spend 07/08 71 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Major Technology Suppliers

Reseller

Cognos Archibus HEITBC IBM

Vendor

Cognos Archibus Oracle Sungard IBM

Provisions

Impromtu Reports Powerplay BI Tool Workplace Mgnt FM Works Reports Oracle DBMS Oracle OAS Oracle Developer Oracle Forms Oracle Discoverer Banner Student Banner Finance Banner HR Luminis Portal Tivoli Storage Mgr Lotus Notes Domino Hardware Maint.

Current Replacement Cost Annual Spend 07/08 72 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Major Technology Suppliers

Reseller

Softchoice Hitachi Sun Microsystems TAC Mobility

Vendor Provisions

Microsoft Adobe Hitachi Sun Microsystems Research in Motion MS Office MS OS SQL/Server McAfee Frontpage Access Publisher Acrobat Flash Photoshop SAN Sun Servers BES Server Licenses for PDA’s

Current Replacement Cost Annual Spend 07/08 73 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Major Technology Suppliers

Reseller

Blackboard VMWare Iron Mountain BCNet Marqui Alteon Bell Canada Charter Telecom

Vendor

Blackboard VMWare Iron Mountain BCNet Maestro CMS Alteon Fortigate Bell Nortel

Provisions

eLearning WebCT ePortfolios VMWare OS Off Site Storage WAN / ORAN ISP Content Management Firewalls Firewalls VOIP & Voice Service Network Switches

Current Replacement Cost Annual Spend 07/08 74 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Major Technology Suppliers

Reseller

Quest Software

Vendor

Quest Software

Provisions

Toad Development Omniture Software Red Alert Aruba Omniture Software Red Alert Aruba Xythos Oracle Macintosh WebFiles Apple Web Analytics System Monitoring Wireless Switches & AP’s Web Accessed File System Apple Desktops

Current Replacement Cost Annual Spend 07/08 75 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Application Sourcing - Options

Application Source

In-Sourced Shared Sourced (Federated) Out-Sourced

Attributes

Technology for delivering the application service resides at BCIT and is centrally controlled and supported by IT Services (eg. Banner, Lotus Domino, Public Web, etc) Technology for delivering the application service resides in multiple locations and uses a shared model for funding, control and support (eg. Archibus, Bookstore, Library, etc) Technology for delivering the application service resides external to BCIT and is centrally and/or departmentally funded with a service provider managing control and support (eg. Marqui Web Publishing, Intelresponse Q&A, Omniture Web Analytics, etc)

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Application Sourcing – Based on EA Principles

REUSE before ACQUIRE ACQUIRE before CREATE CREATE REUSABLE COMPONENTS

77 September 12, 2007

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S

ECTION

P

EOPLE AND

F

INANCIAL

R

ESOURCES

• Staff Composition • Retirement Eligibility • Operating Expenses • Capital Expenditures • Growth Comparisons

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ITS Staffing

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10 5 0 30 25 20 15

ITS Staff – Retirement Eligibility

• Cumulative numbers of employees over 55 and 60 • Note these are calendar years • 5 out of 8 managers will be 55 by 2010 60+ 55+ 2007 2008 2009 2010 2011

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ITS Operating Expenditures

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Growth Comparisons – Resources vs. Outputs

G R O W T H Area

Headcount Operating Expenditures End Devices Computer Labs (fully supported) Network Devices Operating Systems Instances (Servers) Storage Web Pages Web Traffic Web Publishing Activity

From

2004 2004 2004 2004 2004 2005 2005 2003 2002 2004

CAGR

5% 7% 11% 7% 42% 21% 54% 17% 93% 545%

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S

ECTION

I

NFORMATION

T

ECHNOLOGY

S

ERVICES

• Catalogued Services • Other Services

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Service Catalogue

S E R V I C E D E S K

Incident management, service request & dispatch Administrative ID management Single point of contact for all clients to access IT support Management of ID requests for administrative users Academic ID management Management of automated IDs for academic users

I T I N F R A S T R U C T U R E S E R V I C E S

Network and internet connectivity Physical network infrastructure management Enterprise server support Novell, Windows, VMWARE and Unix servers management Central data storage, network file backups and restores Network storage system management

84 September 12, 2007

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Service Catalogue

Administrative printing Student pay printing

P R I N T I N G S E R V I C E S

Staff and Faculty printing to networked laser printers and multi-function devices (photocopiers) in office environments Student printing – general access Private lab printing Student printing – specialty/ restricted access labs

D E S K T O P S E R V I C E S

Administrative software images Development of administrative (office) desktop and laptop images Academic software images Development of academic (lab) desktop images Administrative computer provisioning and management Office computer standards, net-new and replacement rollouts, and moves Computer Lab provisioning and management Lab set-ups, maintenance, replacement, physical security Hardware warranty and repair IT asset inventory Coordination of hardware repair activities Collection of all BCIT asset computer hardware inventory information

85 September 12, 2007

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Service Catalogue

E-Mail and calendaring Blackberry syncing Collaboration tools

M E S S A G I N G S E R V I C E S

Application management (installation, customization and sustainment) that support email and calendaring Lotus notes e-mail and calendar syncing for Blackberry devices

C O L L A B O R A T I O N S E R V I C E S

Application management (installation, customization and sustainment) that support CoPs, instant messaging, Blogs, and shared file storage Business applications

A P P L I C A T I O N A N D D A T A B A S E S E R V I C E S

Application management (installation, customization and sustainment) that support business services Learning management systems Application management (installation, customization and sustainment) that delivers technology based learning services

W E B S E R V I C E S

Web and portal Development and management of BCIT web properties Web marketing & analytics Web marketing strategy and marketing production services Web content publishing Web content management and support of the BCIT web publishing community Web applications Web application design, development and integration

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Service Catalogue

Business architecture Enterprise architecture Enterprise IT security

S T R A T E G I C P R A C T I C E S

Needs assessment, needs analysis, requirements definition, process mapping and process Improvement Guidance, consultation and approval of IT investments in people, process and technology Coordination of activities ensuring the general security and ongoing integrity of the IT infrastructure, systems and data Project governance and IT Services project management Program management office (PMO) Business continuity and disaster recovery planning

B U S I N E S S C O N T I N U I T Y

Development and execution of Business Continuity plans to ensure continued delivery of IT Services

87 September 12, 2007

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Non-catalogued Services

ITS Services • Systems Development Offerings • Voice Services (in transition) • Residence Services (connectivity etc) Non-ITS IT Services • Digital Curriculum Creation • Audio Visual Management Services • Multifunction Printing

88 September 12, 2007

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S

ECTION

A

PPLICATIONS

• Application Profile • Banner - Enterprise Resource Planning • Asset & Facilities Management Applications • Library and Book Store Applications • Email & Calendaring Applications • Learning Management Applications • Collaboration Tools • Personal Productivity Applications • Web Properties • ITS Applications • Application Development Environments – Banner, Notes/Domino, LAMP etc

89 September 12, 2007

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Application Profile

Finance 11% HR 8% Education 7% Dept 35% Innovative 2% Student Services 46% Enterprise 63% Learning & Tech 16% Admin Services 12% Investing 3% Research 2% End of Life 2% Containing 9% Sustaining 84% Microsoft 4% Sun 5% Domino 13% Novell 3% BEA 1% Apache 51% Oracle 23%

Based on known and current application portfolio matrix as of Aug 2007

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Application Profile

2 2 2 1 56 9 3 1 3 111 10 1

Research Invest Sustain Contain End of Life Technology Mgmt

Enterprise Departmental Innovative

# Applications

126 70 5

Percentage

63% 35% 2%

Enterprise Dept Innovative

91 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Banner – Enterprise Resource Planning

Application

Banner Finance Banner General

Year Installed Year Last Upgraded

1996 2006 1992 2006 2006 Banner HR/Payroll Banner Student Web for Employee Web for Faculty 1999 1992 2006 2006 Web for Student 2006 2006 2006 2006 2006

Current BCIT Release

7.1

7.2

7.1

7.2

Release in Marketplace

7.3

7.4

7.3

7.2

7.3

Releases behind Market

.2 version .2 version .2 version .2 version .1 version .1 version .1 version

92 September 12, 2007

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Asset and Facilities Management

Application

Workplace Mgmt – Archibus FM

Year Installed Year Last Upgraded

1998 2004 Workplace Mgmt – FM Works 2005 Workplace MGMT – FM Web Central 2007 2007 None

Current BCIT Release

16.3.90 *upgrade underway 2.7.0.10

16.3.90

Release in Marketplace

16.3.92

2.9.0.5

16.3.92

Releases behind Market

.02 versions .2 versions .02 versions

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Asset Management – Banner, Archibus, etc

ITS Asset

• Location • Maint

• • • •

Archibus FM

Receiving Location Maintenance Space Mgmt

• • • •

Banner Finance

PR/PO Receiving Invoicing Financial Mgmt

Redundant Features

94 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Library & Bookstore Applications

Application

Bookstore – WinPRISM Bookstore – WinPOS Bookstore WebPRISM Library – Innopac Library – IRIS Library – Archives DB

Year Installed Year Last Upgraded

2004 2007 2006 2000 2007 2007 1998 2006 2005 2006 2007 None

Current BCIT Release

1.5.4

Release in Marketplace

1.5.4

3.0

1.5.4

3.0

2006 2007 2005 2006 2007 2007

Releases behind Market

0 versions 0 versions 0 versions 0 version 0 version 2 versions

95 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Email and Calendaring

Application

Lotus Notes Domino Server myBCIT Mail WebCT Mail

Year Installed Year Last Upgraded

1996 2004 2004 2001 2006 2006

Current BCIT Release

6.5

Release in Marketplace

8.0

3.1

CE 6 4.1

Vista

Releases behind Market

1.5 versions 1 version 1 version

96 September 12, 2007

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Email & Calendaring Capabilities

my BCIT accounts potential usage during the last year (Note: 1) Lotus Notes e-mail WebCT E-mail accounts n = ~600,000 (Note: 1) Of the approx. 600,000 myBCIT email accounts, it is estimated that less than 10% are active .

Students Faculty Admin staff

n = ~2,700

Full-time faculty Admin staff

n = ~15,000

Faulty Students

97 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Learning Management – Application Features WebCT TLM Elluminate Maplesoft

Web Course Delivery Online Assessment.

Exam Database Online Exams Online Assignments Web-based Communication Web-based Collaboration Learning Journal e-Portfolio Video Conferencing

98 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Collaboration Tools

Xythos (Webfiles) Novell WebSHare Novell Share-in/Out Lotus Quickplace Lotus Instant Messenger myBCIT Blogs/ Wikis WebCT

Secured File Access And Sharing Shared Desktops Threaded Discussions (Asynchronous) Instant Messaging (Synchronous) Publish to the Web Document Control e.g. Versioning Multi-user publishing

99 September 12, 2007

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User Interfaces by Web Property

25 20 15 10 5 01/02 06/07 • • • Commons not included as it did not exist 5 years ago and is meant to be a “free form” content area for faculty & students myBCIT and BSS have interfaces that are difficult to modify Does not allow for several stand alone web interfaces for web-based tools such as: – QuickPlace – KnowledgeBase – WebFiles 0 bcit.ca

myBCIT Banner Self Serve "Intranet"

100 September 12, 2007

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Web Properties & Environments

Content management and display HTML/FTP Marqui HTML/Banner Banner Domino Commons bcit.ca

Non-authenticated Primary development environments LAMP myBCIT “Intranet” Audiences Potential students Current students Faculty & staff Authenticated Banner Self Serve Java PL/SQL Domino

101 September 12, 2007

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Public Web Applications by Dev Type

Java 2% 2001/02 Other 7% 2006/07 Java 5% Other 5% PHP 91% PHP 90%

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Web Traffic

Visits

10 000 000 8 000 000 6 000 000 4 000 000 2 000 000 0 01/02 06/07

Rank

1 2 3 4 5 6 7 8 9 10 Visits 6 5 4 3 2 1 0

Visit Length

01/02 06/07 Length

Unique Visitors

3 000 000 2 500 000 2 000 000 1 500 000 1 000 000 500 000 0 Unique Visitors 01/02 06/07

Top Pages 01/02

http://www.bcit.ca/ http://search.bcit.ca/cgi-bin/search http://programs.bcit.ca/ http://courses.bcit.ca/ http://secure.bcit.ca/BannerGateway1 http://www.hr.bcit.ca/jobs http://programs.bcit.ca/stillroom http://www.bcit.ca/Programs http://www.bcit.ca/AdmissionsRegistration/pts http://www.bcit.ca/BannerGateway1

06/07

http://www.bcit.ca/ http://www.bcit.ca/study/ http://www.bcit.ca/search/ http://www.bcit.ca/admission/ http://www.bcit.ca/path/business/programs/ http://www.bcit.ca/path/trades/programs/ http://www.bcit.ca/path/health/programs/ http://www.bcit.ca/path/engineering/programs/ http://www.bcit.ca/study/courses/ http://www.bcit.ca/admission/fees/

103 September 12, 2007

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User Interfaces by Web Property

myBCIT Banner Self Serve "Intranet"

104 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

ITS Applications

Audience

IT Services IT Services and Clients

Function

Application and Service Monitoring DRP Imaging Job Scheduling Anti-spyware Anti-virus Application Updates Desktop Protection Directory,File, Print Secured Access Windows Update Lab Provisioning Lab Provisioning

Application

Nagios Tivoli Storage Mgmt Ghost Autosys MASE Virus Scan Enterprise Novell Zenworks EPO Novell eDirectory Nortel VPN WSUS Deep Freeze License Servers

105 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Application Development Environments

Oracle 25% HTML 4% Access 2% Java 9% LAMP 35% Domino 25% • LAMP = Linux, Apache, mySQL and PHP (primarily used to deliver Web Applications) • Oracle = combination of Oracle Forms and PL/SQL • Domino = Lotus Notes applications that are deployed as Windows and/or Web clients • Java = combination of Oracle and Jboss Java applications • HTML = mark-up language for the web • Access = departmental apps using Microsoft Access

106 September 12, 2007

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Application Development Environments – by Tech Mgmt

LAMP Domino Oracle Java HTML MS/Access Total

Enterprise

27 14 33 12 4 1 91

Dept

24 21 5 1 2 2 55

Innovative

2 3 5

Total 53 38 38 13 6 3 151 107 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

S

ECTION

M

IDDLEWARE

• Identity Management • Portals • Web • App, DBMS Server • Enterprise Application Integration (EAI) • Extract, Transform and Load (ETL)

108 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Identity Management

Complete Underway

Enterprise Identity Vault •Novell eDir and IDM Identity Federation •eduRoam (TEK) Provisioning & Retiring •Banner ERP Integration Role Based Authorization •Student, Faculty, Staff Authentication and Reduced Sign-on •LDAP and CAS

109 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Identity Management

Technology

Wireless Network Authentication iTunes University (TEK) Lotus Quickplace / Sametime Student Residence ISP MS Active Dir for GIS Incident Monitor CAS – SoB Web Download

IDM

AuthN AuthN/AuthZ AuthN/AuthZ AuthN AuthN/AuthZ AuthN AuthN

Status

Under way Under way Under way Done Under way Done Done

Due Date

Oct 2007 Oct 2007 Nov 2007 May 2007 Sep 2007 Aug 2007 Sep 2007 AuthN = Authentication: ID & Password required to access technology services AuthZ = Authorization: Recognition of role based authority to specific technology functions

Complete Date

May 2007 Aug 2007 Sep 2007

110 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Portals

myBCIT The following represent customizable, authenticated aggregation Points for accessing groups of functions and/or systems….

•Access to Banner Self Serve •Access to Learning , Student Service, and Admin applications •Customize & Personalized by user •Intended to be the highest level portal with access to other portals (below)

Domino Intranet

•Access to locally developed ( >100) Domino applications such as the Catering Request System, Print Shop Request, Records Management, and Facilities Request System.

Cognos Upfront

•Access to the Impromptu Reporting Environment •Access to the Powerplay Multi dimensional cube BI suite

Library

•Access to library circulation, catalogue and departmental information and applications

Archibus FM Works

•Access to facilities management features/functions & applications •Access to FM Works Reporting Suite for Workplace Management

Bookstore

•Access to inventory, retail purchasing, resell used books

111 September 12, 2007

IT Plan for BCIT -- As Is State v2.0

Web Server

Apache IIS OAS Sun

Sandbox

1 1 1 0

Devel

3 1 2 1

Technology

Apache MS IIS Oracle App Server Sun

Year Installed

2004 2005 2001 2004

Test

1 0 2 0

Year Last Upgraded

2007 2006 2006 2005

Current BCIT Release

2003 10g 3

Prod

3 1 4 1

1 0 0 0

DRP

0 0 0 0

Release in Marketplace Releases behind Market

2005 11g 4 1 version 1 version 1 version

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Application Server

OAS BEA JBOSS Domino

Sandbox

1 1 0 0

Devel

3 1 1 0

Test

1 0 1 1

Prod

3 1 1 1

1 0 0 0

DRP

0 0 0 0

Technology

Oracle App Server BEA JBOSS Domino

Year Installed

2001 2006

Year Last Upgraded

2006 2006

Current BCIT Release

10g 2001 2006 6.5

Release in Marketplace

11g

Releases behind Market

1 version 0 versions 8 1.5 versions

113 September 12, 2007

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DBMS Server

Oracle SQLServer Domino Postgres mySQL

Sandbox

1 1 0 0 1

Devel

3 1 1 0 1

Technology

Oracle DBMS SQLServer mySQL Postgres Domino

Year Installed

1992 2004 2004 2006 2001

Test

1 0 1 0 1

Year Last Upgraded

2006 2006 2007 2006 2006

Current BCIT Release

9i 2005 6.5

Prod

3 1 1 1 1

1 0 0 0 0

DRP

0 0 0 0 0

Release in Marketplace

10g

Releases behind Market

1 version 2007 1 version 8 1.5 versions

114 September 12, 2007

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Enterprise Application Integration

Source of Data

Banner Ministry Banner Banner Banner Banner Banner Ministry High School Banner Banner Banner Banner Banner Banner Banner Banner

Destination of Data

Raisers Edge Financial Aid Financial Aid Mamook (Learner Services) Library ITA IDM Banner Training Plan (Vocational Inventory) Webfiles MyBCIT WebCT AP cheque production One Card (Security) Student Novell provisioning Bank Reconciliation

Type of data flow

One way Batch One way Batch One way Batch One way Batch One way Batch One way Batch One way Batch One way Batch One way Batch One way Batch 2 Way Integration software 2 Way Integration software One way Batch One way Batch One way Batch One way Batch

Frequency

Semi-Annual Daily Daily Weekly Weekly Monthly Real Time Ad Hoc Daily Daily Real Time Real Time Weekly Daily Real Time Monthly

115 September 12, 2007

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Enterprise Application Integration

(continued) Source of Data

Banner Banner Banner Banner Banner Banner

Destination of Data

Scotia Bank - Direct deposit Ministry Data Warehouse Canada Revenue Agency Archibus Incident Monitor Program & Course Finder

Type of data flow

One way Batch One way Batch One way Batch One way Batch One way Batch One way Batch

Frequency

Weekly Semi-Annual Annual Daily Daily Daily Current integration architecture is primarily “point to point” application program interfaces (API’s)

116 September 12, 2007

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Extract, Transform and Load

Production

(Operational)

Reporting

(Tactical) Banner Archibus Impromptu PowerPlay 3600 Tables 600 Tables

Every 30 min Periodic

Warehouse

(Strategic) Discoverer PowerPlay 60 Tables

117 September 12, 2007

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S

ECTION

I

NFRASTRUCTURE

• Aged Replacement Value • Desktops • Network • Servers • Storage • Physical Facilities

118 September 12, 2007

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Aged Replacement Value of Equipment

119 September 12, 2007

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End User Devices – Desktops and Laptops

5 000 4 500 4 000 3 500 3 000 2 500 2 000 1 500 1 000 500 2004 2005 2006 2007 2008 Macs Laptops Lab Laptops Office Desktops Lab Desktops Office Laptops Lab 4% Macs 4% Desktops Office 22% Laptops Office 27% Desktops Lab 43%

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IT Plan for BCIT -- As Is State v2.0

Network – Logical Architecture

Internet VPN Office DMZ Wireless Education Student Residence

121 September 12, 2007

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Network – High Level Physical Architecture

BCNet and Shaw Nortel 8600 BGP Fortigate 3600 Nortel 8600 BGP Fortigate 3600 BCNet and Shaw Education Nortel 8600 Office Nortel 8600 Education Nortel 8600 Office Nortel 8600 Burnaby DTC

122 September 12, 2007

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End User Devices – Labs and Software Images

120 100 80 60 40 20 0 300 250 200 150 100 50 0 2004 2004 2005 2006 2005 2006 2007 2008 2007 2008 #Labs ITS (Instructor maintained) #Labs ITS (full support) • Fully supported labs have grown at a CAGR of 7% while instructor supported labs have declined at 5% • Chart does not include labs not involving ITS (e.g. Cisco labs) Unique Lab Images Office Software Images • Labs images have grown at 11% primarily due to unique software combinations • Office images have grown primarily due to laptop hardware configurations

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Network Equipment

1 200 1 000 800 600 400 200 2004 2005 2006 2007 2008 16 000 14 000 12 000 10 000 8 000 6 000 4 000 2 000 2004 2005 2006 2007 2008 Load Balancers VPN Switch Access points Wireless Controllers Fortigate Firewalls BPS 2000 Baystack 450 Nortel 460/470 Installed Ports • Graph shows a count of network devices • Network devices have grown at a CAGR of 42% • Graphs shows the number of ports on the wired network • Network ports have grown at a CAGR of 23% • Over the same period: – Wireless introduced – Firewalls and VPN devices introduced

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Servers

160 140 120 100 80 60 40 20 Sparc Pseries Intel Blades Intel VMWare Intel Xseries Intel Seanix Pseries 3% Intel Blades 23% Intel VMWare 3% Sparc 5% Intel Seanix 31% Intel Xseries 35% 2005 2006 2007 2008 • • Overall server growth is flat from 2007 to 2008 due to the impact of virtualization strategies Blade and VMware servers have grown at a CAGR of 38% since 2006

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Operating System Instances

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200 180 160 140 120 100 80 60 40 20 0

Operating System Instances versus Servers

• Virtualization has had an impact • The number of physical servers has not grown significantly from 2007 to 2008 Physical Servers OS Instances 2005 2006 2007 2008

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IT Plan for BCIT -- As Is State v2.0

Storage

16 000 14 000 12 000 10 000 8 000 6 000 4 000 2 000 Other Windows Backup System MyBCIT Novell Academic Novell Admin Web CT Lotus Notes Banner Windows 12% Backup System 12% Other 9% MyBCIT 3% Banner 6% Lotus Notes 10% Web CT 5% Novell Admin 22% 2005 2006 2007 2008 Novell Academic 21% • • • The graph shows gigabytes of data consumed on the ITS Storage Area Network in each year Data storage is growing at a compound annual rate of 54% Novell and Windows file system space accounts for 55% of space consumed

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S

ECTION

P

HYSICAL

F

ACILITIES

• Machine Room • Network Closets • Cabling Plant • Office Space

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Machine Room

Room Purpose

SE12 NE25 DTC ATC Main Data Center BBY/DTC Network Hub Backup Data Center Network room

Square footage Air conditioners

1260 250 280 450 Yes (2) Yes Yes Yes

Secure access

Swipe card Keys Swipe card Keys

UPS

Yes No In progress Yes

Fire Smoke detection Fire suppression

Yes Yes Pre-action Water No (fire alarm) Yes Yes Sprinkler Sprinkler

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Network Closets

Campus

Burnaby DTC BMC ATC GNW

Closets

93 11 3 9 2

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Cabling Plant

• More than 400 kilometers of copper cable.

• More than 350 kilometers of fiber optic cable.

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Office Space

Office Work stations Meeting Rooms Service Desks Service Counters Storage/staging facilities

Burnaby

16 83 2 1 1 3

DTC

1 7 1 (shared) 1 1 bench room

New ATC

1 with 2 cubicles

BMC

GNW

0 1

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Navigational Table of Contents

Major Sections

Final Presentation to Steering Committee and PEC – November 6 th , 2007

134 September 12th, 2007

Information Technology Plan for BCIT

Steering Committee #2 October 10 th , 2007 Town Square D

IT Plan for BCIT -- Steering Committee #2

Agenda

• Review Agenda and Meeting Objectives • Update on Project Progress & Schedule • Review of Decisions & Action Items • Review of Environmental Scans • Review and Confirmation of Strategic • Planning Assumptions – Break • Video, “School of Athens or Mr. Ford’s Factory” • Articulation of the “To Be” Environment • Review Next Steps & Meeting Objectives • 08:00 – 08:10 08:10 – 08:15 08:15 – 08:20 08:20 – 09:00 09:00 – 09:45 09:45 – 10:00 10:00 – 10:15 10:15 – 10:50 10:50 – 11:00

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Review of Decisions & Action Items

• Decisions from last Steering Committee: – S.C. accepted Steering Committee Terms of Reference subject to requested amendments – S.C. accepted Project Charter subject to requested amendments – S.C. accepted the As-Is Deliverable on the recommendation of the project team • Action Items from last Steering Committee: – Amend and circulate the Terms of Reference (Will) - Done – Amend and circulate the Project Charter (Dave) - Done – Arrange next Steering Committee date (Lita) – Done – Arrange Strategic Planning Assumption Interviews (Dave) – Done – Canvas the S.C. members for additional interviewees (Dave) – Done – Consider linkages to the Foundation activities (Dave) – Ongoing – Consider exit contingency plans for Roadmap Initiatives (Dave) – Planned

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Meeting Objectives

• Review Project Progress and Schedule • Review and accept the results of the Environmental Scans • Review and accept the Strategic Planning Assumptions • Articulate the “To Be” environment • Gather feedback and agreement on the next steps • Agree on next steps • If any of the above are not achieved leave the meeting with a firm course of action to close any gaps by the end of the week

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IT Technology Plan – Project Plan Summary

Month..

August September October Nov

Week Ending..

3 10 17 24 31 7 14 21 28 5 12 19 26 2 9

139 October 10 th , 2007

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Next Steps

• Complete “To Be” future state articulation – Due: October 12 th • Develop Roadmaps and Guiding Principles – Due: October 26 th • Prepare Final Presentation and Plan – Due: November 2 nd • Schedule and Present Results to 3 rd Steering Committee Meeting – Due: November 7 th

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Meeting Objectives - Redux

141 October 10 th , 2007

Information Technology Plan for BCIT – Charter – v2.0

Navigational Table of Contents

Major Sections

Final Presentation to Steering Committee and PEC – November 6 th , 2007

142 September 12th, 2007

Information Technology Plan for BCIT

Environmental Scan October 10 th , 2007 Town Square D

IT Plan for BCIT -- Environmental Scan v2.0

• Introduction • Executive Highlights • Environmental Scan – Societal Environment – Higher Education – BCIT – General IT Trends – Organizational View – Technology Watchers View

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S

ECTION

I

NTRODUCTION

• Plan Framework • Rationale • Participation Acknowledgements

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Plan Framework

•Environmental Scan •Strategic Planning Assumptions •Gap •Vision

Today March 31 st 2011

•As Is •Resources •Roadmap •To Be •Guiding Principles

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Rationale

• Why the Environmental Scan?

– Provides context – Opportunity to compare and contrast ourselves with higher education and information technology trends – Opportunity for broad involvement in the planning process

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Environmental Scans – Operational Area Contributors

• • • • • • • • • • • • • Terry Milligan – Supply Management Kathy Roberts – Financial Services Darlene Hodgson – Human Resources Dawna Mackay – Registrar’s Office James Watzke – Research Services Administration Mark Bullen – Learning and Teaching Centre Randy Friesen – Marketing and Communications Patricia Daum – FOIPOP & Records Management Mario Mazziotti – Institutional Research & Planning Steve Lisle – Workplace Management/Facilities Glen Magel – Safety & Security Sherri Magson – Alumni Development (planned) Bryan Clements – Facilities (planned)

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Environmental Scans – Technical Domains

• • • • • • • • • • • ERP (Banner) – Murray Smith Business Intelligence Tools – Peter Wong Data Centre & IT Utilities – Jaime Garcia Networks – Jaime Garcia Novell – Kris Papps Lotus Notes – Peter Simon Sun Microsystems – Leo de Sousa Telephony Services – Jaime Garcia Information Security – Andy Scott Physical Environment Security – Andy Scott Identity Management – Leo de Sousa • • • • • • • • • Knowledge Management – Nancy March Microsoft Technologies – Harry Yates Oracle Relational Databases – Robert Guest Web Architecture – Stephanie Hobson & Alistair Calder Apple & MAC Technology – Colin Jones Process Maturity & Control Frameworks – Brian Hosier Continuity Management – Brian Hosier Servers & Storage – Peter Hadikin Enterprise Architecture – Leo de Sousa

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S

ECTION

E

XECUTIVE

H

IGHLIGHTS

• Societal Trends • Higher Education • Information Technology • Summary of Organizational Groups

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Societal Trends Highlights

Canadian and BC Economies

Canada’s economy will continue to outperform most of the G7 in the short term with low, stable unemployment and moderate inflation and interest rates. BC’s economy will continue to outperform the national economy.

• Federal and Provincial Governments will continue to be in a strong fiscal position which may present additional funding opportunities • The job market will continue to compete strongly for potential students • Part time studies, industry services and applied research may benefit from the strong economy

BC Demographics

BC Population continues to age with a net decline of 3% in 15-24 years olds over the planning period • Increased competition for entry level students • Need to continue to address needs of other population age groups • Use IT to attract and retain students

Climate Change and Sustainability

Public and scientific opinion have aligned on climate change creating demand for action • Curriculum opportunities • Applied Research opportunities • Compliance and statutory reporting requirements • Need to reduce footprint of IT • Need to use IT to reduce footprint of Institute

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Higher Education Trends Highlights

Student Use of IT

Students are increasingly self equipped with multiple electronic devices including laptops. These devices tend to be new and technically current. Students feel they have a high degree of IT proficiency. They overwhelming prefer that institutions communicate with via email.

They like a classroom environment that is blended with a substantial use of technology. They feel that Course Management Systems improve their learning outcomes. • Opportunities for and demands to use student technology in the classroom • Demands to communicate with students via their preferred channels • Opportunities to improve student satisfaction and learning outcomes through good use of technology in and outside the classroom.

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Student Use of Technology

• Preference for email for institutional communications dominates all other forms of communications including paper mail • Implications for BCIT – Move rapidly to email communications – Develop coherent strategy for ongoing email provisioning

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Higher Education Trends Highlights

Increased Uptake of Online Learning

The growth in the development and delivery of online learning for distance and hybrid, on-campus coursed continues to grow significantly. This is seen as a means to both engage the digital native learner in a metaphor they are comfortable with (online), as well as a means to extend the reach of an institution geographically over the internet. • Increased demand for online courses will require added attention to curriculum design considerations. • Reliability of infrastructure and flexibility of ‘end device’ sensitivity is required.

• Opportunities to create re-useable curriculum components and even licensable I.P. • Less demand for structured learning spaces on campus

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Higher Education Trends Highlights

Greying of Workforce

As with society in general, the Higher Education labour force is aging. Likewise, the size of the generations coming into the labour force with the skills mix for faculty, staff and administrators is shrinking creating a potential labour shortage as we move ahead. • Need for more effective succession planning. • Removal of mandatory retirement seen as an opportunity to keep faculty in sessional roles rather than full time to help address the shortage.

• Competition for skilled labour will increase within the Higher Education sector.

Adoption of Technology

Higher Education faces the same challenges faced by public and private businesses and organizations in the adoption of technology. The number of technologies, and the speed that new technologies appear on the horizon is increasing. This is exacerbated in an ‘applied learning’ environment where each program area requires current and relevant technologies used in their sector. This results in a more complex IT environment that found in most vertical industry IT operations. • • Technology introduction follows typical life cycles, starting with some trigger event, and proceeding through a series of phases until stable productivity is realized.

• In order to be responsive and agile enough to meet the diverse needs of nearly 400 programs, a delicate balance needs to be found between full flexibility and standards based technologies.

Attention should be paid to the investments, lifecycle timing, and measured benefits of each technology.

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Higher Education Trends

• Gartner Hype Curve

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Landscape

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BCIT Environment Trends Highlights

Ministry of Advanced Education (AVED) Service Plan

AVED’s service plan calls for expansion of access to higher education by the addition of 25,000 additional spaces by 2010 some in targeted disciplines such as healthcare. • While capacity is expanding and the 15-29 year old population is growing ,the 15-19 year old group is shrinking creating additional competition for entry level students. BICT must improve its competiveness for younger students, continue to meet the needs of other age groups and pursue targeted disciplines.

Campus 2020

Campus 2020 contained few references to BCIT and its mandate. One interpretation is that BCIT current mandate is the correct one and is not of concern to government. • To occupy the white space left by Campus 2020 BCIT may chose to accelerate realization of all or parts of the polytechnic vision with corresponding impacts to IT especially to the support of applied research, industry services and advanced degrees.

Election 2009

Under amendments to the BC Constitution Act passed in 2001, BC elections are now held on fixed dates: the second Tuesday in May every four years. The next election will be held May 12 2009 barring unforeseen events.

• The election and associated campaign may accelerate the opportunities for certain initiates while delaying opportunities for others impacting the timing of BCIT strategic initiatives with consequent impacts to IT initiatives and resources.

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IT Trends Highlights

IT Governance and Process Discipline

The characteristics of successful IT Governance and its impact on organizational performance are becoming better understood generally and more specifically within higher education. IT processes are also becoming better understood through standardization efforts such as C have been more successful. OBI T and ITIL. Organization are adopting these process frameworks to meet compliance requirements and improve results. Results focused implementations • BCIT should actively design its IT Governance framework using the experience of industry and higher education. • Process discipline efforts should be focused on achieving results while addressing future compliance needs.

Application Portfolio Management

Organizations are paying careful attention to managing their application portfolios in order to ensure that maximum benefit can be derived from the supported systems, and to ensure that systems that consume too many resources compared with value are re-architected or retired. • • Enterprise Architecture discipline will ensure constant review and management of the portfolio Reduce or eliminate and replace where necessary costly to support systems as a means of managing the IT Investment portfolio

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IT Trends Highlights

Technology Sourcing Trends

Cautious growth of Open Source systems continues in non-mission critical applications. Institutions are beginning to look at Software as a Service (SaaS) as a provisioning strategy for many systems and functions. • Continued adoption of Open Source for many operating system choices, and many utility and monitoring applications. • SaaS reduces barriers to entry in many cases, and allows for quick exit or change strategies. However, with SaaS, there is no residual asset for the cost.

Web 2.0 and Rich Internet Applications

Continued interest and opportunities for deployment of Web2.0 features and functionality with a view to increasing the interactivity, personalization, and richness of web applications to better engage the user and provide an enhanced experience. • Look for new Web 2.0 functionality to engage our learners and other users in a richer experience.

• Many Web 2.0 features are available as Software as a Service (SaaS).

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IT Trends Highlights

Technology Fundamentals

Transistor density, disk areal densities, and bits per second per fibre pair will continue to improve at exponential rates as recognized in such heuristics as Moore’s law. • More applications will become technologically and economically feasible presenting new opportunities and increasing the pressure on the IT capabilities of BCIT

Consumer Driven Technology

Consumer ownership of IT or IT related technologies has experience double digit growth over the past 10 year. There are more and more households with PC’s and Broadband connectivity. Mobile technologies (PDA’s, iPods, etc) are now pervasive.

• Consumers will demand current and flexible technologies when they come to campus. • BCIT will need to adapt to consumer demand instead of insisting on conformance to institutional standards.

Robust Infrastructure

With the increasing use and dependence on IT for teaching, learning, research, and running the business of Higher Education, post secondary IT organizations have to ensure there is reliable, redundant, and fault tolerant infrastructure to ensure availability of critical content and services .

• Increased demands on capital and infrastructure in order to support reliable business resumption strategies. • Increased rigor and controls built into business applications and content repositories in order to meet compliance requirements.

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Organizational View Highlights

Process Improvement and Automation

Organizations are reviewing, improving and automating their business processes freeing staff to focus on higher value added activities. Automation utilizes existing applications, workflow and, in some cases, next generation business process management software. • More demand on the Business Analysis function • Increased demand for support of business processes through existing applications (e.g. PRs in Banner) • Demand to enable workflow and consider new more flexible business process approaches

Document Management

Organizations are responsible for growing repositories of both digital and paper based information driven by new media and compliance requirements and face increasing demands for document management systems to securely store, classify and retrieve information. • Demand at departmental, school and institute levels for robust document management solutions.

• Opportunities to integrate document management with business process management.

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Organizational View Highlights

Proactive Engagement Through Technology

Organizations are using technology to proactively engage their customer communities (students, applicants, employees, industry) anywhere, anytime. • Increasing demands for applications such as Customer Relationship Management for Enrolment.

• Increasing demand to move IT engagement efforts to where the customers are (e.g. students on Facebook) • 7x24 availability of rich internet applications

Rich Applications and Media

New technologies (AJAX, Flex/Air, Silverlight) allow the deployment of highly interactive applications over the web. These technologies are rapidly becoming the norm as software is delivered as a service by Google, Microsoft and the application service provider industry. Rich applications are accompanied by rich content as evidenced by the rise of YouTube. • Rising expectations to deliver rich applications • Opportunities to use software as a service • Challenges with our vendors as they struggle to RIA enable their legacy applications and challenges to BCIT to rapidly adopt such technologies once provided by the vendors.

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S

ECTION

G

LOBAL

E

NVIRONMENT

• Macro Economic • Demographics • Climate Change and Sustainability

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OECD Canada Economic Outlook, May 2007

• •

Canada

Gross domestic product - volume - market prices Private final consumption expenditure - volume Government final consumption expenditure - volume Gross total fixed capital formation - volume Final domestic expenditure - volume Total domestic expenditure - volume Exports of goods and services - volume - national accounts basis Imports of goods and services - volume - national accounts basis Gross domestic product - deflator - market prices Private final consumption expenditure - deflator Compensation rate of the private sector Unemployment rate Total employment Government net lending - as a percentage of GDP Current account - as a percentage of GDP Short-term interest rate Consumer price index 2002 2.9

3.6

2.5

1.6

3.0

3.3

1.2

1.7

1.1

2.0

1.0

7.6

2.4

-0.1

1.7

2.6

2.2

2003 1.8

3.0

3.5

6.5

3.8

4.6

-2.4

4.5

3.4

1.7

2.2

7.6

2.4

-0.4

1.2

3.0

2.8

2004 3.3

3.3

3.0

8.0

4.2

4.3

5.2

8.2

3.0

1.5

3.8

7.2

1.8

0.5

2.1

2.3

1.8

2005 2.9

3.9

2.7

7.1

4.3

4.8

2.1

7.1

3.2

1.7

4.8

6.8

1.4

2.3

2.8

2.2

2006 2.7

4.1

3.4

6.7

4.5

4.1

1.3

5.2

2.1

1.3

3.7

6.3

2.0

0.8

1.7

4.2

2.0

2007 2.5

3.0

2.6

3.3

3.0

2.1

3.7

2.7

2.5

1.5

3.6

6.1

2.2

0.8

1.9

4.3

2.0

Canada’s economy will continue to outperform in the short term with low, stable unemployment and moderate inflation. The Federal Government will remain in a strong fiscal position.

Implications for BCIT – Opportunities for federal funding for education and research – Strong economy will continue to compete for prospective students 2008 3.0

2.7

2.8

3.8

3.0

4.1

4.2

2.0

1.9

3.6

6.0

1.6

0.7

2.0

4.3

2.1

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BC’s Economy Will Remain Robust

• BC’s economy will continue to be robust over the planning period with slight tapering of economic growth • Implications for BCIT – The Province will continue to be in a strong fiscal position – The job market will continue to compete strongly for potential students – Part time studies, industry services and applied research may benefit from the strong economy http://www.bcbudget.gov.bc.ca/2007/bfp/default.aspx?hash=11

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800 000 700 000 600 000 500 000 400 000 300 000 200 000 100 000 -

BC’s Diminishing Entrance Age Population

15-24 55-64 • BC Population continues to age with a net decline of 3% in 15 24 years olds over the planning period • Implications for BCIT – Increased competition for entry level students – Need to continue to address needs of other population age groups – Use IT to attract and retain students Sources: Forecast Estimated BC STATS, Forecast 07/07 Statistics Canada

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BCIT Student Demographics

Full-time Age Groupings (includes Technology, Trades and Apprentice) 19 or younger 20 - 24 25 - 29 30 - 34 35 - 39 40 - 44 45 - 49 50 or older 2000-01

6% 41% 21% 11% 8% 6% 4% 4%

2001-02

6% 42% 22% 11% 7% 5% 3% 3%

2002-03

6% 45% 24% 11% 7% 4% 2% 1%

2003-04

6% 42% 24% 11% 7% 5% 3% 2%

2004-05

6% 44% 24% 10% 7% 5% 3% 2%

2005-06

6% 44% 24% 10% 7% 4% 3% 2%

2006-07

7% 43% 24% 11% 7% 4% 3% 2%

Part-time Age Groupings (includes Part-time Studies and Distance Education) 19 or younger 20 - 24 25 - 29 30 - 34 35 - 39 40 - 44 45 - 49 50 or older 2000-01

2% 16% 20% 20% 16% 12% 8% 6%

2001-02

2% 16% 19% 19% 16% 12% 9% 7%

2002-03

2% 17% 20% 18% 15% 12% 8% 7%

2003-04

2% 18% 20% 17% 15% 12% 9% 8%

2004-05

2% 17% 21% 16% 14% 12% 9% 9%

2005-06

2% 17% 21% 16% 14% 11% 9% 9%

2006-07

2% 17% 21% 16% 14% 11% 9% 9%

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Public and Scientific Opinion Align on Climate Change

• Public and scientific opinion have aligned on climate change creating demand for action • Implications for BCIT – Curriculum opportunities – Applied Research opportunities – Compliance and statutory reporting requirements – Need to reduce footprint of IT – Need to use IT to reduce footprint of Institute • What are the impacts to other areas of sustainability?

http://www.ipcc.ch/UN_NYC_24thSep2007.ppt

http://www.worldpublicopinion.org/pipa/pdf/mar07/CCGA+_ClimateChange_article.pdf

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S

ECTION

H

IGHER

E

DUCATION

T

RENDS

• Gartner Hype Curve • Identity Federation / Increased Collaboration • Changes in Classroom Utilization • Collaboration • Expectations of Future Learners • Increased Competition • Greying of Academic Staff • Employee Engagement • Increase in Storage of Digital Assets • Student Use of Technology

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Higher Education Trends

• Gartner Hype Curve

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Landscape

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Higher Education Trends

• Identity Management Initiatives

2006 - Canadian Post Secondary

13%

active IDM Projects

6% 30% 3% 48%

Identity Vault ID Provisioning ID Authentication ID Authorization ID Federation BCIT has a project underway within TEK to implement all of the 5 components of Identity Management. We have completed the creation & population of the Identity Vault, and have automated ID provisioning and retirement. We have been adding applications to the Authentication schema, and will soon start to integrate the role based Authorization capabilities. We will be working with BCNetto enable the “EduRoam” standard of Identity Federation during 07/08.

n = 143

Federation will allow students & Faculty from BCIT to authenticate to other post secondary networks.

Source: Primary Research through CANHEIT member list

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Higher Education Trends – Learning Delivery

Trend

•By 2010, 50% of all college and university classes that do not include assessment of the classroom-based experience will meet only to proctor exams

Implications

•Fewer live lecture courses will be offered, and their online counterparts will increase.

•The percentage of higher education institutions offering 24/7 instructional support will increase substantially, resulting in the need for more third-party support services — both commercial and collaborative — including shared services, as well as possible offshoreoptions.

•Increasingly, faculty members will download and experiment with free and inexpensive applications for digital delivery — outside of institutional awareness — to support their instructions, rather than waiting for institutional decisions.

Source: Gartner Predicts 2007 – IT is Transforming Education

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Higher Education Trends – Inter-Organizational Collaboration

Trend

•By 2010, 50% of higher education institutions will consider shared services as a means to ease both budget and staffing challenges.

Implications

•Higher education institutions will approach peer institutions to investigate the opportunities for shared service centers. These institutions will need support in defining service-level agreements (SLAs) and governance mechanisms to support this model of service delivery. There will be some new opportunities for specialist careers for IT professionals currently employed at an institution. This can improve skill retention. As services mature and institutions become more confident in the shared-service model, some services with little need for the higher education context will be ripe for complete outsourcing.

Source: Gartner Predicts 2007 – IT is Transforming Education

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Higher Education Trends – Preparing for the Future Learner

Trend

•By 2011, 20% of primary and secondary school curriculum will be developed with e-learning as a primary tactic.

Implications

•As primary and secondary learners move through the Post Secondary system, they will expect digital learning repositories and e-learning experiences to be the norm rather than the exception. Educators need to increase the adoption of e-learning in curriculum design. Faculty need to embrace new delivery techniques. IT organizations need to build ubiquitous infrastructure and enable remote access.

Source: Gartner Predicts 2007 – IT is Transforming Education

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Increased Competition…..

• For Students – With shrinking demographics, and increased accessibility of online learning assets, academic institutions are finding themselves competing more heavily than ever before for the same prospects – Increased attention and penetration into international markets by institutions that previously were not present has made this market more competitive as well • For Faculty and Staff – The same demographic shifts that are challenging our ability to find new entry-aged students are also affecting the established workforce as many ‘boomers’ are reaching the age of retirement. • For Funding – Public funding is limited and grows slower than inflationary and growth costs demand. – Competition for other sources of funds (donations, partnerships, research funds) increases requiring clear and demonstrable value propositions to attract these channels.

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Greying of Academe

Population trends in developing nations

The general societal trends in demographic changes will have a predictable effect on all labor/workforce projections.

Like most sectors, Higher Ed will experience a shrinking labour pool due to retirements and other attrition. This will be coupled with a shortfall in labour supply due to the shrinking demographic of the younger workforce. Source: Hudson Institute “Beyond Workforce 2020” http://www.hudson.org/files/publications/workforce_international_mkt_labor.pdf

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BCIT Workforce Demographics

Age Today BCGEU Support Staff Age Band% FSA Non-Teaching Age Band% FSA Teaching Faculty Age Band% BCGEU Instructors* Age Band% Management Age Band% Total Count Total Count 66 - 70 61 - 65 56 - 60 51 - 55 46 - 50 41 - 45 36 - 40 31 - 35 26 - 30 21 - 25 18 45 83 85 87 63 54 44 8 487 0.00% 3.70% 9.24% 17.04% 17.45% 17.86% 12.94% 11.09% 9.03% 1.64% 1 9 19 38 45 34 34 23 9 1 213 0.47% 4.23% 8.92% 17.84% 21.13% 15.96% 15.96% 10.80% 4.23% 0.47% 11 38 98 99 111 89 45 22 11 1 525 2.10% 7.24% 18.67% 18.86% 21.14% 16.95% 8.57% 4.19% 2.10% 0.19% 2 22 45 53 49 33 23 6 233 0.86% 9.44% 19.31% 22.75% 21.03% 14.16% 9.87% 2.58% 0.00% 0.00% 14 17 39 22 26 21 13 4 1 157 0.00% 8.92% 10.83% 24.84% 14.01% 16.56% 13.38% 8.28% 2.55% 0.64% 14 101 224 312 312 269 186 118 68 11 1615 0.87% 6.25% 13.87% 19.32% 19.32% 16.66% 11.52% 7.31% 4.21% 0.68% * Excludes Layoff/Recall GEU Instructors • 40% of Staff are over the age of fifty!

• Implications – Demand for workforce and succession planning tools

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Annual Demand and Growth of Storage Capacity

Factors Driving Up Storage Demand

• Increased compliance demands for electronic records retention • eMail archiving and storage • Increase in “rich data formats” embedded in documents and messages • Increased adoption of media types in curriculum and teaching and learning objects (video, audio, etc) • Perceived affordability of unfettered storage farms due to constantly dropping price index for digital storage

Addressing the Demand

• Buy more storage – requires capitalization costs plus ongoing maintenance costs.

– Increases the amount of data to be backed up, indexed and stored in a fixed window of operation.

• Impose quotas – counter productive and counter intuitive to the demand.

– Increases effort to categorize and manage data – Increases risk that critical data may not be available when required. Implication for BCIT: BCIT needs to budget for and manage an expected annual 50% increase in digital storage capacity year-to-year.

Source: IDC White Paper; The Expanding Digital Universe, March 2007

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Student Use of Technology

• Student increasing own their own equipment • Implications – Use of student technology in the classroom – Rising expectation of students for quality and currency of technology

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Student Use of Technology

• Not only do students own their own equipment but it tends to be very current.

• Implications – Rising student expectations regarding currency of technology – Opportunities to use student technology

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Student Use of Technology

• Students regard email as the best means of formal communication from their institutes • Implications – Expectation that email communication is the primary channel

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Student Use of Technology

• Students are increasingly familiar with CMS technology • Use of social networking sites has also increased • Implications – Increased demand on BCIT WebCT processes and technology – Opportunities to integrate in the ecosystems of sites like Facebook

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Growth in Online Enrolments

•3.2 million students in the US were taking at least one online course in the fall term of 2005.

• Nearly a 40% increase over the same term in 2004.

• That’s over twice the growth of any previous year.

Source: Sloan Consortium (http://www.sloan-c.org/publications/survey/survey06.asp) UC Berkeley launched an audio podcast program with more than 25 courses in 2006. In 2007, the campus is to deliver audio or video for 86 full courses and more than 100 other events — 3,500 hours of content.

More than 300 hours of videotaped courses and events already are available at http://www.youtube.com/ucberkeley .

(Source: AP http://ap.google.com/article/ALeqM5iJzhMwAe5fSAtPInsPBgdD8tr8swD8S22HD81)

Implication to BCIT: BCIT needs to continue to focus on the infrastructure, services, curriculum development, and faculty support to allow for continued growth of our online distance and hybrid course offerings.

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Student Use of Technology

• Students have a preference for a blend of technology and traditional means • Implications – Growing expectations for use of IT in the classroom

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Student Use of Technology

• Students agree that use of a CMS improves outcomes

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S

ECTION

BCIT E

NVIRONMENT

• Ministry of Advanced Education Service Plan • Campus 2020 • Election Timetable

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BCIT Environment Trends Highlights

Ministry of Advanced Education (AVED) Service Plan

Campus 2020

Campus 2020 contained few references to BCIT and its mandate. One interpretation is that BCIIT current mandate is the correct one and is not of concern to government. • To occupy the white space left by Campus 2020 BCIT may chose to accelerate realization of all or parts of the polytechnic vision with corresponding impacts to IT especially to the support of applied research, industry services and advanced degrees.

Election 2009

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Distribution of 25,000 additional spaces

In developing the Strategic Investment Plan, the Ministry compared the number of funded spaces (FTEs) in seven geographic regions with the projected number of 18-29 year olds within the region. The metric used by the Ministry was FTEs per 1,000 of the 18-29 Population. Results from the PEOPLE 28 projections are summarized below.

Surrey/Fraser Valley Southern Interior Lower Mainland

03/04 04/05 05/06 06/07 07/08 08/09 09/10

140 139 408 141 138 413 143 152 421 146 169 424 150 185 427 153 199 429 157 214 431 Vancouver Island Central Interior Kootney Northern 287 208 164 176 291 210 163 178 291 211 163 181 296 212 167 184 298 214 169 187 299 216 172 189 302 217 175 191

Total FTEs/1000 230 232 235 239 242 245 249

Regional growth allocations under the Plan were based on achieving equitable access opportunities throughout the province and targeting investment for key economic and social priorities. Specifically, the objectives were to: < Ensure that no region had less than 150 FTEs per 1,000 of the 18-29 Population; < Narrow the gap across regions (recognizing that regions with university seats would have a proportionately higher number of FTEs per cohort since universities were not located in every region in the province); and < Focus growth in regions that were both relatively underserved and where population of 18 to 29 year olds was growing the fastest.

http://www.campus2020.ca/EN/the_cost_of_an_education/the_breakdown_of_25,000_new_seats/

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S

ECTION

IT T

RENDS

• IT Governance • IT Process Discipline • Application Portfolio Management • Sourcing Strategies • Consumer Demand Driving Industry • Fundamental Improvements • Storage Demands • Robust Infrastructure

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IT governance

• Specifying the decision rights and accountability framework to encourage desirable behavior in the use of IT – from IT Governance: How Top Performers Manage IT Decision Rights for Superior Results, Peter Weill and Jeanne W. Ross • Source: IT Governance Peter Weill and Jeanne W. Ross

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IT governance

• IT is one of six asset classes that organizations should govern Human assets: Financial assets: Physical assets: Intellectual Property assets: People, skills, career paths, training, reporting, mentoring, competencies etc.

Cash, investments, liabilities, cash flow, receivables etc.

Buildings, plant, equipment, maintenance, security, utilization etc.

Product, services and process know how formally patented, copyrighted, or embedded in the enterprise’s people and systems Information and IT assets: Digitized data, information and knowledge about customers, processes, performance, finances, information systems etc.

Relationship assets: Relationships within the enterprise as well as relationships, brand, and reputation with customers suppliers, business units, regulators, competitors, channel partners and so on.

• Source: IT Governance Peter Weill and Jeanne W. Ross

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IT governance

• • • Effective IT governance addresses three questions: 1. What decisions must be made to ensure effective management and use of IT?

2. Who should make these decisions?

3. How will these decisions be made and monitored?

What decisions should be made?

– IT Principles – clarifying the business role of IT – IT Architecture – defining integration and standardization requirements – IT infrastructure – determining shared and enabling services – Business application needs – specifying the business need for purchased or internally developed IT applications – IT investment and prioritization – choosing which initiatives to fund and how much to spend Who should make these decisions? – Business monarchy – top managers – IT monarchy – IT specialists – Feudal – each business unit making its own decisions – Federal – combination of the corporate center and business units with or without IT people involved – IT duopoly – IT group and one other group (for example, top management or business unit leaders) – Anarchy – isolated individual or small group decision making • Source: IT Governance Peter Weill and Jeanne W. Ross

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IT governance

• Research shows top-performing enterprises generate returns on their IT investments up to 40% greater than their competitors. They – clarify business strategies and the role of IT in achieving them – measure and manage the amount spent on and the value received from IT – assign accountability for the organizational changes required to benefit from new IT capabilities – learn from each implementation, becoming more adept at sharing and reusing IT assets • Source: IT Governance Peter Weill and Jeanne W. Ross

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IT Governance & Alignment in Higher Education

Source: ECAR; Information Technology Alignment in Higher Education – Volume 3, 2004

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Comparison of IT Culture & Academic Culture

Source: ECAR; Information Technology Alignment in Higher Education – Volume 3, 2004 197 October 10, 2007

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IT Governance – 7 characteristics of top performers

1. More managers in leadership positions can describe IT governance 2. High degree of engagement and communication 3. More direct involvement of the Senior Leaders in IT governance 4. Clearer business objectives for IT investment 5. More differentiated business strategies 6. Fewer renegade and more formally approved exceptions 7. Fewer changes in governance from year to year Source: IT Governance Peter Weill and Jeanne W. Ross

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IT governance trend summary

• High IT Governance scores are associated with high business performance • Higher performing companies: – actively design their IT governance – change their governance models infrequently – involve senior managers – make choices – clarify exception handling processes – provide the right incentives – assign ownership and accountability – In large organizations design governance at multiple levels – provide transparency and education – align IT governance mechanism with governance mechanism for other asset classes • The highest performing companies do not necessarily follow the most common practices Source: IT Governance Peter Weill and Jeanne W. Ross

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Process Maturity and Control Frameworks

Major Trends Implications for BCIT

ITIL (Information Technology Infrastructure Library) release of Version 3 results in growing awareness of ITIL as the de facto standard for IT Service Management Increasing use of COBIT (Control Objectives for Information and related Technology) as an internationally accepted set of guidance material for IT governance and control BCIT is fully invested in ITIL and will require additional training and process modification to align to the revised best-practice in Service Management. Version 3 provides opportunities for further improvement in service management processes.

COBIT should be considered as a framework for IT at BCIT to increase our ability to ensure our IT systems are effective in supporting business processes. This will include development of COBIT skillsets and awareness CMM (Capability Maturity Model) replaced with CMMI (Capability Maturity Model Integration) as the new standard to guide process improvement across a project, a division, or an entire organization BCIT and IT Services are in the early stages of implementing CMM as a process maturity framework. CMMI will improve integration of multiple processes into a single, consistent maturity model .

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Effectively Managing the Application Portfolio – Highest ROI

•"… 35% of respondents estimate that unwanted applications consume between 5% and 15% of their IT budgets. •… 23% of respondents say the tally is greater than 15% of their IT budgets. •… 73% of respondents say they have no systematic processes for retiring applications." •Survey by Business Performance Management Forum 2004 http://www.bpmforum.org

•"The (UK) Ministry of Defence (MoD) has identified savings of over £10 million, by reducing the number of software applications used across the organisation by over 150." •10 February 2006 http://www.PublicTechnology.net

Source: Gartner Symposium ITXpo – 2006; Jeff Comport & Kathy Harris

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Sourcing Strategies…Software Choices

Sourcing Strategies for Curriculum Management Systems

•Open Source (OS) solutions

continue to show slow growth.

• Commercial “off the shelf”

(COTS) solutions will continue to be preferred alternatives.

• Use of OS solutions for “utility”

computing and “operating systems” will grow faster than for mainstream business or educational systems.

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Sourcing Strategies…Software as Service (SaaS)

Software as a service (SaaS) Saas is a software application delivery model where a software vendor develops a web-native software application and hosts and operates (either independently or through a third-party) the application for use by its customers over the Internet.

Customers do not pay for owning the software itself but rather for using it. They use it through an API accessible over the Web. The term SaaS has become the industry preferred term, generally replacing the earlier terms Application Service Provider (ASP) , On-Demand and " Utility computing ". Source: (Wikipedia http://en.wikipedia.org/wiki/Software_as_a_Service)

Advantages:

• Lower ‘entry’ costs to take advantage of the features functions • • • Functionality of RIA’s (rich internet applications) has significantly increased with the maturation or Web2.0 technologies and approaches Easier ‘exit’ strategy if needs change or better solutions emerge Fast start, easy exit – increased agility

Disadvantages

• • No asset ownership of Intellectual Property Limited or no ability to influence or change functionality for better fit • Dependent on external support and availability

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Sourcing Strategies – Open Source Concerns

IT Operations – Open Source Solutions Concerns

Source – Gartner Midsize Enterprise Summit 2007

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Beyond Web 2.0 – Consumer Demand

Source: Gartner ITXpo – 2006, Jackie Fenn

•1995

2000 2005 2010 2015 2020

•Worldwide Web •Access: What I can find •Accessible

Web 2.0

Participation: What I can contribute Programmable

Real-World Web

Context: What I need to know here and now Proactive •Account management management Community management Identity/avatar •Brand determines quality Peers determine quality Need determines quality •Broad user access •Tagging for improved display Rich user interface Tagging for improved human access Environment as interface Tagging for improved machine access

Technology Foundations Web browser, PC Pain Points Interface limitations Development skills Broadband Communal storage Virtual vs. physical gulf Fragmented identity Wireless, sensors, location Semantic technologies 205 Dependence on augmentation Privacy and trust October 10, 2007

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I.T. Trends – Consumers or Student – or both

Students are consumers of education as well as technology. Educational institutions are now teaching students who were born into the digital world, and they are increasingly trying to teach in the way that these students learn. Often, this means providing students with supplemental learning resources delivered in digital format.

The digital format is being determined, in part, by the students' choice of personal digital devices. The explosive growth of the retail marketing and uptake of digital devices will continue to drive what technology students will be most comfortable using, and will demand in their educational environments. As universities, colleges and K-12 schools begin to accommodate these demands, CIOs are making decisions regarding how to support academic systems that enable these changes. At the same time, the teaching and learning experience is also changing, bringing unexpected consequences, including changes in the classroom experience at all levels of education. As these trends unfold during the next five years, there will be substantial changes in education — some planned and others unexpected — that will affect teaching, learning, research and administration.

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Fundamental Technology Improvements

Moore's Law Kryder's Law Butter's Law

What

IC Transistor Density Disk Areal Density Bits / Second / Fibre

Doubles every

24 months 18 months 9 months • Fundamental technology improvements will continue at an exponential pace although the rate may be debateable.

• Similar improvement rates are observed for display and image sensor technology • Implications – More applications become technically feasible – More applications become economically feasible – Leading to increased demand for IT services

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Annual Demand and Growth of Storage Capacity

Factors Driving Up Storage Demand

Addressing the Demand

• Buy more storage – requires capitalization costs plus ongoing maintenance costs.

– Increases the amount of data to be backed up, indexed and stored in a fixed window of operation.

• Impose quotas – counter productive and counter intuitive to the demand.

Source: IDC White Paper; The Expanding Digital Universe, March 2007

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Robustness

• Increased reliance on IT for teaching, learning and research activities, as well as for running the business of higher education will demand IT and infrastructure that is: – More reliable and fault tolerant – Robust and rigorous – Aligned with institutional strategy – Managed in a well planned Business Resumption and Disaster Recovery framework that is tested and updated often – Meets the needs of the regulatory and compliance agencies

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S

ECTION

O

RGANIZATIONAL

P

ERSPECTIVE

• Learning and Teaching • Marketing and Communications • Research Services Office • Human Resources • Registrar’s Office • Financial Services • Supply Management • Workplace Management • Institutional Research and Planning • FOIPOP and Records Management

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Learning and Teaching

Major Trends

Enrollments will continue to decline to due demographic changes Technology expectations of students (and faculty) will grow. Students (and faculty) will expect a higher level of basic technology infrastructure: campus-wide wireless access, access to most services online etc Students and faculty will be increasingly “distributed”, i.e. not at a physical campus.

Implications for BCIT

We will need to plan our educational programs much more carefully as revenues decline.

We will need to rethink what technology services are provided to students and how other services are made available online.

this relates to #2. The kind of technology infrastructure we provide and how we provides services to students and faculty will need to be reviewed. The campus-centric view of students and faculty will need to changed.

The Web 2.0 trend will continue. Easy to use, free, web-based applications will continue to proliferate.

Aging of faculty and no mandatory retirement The need for enterprise solutions will diminish. Students and faculty will expect to use the applications they are familiar with, not institutional enterprise solutions.

The institution will be challenged to find ways of maintaining productivity with an aging workforce and limited ability to deal with performance

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Marketing & Communications

Major Trends

Prospective students and their influencers (parents, counselors) increasingly expect information delivered to them when they want it and how they want it.

Constant change in marketing methods, media channels and audience expectations for type, volume and delivery of information.

Target audiences increasingly expect a combination of sophisticated self-serve systems and high touch personal interaction.

Consistent messages and information across multiple media.

Implications for BCIT

Requires deployment of rich featured, fully integrated Enrolment Management Systems to manage the pipeline for recruiting and completing increased enrolment, while respecting current ERP systems.

Requires speed and agility in electronic publishing and communications systems to execute short, targeted and measureable campaigns.

Requires systems that “help customers to help themselves” with regard to their digital identities, including initiating high-touch interactions (online supports and enhances offline).

Requires deployment of single-source publishing system that allows distribution to print, web and other media.

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Marketing & Communications (cont.)

Major Trends Implications for BCIT

Higher expectations amongst target markets for rich media experiences when exploring school and program options.

Requires significant media management infrastructure and storage , as well as production and distribution processes.

Brand image must be effectively managed and integrated across all media and touch points in order to attract students, donors, industry partners, etc.

Requires deployment of publishing tools and systems (templates, sitelets, distributed publishing, fonts, etc.) to all primary message producers, including ability to update and redeploy in a timely fashion.

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Enrolment Management Release Update

• EM Scope – Release 1.0 •

Recruiting & Admissions features

• • • • • • • • • • • • • • • •

Multi-Channel Communication Campaigns Business Rules Recruiter Assignment Funnel Status Configuration Interactions Prospective Student Management Prospective Student Portal Applicant Profile Indicators Workspace Prospect Communications Additional Rankings Publish Attributes for a prospect Survey and polling of a prospect Capture a manual interaction Visibility of campaign effectiveness and funnel status with output options

• •

Global Features

• • • • • • •

Installers User Management and Roles Accessibility Support for Banner GGAC/PII Process Improvements (builds, packaging) Performance testing Migration Support Release Requirements

• • • •

Documentation Support Beta testing and support System testing and support Release packaging

Source: SunGard Strategic Advisory Board Meeting - August 2007

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Research Services Office

Major Trends

More funding channels available to research institutions as they establish rigorous and robust Research agendas and processes Stricter audit and compliance requirements when reconciling grant financial expenditures Increased demand for tracking research grants, activities, and outcomes throughout research lifecycle processes.

Commercialization services for applied research are increasing significantly.

Increased demand and complexity for the identification, protection, and management of knowledge and intellectual property (IP).

Implications for BCIT

Significantly more research dollars available to BCIT and attractiveness to industry clients who are ineligible for grant funding. Attracting high qualified faculty Risk to BCIT - credibility and accountability to Granting Agencies and public if mishandled Ability to market BCIT’s applied research capabilities, increasing corporate and public awareness.

Greater collaboration between industry and BCIT Risk to BCIT – litigation, loss of revenue, impaired reputation with industry.

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Research Services Office (cont.)

Major Trends Implications for BCIT

Increased awareness and focus on research ethics – ensure that research projects involving human and animal subjects are reviewed for ethics and managed Risk to BCIT – if mishandled, could compromise grant eligibility and applied research capability credibility Educational relevance, eg. Masters program – need for centralized applied research administration to get industry projects for students Attracting industry who will interface with students. Attracting high quality students.

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SunGard – Banner V8.0 / 8.x – a few highlights

• Grants Management – Improved ability to manage the sponsored research activity of proposal development and submission  Online Proposal Description, Proposal Forms, and Proposal Budget creation and tracking   Integration with Grants.gov

Ability to support private proposal funding and submission – Add-on to Banner Finance & HR Modules – Non-Oracle Forms based interface (Adobe Flex) – Requires Finance & HR, - NOTE: Separate Licensed Module

Source: SunGard Strategic Advisory Board Meeting - August 2007

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Human Resources Dept.

Major Trends Implications for BCIT

Demographic challenges and diminishing talent pools are impacting all employers.

The market place is quickly becoming employee driven.

BCIT needs to develop succession and career planning systems. Workplace planning and analytics are critical as well as Performance management tools.

Organizations need to build a culture of engagement, inclusion and performance Competitive markets for staff are putting pressure on compensation levels, benefits and wellness costs and team recognition programs.

Electronic Business Processes and self service are becoming the norm.

BCIT needs to consider tools such as Enterprising Social networking, expanded HR portal and Learning Management systems for staff.

Cost and trend analytics are becoming more complex and critical in managing costs and performance of staff.

BCIT needs to be able to convert manual and legacy processes to automated workflow and self services type systems.

Accountability and performance are becoming increasing important in post secondary.

Departmental accountability and performance requires good analytics.

Individual performance also requires systems to assist both the employee and manager obtain their goals.

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Registrar’s Office

Major Trends Implications for BCIT

Students and parents are expecting 24/7 web-based student services.

A complete review of all on-line services, including the investigation of allowing students to drop/withdraw from courses on-line. Also make all forms web accessible and updatable. Uses of imaging and document management solutions to improve the access and retention of physical documents Lower enrolment and higher attrition in post secondary is leading to higher competition for students.

Protection of personal information is becoming more important.

Workflow tools to assist in the automation of many of the processes with a student services environment.

Pressure on the RO to manage paper based records is increasing dramatically Need the ability to recruit students by a variety of means including electronic tools and systems.

Need to ensure that processes and systems are designed to minimize the risk of personal and other private information getting into the wrong hands.

The student services area at BCIT provides many core business processes. The quality and timeliness of those services can be enhanced through automated workflow process.

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Banner Version 8.0 – upcoming enhancements

• New &/or Improved Capabilities – Grants Management – Applicant Tracking – Algorithmic Packaging – Faculty Contract Management – Transfer Credit Modeling – Wait Listing – Travel & Expense Reporting – Personalization Capabilities – Identity Management (Authentication, SSO, Identity Provisioning) – Internationalization – ODS/EDW Performance, Extensibility, and Mgnt

Source: SunGard Strategic Advisory Board Meeting - August 2007

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Financial Services

Major Trends

As the International Accounting Standards Board moves towards global uniformity in accounting standards organization will have to development processes and systems to comply.

The audit community is under increased accountability. Increased use of electronic fund transfers between organizations and individuals Use of electronic workflows for approvals and the elimination of paper forms

Implications for BCIT

BCIT will face increased compliance issues due to emerging accounting standards.

Our auditors will need increased access to databases logs and tables. Increased scrutiny of BCIT’s internal IT security, policies, procedures, and accountability measures will occur.

Need to work with organizations and banks to develop security protocols and efficient methods of providing electronic funds transfer to and from BCIT Need to consider methodologies, tools and security conventions to support workflow.

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Supply Management

Major Trends

Implementation of Electronic procurement Implementation of electronic Document Management solutions for capturing, storing and retrieving critical records and contracts. Implementation of automated Contract Management and workflow solutions Integration of supply chain management from raw material sourcing, through manufacturing, distribution and acquisition by the consumer Contracted service amalgamation and outsourcing of non-core services

Implications for BCIT

BCIT needs efficient ,web-based user friendly systems to management the procurement process from requestor through to vendor Pressure on Supply Management to manage paper based records is increasing Auditor pressures to manage all our contracts in a more efficient and unified way Knowledge and information to help Supply meet its performance goals in Lower Purchase Prices/cost, lower total cost of ownership, reduced Supply chain costs, improved Supply chain performance, improved quality, improved sourcing process, improved supplier cycle time and delivery performance, better Inventory management across the Supply chain, improved overall performance to external customers BCIT’s staff may have to access disparate vendor based systems as well as our own. Information sharing being systems becoming more critical.

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Workplace Management Systems - Archibus

Major Trends Implications for BCIT

Traditional Facilities Management is converging with other major administrative groups in the workplace to broaden its scope and functional integration across the organization as a major cost saving measure. As a result, formerly independent business processes are converging and being managed under smaller and more efficient governance bodies.

BCIT will have to re-align or redistribute current business processes and supporting technologies to maximize cost reductions and efficiencies. Specifically, Archibus will be considered as a key component in satisfying any process re-alignment or re-design.

Archibus's technical direction indicates a steady move toward web delivery of their application and a phase-out of their Windows-based application suite. Archibus continues to develop their web application suite as a J2EE application and employ other standard methods and techniques such as SOA.

The Archibus group and ITS will have to create a resource plan for the Archibus application, inclusive of training, support and development.

Large institutional and corporate organizations are being mandated to comply with occupational health & safety, corporate governance, and other regulations. These regulations are increasingly indicating that organizations must provide the compliance information to their staff and partners as required.

Access to any of this information, whether through Archibus or other enterprise applications, will require a data security policy to include user auditing, external system access, and information access management (users and roles) to satisfy the regulatory agencies.

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Institutional Research & Planning Dept.

Major Trends

Increased Accountability of the Institute as a whole, departmental and individually Increased focus on protecting employee and student data that is collected via surveys Integration of external data with internal data sources More complex reporting and analysis requirements for provincial and federal bodies as well as internal needs More web based surveys for the evaluation of individual, course, program and department performance

Implications for BCIT

Need more complex and sophisticated database tools and systems to capture data and report survey results Encryption of personal data and more sophisticated data security is needed Need to consider methodologies such as Service Oriented Architecture for the exchange of data Need to consider more advanced tools as OLAP cubes, dashboards and scorecards Need to integrate and centralize survey management tools in a client friendly web environment

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FOIPOP and Records Management

Major Trends

E-mail and other e-repositories now hold 60-70% of current corporate records Public is more privacy conscious Reliance on e-records only (no paper) for long-term records (e.g., policies, course outlines, building plans, etc.) Managed, collaborative electronic repositories lacking or not developed in accordance with privacy / records policies and industry records standards Industry-wide trend in lack of e-records retention schedules

Implications for BCIT

- Incomplete case files - Costly litigation - Lost productivity - Incomplete FOI response yielding damage to reputation - Staff turnover yielding inaccessible or lost records - Higher IT costs - Non-compliance with policies (6700, 6701, 3501) - Increase in privacy complaints (has happened) - Potential litigation - Unreadable long-term records unless these are planned and funded migration strategies to new technologies - Incomplete case files - Lost productivity - Non-compliance with policies (6700, 6701, 3501) - Records partitioned to silos instead of into collaborative, accessible repositories - Incomplete case files - Lost productivity and higher IT costs - Non-compliance with policies (6700, 6701, 3501)

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S

ECTION

I

NFORMATION

T

ECHNOLOGY

D

OMAINS

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Caveats

• The slides in this section represent the individual efforts of the technology watcher community • Opinions may vary among this group • No attempts have been made to reconcile the individual opinions

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Enterprise Architecture

Major Trends

More people are connecting EA thinking with business innovation, and investments in change – think of solutions architecture Really good Enterprise Architects are still scarce , while there are more IT architects COTS Applications with configuration not customization Maturity of Governance of EA policies and principles SOA becomes more mainstream to deliver architected solutions

Implications for BCIT

EA will be part of the planning, implementation and delivery of services at BCIT delivered by solutions architects Coaching, mentoring and succession planning for strategic IT thinkers needed - we need to grow these people from within BCIT Purchase and use software out of the box with as little customization as possible. Configurable software allows more time to be spent on upfront BA to get the right requirements and manageable support for ongoing operations Ensure each project and purchase adheres to the EA direction using EA Approvals Need to build an enterprise-level business semantics including a canonical and reference models and a metadata model

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Datacenter and IT Utilities

Major Trends Implications for BCIT

Resource Virtualization (optimize hardware utilization) Invest more training and resources on Virtualization systems. Consolidate hardware resources, simplify management. Reduces IT capital requirements. Co-location of Data Centres for business continuity. BCIT to continue expansion of co-located IT services (Burnaby and DTC). There are opportunity to use OLA and Kelowna facilities Smart Utility appliances (HVAC, lightning, power, UPS, Security, access) Fire Suppression in Datacentre with Oxygen depletion technology. BCIT will need to upgrade current utilities in BBY datacentre to newer, smarter, self-healing and ‘call home’ type control units Remote management and monitoring of network and voice closets. Savings on labour, quicker response to problems, improved inventory controls. In case of fire, this type of environmental friendly gas is superior to current water sprinklers. Water can cause greater damage than most fires.

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Networks

Major Trends Implications for BCIT

Network Operation Centre with improved monitoring and management tools. Network traffic increasing rapidly due to data multiplication (50% yearly growth) and high utilization user groups (Research, Broadcasting). Wireless technology increasing penetration, going beyond social applications (Google, Facebook, MySpace) to academic and business functionality (work, teach and learn from anywhere on campus). New buildings and renovations to have high availability network design and configuration. Network operations standardizing on repeatable processes for changes and upgrades. More pro-active response to growth demands, daily congestion patterns, equipment or environmental failure. Increase bandwidth of the Burnaby backbone and BCNet to 10Gig, in particular to attend to convergence of voice, data and teaching with real time or on-demand video. Strengthen wireless presence on all campuses, with improved data security, unified authentication and redundancy. Convergence dictates network redundancy and high-availability for data, voice, video and utility traffic (HVAC, surveillance, lightning and access controls) based on consistent, architecture-driven designs. Continue efforts to refine current processes, including process support (creation, ownership and measurement)

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NOVELL/NOS

Major Trends

Data is distributed on mobile platforms such as laptops and blackberries Increased virtualization, layering, infrastructure complexity and storage

Implications for BCIT

Awareness of information security risks and liabilities. BCIT need tools to safeguard mobile data BCIT needs tools to manage increased complexities Increased demand for collaboration tools to support workgroups and project teams Self-help tools Interoperability Increasing number of viruses and intrusion attacks on major OS Novell is loosing market share in general and in Higher Ed particularly with many Post Secondary organizations migrating to Microsoft for network support and services BCIT’s IT strategy to support collaboration needs clarification and consistency Moves BCIT to a more proactive position by empowering clients to help themselves BCIT to provide platform independent access to data anywhere and anytime.

Increasing disruption of services and resource demands Remaining in a Novell environment for network operating system and related services limits the support for emerging trends and systems like the new Microsoft operating system “Vista:”, and limits the native integration with th e increased demand for Microsoft Sharepoint and “.net” applications.

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Telephony Services

Major Trends

Major colleges starting to migrate to Voice Over IP (VOIP) telephones. Digital Emergency Management Systems Unified Messaging Telecom moving over to IT departments. Common Infrastructure for Converged Communications

Implications for BCIT

BCIT introduced Voip technology at ATC. Benefits can be gained with gradual, multi-year implementation (new buildings and renovations). Massive and/or focused emergency broadcasting systems will require integration with other IT delivery systems: Voip, Cell, local wireless phones, e-mail. Benefits of having voice messages, faxes, e-mail, real-time telephone calls go to a central repository to allow access from anywhere, anytime, any device. BCIT already committing to this approach, but will need enhanced and continued operational support. Business opportunities can be realized deploying voice, data, video, utility systems, security over common communications infrastructure (cabling and control units)

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SunGard Banner ERP

Major Trends

Increased use of Oracle technology stack in Banner products (e.g. Fusion, BPM-Business Process Management, Portal) New client requested, high-demand functionality continuing to be added to Banner (e.g. Enrolment Management, Travel/Expense Reporting, PIN Security, Grants/Research support, Identity Management, Workflow) Sungard improving quality assurance of Banner products through advanced automated testing centre.

Implications for BCIT

Evolution of BCIT’s application architecture to include additional Oracle technologies. Will require additional training and possibly licensing of product. Keeping up-to-date with functionality is time consuming and costly but payback is large. Sungard is also adding some functionality that BCIT has developed over the years. We will need to decide if we move to baseline or continue to use our modified version. Baseline will reduce maintenance effort in ITS. BCIT needs to work improve and formalize our internal quality assurance process. BCIT should consider being a ‘beta partner’ for SunGard’s service offering.

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SunGard Banner ERP (cont.)

Major Trends

Rich Internet Application architecture development beginning to be included in some Banner products (e.g. Adobe Flex, SOA) Sungard Banner functionality focussing on supporting strategic planning (e.g. ODS, EDW, Cognos)

Implications for BCIT

Phasing out current development tools and training on new ones will be required. Support of both old and new will be required and will take more time and effort. Application interfaces with become more robust with enhanced functionality. BCIT will need to continue to find ways to use Banner information in strategic planning. Possible use of Dashboard technology for Performance Management.

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SunGard -Technology Platform Evolution Roadmap

Source: SunGard Strategic Advisory Board Meeting - August 2007

•Workflow / Process Orch.

•Business Rules •Portal Server •Enterprise Service Bus •Business Activity Monitoring •Web Services SGHE WF SGHE WF Embedded Rules uPortal •ID Mgnt Luminis SSO •Rich Internet UI Oracle Forms Embedded Rules uPortal Oracle Enterprise Service Bus Oracle BAM WSM & Registry Oracle BPEL PM Oracle Business Rules Oracle Portal Enterprise Provisioning, AuthN, Attribute Mgnt Oracle Ent Service Bus Oracle BAM WSM & Registry Ent. AuthZ Adobe Flex Optional Required

2007 2008 2009 2010

Banner 8.0 (Q2/08) Banner 8.x (Q2/09) Banner 9.0 (Q2/10)

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ERP Application Landscape

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Business Intelligence Tools

Major Trends Implications for BCIT

Reporting and Ad Hoc Queries with Cognos 8 BI BCIT will need to migrate from Cognos Series 7 to Cognos 8 BI as the support for current version expires in the year 2012. The migration is to a totally new platform and technical architecture. Major evaluation of the current implementation and migration strategy is required. The new architecture provides for a better integration of reporting with other BI requirements and is delivered completely through the web.

Cognos PowerPlay (web-based online analytical processing tool) with Cognos 8 BI As with Reporting, the support for Cognos Series 7 will expire in the year 2012.

Dash Boards and Scorecarding with Cognos 8 BI Cognos continues to be one of the leaders in this market. These tools in the Cognos 8 BI suite are well integrated with their reporting and analytical tools. BCIT’s data availability and quality need to be assessed and managed to successfully implement these tools.

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Business Intelligence Tools (cont).

Major Trends

Corporate Performance Management Data Integration tools for Data Warehouse

Implications for BCIT

As identified in the 2005-2006 IAM project, there were requests to consider tools for modeling and forecasting. Processes, methodologies and metrics are required along a suite of analytical applications to support them. BCIT’s ‘data quality’ assessment and improvement is required. Solutions by Hyperion Solutions and Cognos continues to be leaders in this market.

The increasing demands on our ability to provide quality data to both the Ministry and the rest of the Institute requires tools for data transformation, metadata management, data governance and integration. Although Cognos and Oracle are only niche players in this market, they are well positions for our environment because of our heavy investments with both their products. Cognos Data Manager tool or Oracle Warehouse Builder are products to consider. These products can provide a good foundation for the delivery of all the BI needs.

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Lotus Notes/Domino

Major Trends Implications for BCIT

IBM Lotus is increasingly positioning itself as an alternative to Microsoft by leveraging open software such as Linux, apache, Eclipse and Open Document Format.

The flexibility to run Domino on AIX was one of the key reasons that it was adopted at BCIT. Microsoft Exchange requires Windows server and so the choice of Domino provides BCIT with the ability to use many different types of hardware and operating systems. IT Services should investigate the use of Eclipse as a possible application development platform and consider training staff and piloting the development of some applications using this technology.

IBM has been re-emphasizing Notes as a strategic product over the last couple of years and rebranding other products to remove the confusion caused by the "Workplace" nomenclature. It has shipped the long-awaited new release of Lotus Notes 8 (originally code-named "Hannover") on time and with the expected functionality. Notes is again positioned as IBM's flagship messaging tool and there is little doubt that it will continue to be available and supported in the long term.

IT Services should initiate a project to upgrade its Domino servers and the Notes client to version 8 within the next year.

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Lotus Notes/Domino (cont.)

Major Trends

Lotus Quickr (Quickplace 8) has been reinvigorated with Web 2.0 capabilities. It now includes a shared content library and blog capabilities. Quickr connectors integrate Quickr with Lotus Notes, Sametime, Microsoft Office and Windows Explorer, allowing content to be easily accessed and moved around from within each application.

Implications for BCIT

The existing Quickplace server should be upgraded to Quickr. IT Services should consider provisioning clients with personal Quickr accounts for file sharing and blogging. This would allow other existing tools to be retired and would reduce the costs of licensing and support. The existing Quickplace server should be upgraded to Quickr. IT Services should consider provisioning clients with personal Quickr accounts for file sharing and blogging. This would allow other existing tools to be retired and would reduce the costs of licensing and support.

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Lotus Notes/Domino (cont.)

Major Trends

Sametime 7.5 now has new telephony features that allow embedded voice over IP chat and click-to-call capabilities that enable clients to instantly place a phone call from within Notes or Sametime.

Implications for BCIT

With ITS assuming responsibility for telephony, the new Lotus offerings should be investigated for use at BCIT.

Instant Messaging is moving into the infrastructure layer. IBM has now integrated IM into Lotus Notes and Quickplace and has made application development toolkits available that allow IM to be embedded in business applications.

Application developers should research and pilot IM awareness, chat and telephony features in existing and new applications.

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Information Security

Major Trends

Information Security reports to an Executive position.

Security Information Management (centralized log / event management and alerting).

Implications for BCIT

Executive more aware of information security risks and liabilities. Sufficient authority for a more effective security program.

Allow administrators to focus on other duties rather than time consuming log analysis. Intrusions and system problems can be caught much earlier.

Network Access Control (computers are checked that they are patched and have anti-virus software before they are allowed to connect to the network).

Vulnerability Assessments (regular assessments to check if systems are vulnerable to the latest attacks) .

Two factor authentication (access to systems requires something you have and something you know such as a card and a PIN).

Increased productivity due to less time wasted tracking down virus infected computers. Less disruptions to network activity.

Moves BCIT to a more proactive position in keeping our systems secure.

Two factor authentication should be used for accessing private or confidential information. It would reduce the risk of stolen data.

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Identity Management

Major Trends Implications for BCIT

Develop Identity Federation – collaboration across trusted institutions -the ability to assert an identity and its home institution and allow it to access services from other institutions Shift from Compliance (who logged in) to Security and Information Protection (role based access) Implement Multi Factor Authentication technologies – ‘Something I have and something I know’ Establish Identity Provisioning and De-provisioning – ‘Zero Day Start’ BCIT needs to continue to participate with Provincial IDM groups such as BCNet and the Provincial Public Identity working group to ensure our IDM Federation technology decisions align and support collaboration BCIT should look for Higher Education examples of implementing Enterprise Roles and leveraging them to provide role based authorization BCIT needs investigate Multi Factor Authentication technologies including biometrics, carrying tokens, digital identity cards BCIT needs to review, modify and integrate student and employee management processes with a robust identity management service

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Knowledge Management

Major Trends Implications for BCIT

Convergence - Knowledge practices are continuing to emerge out of a cross fertilization of management approaches and innovations.

Staying in touch with trends and reassessing our approach is required in order to ensure that we are continually improving KM offerings.

Adaptive management – there’s a growing trend within organizations towards more informal “lessons learned” cycles, where knowledge gained is more rapidly and easily shared, and work is adjusted accordingly.

Adoption of different modalities – providing multiple delivery mechanisms and the presentation of the knowledge.

To improve knowledge management, there have to be mechanisms for monitoring and improving work, relationships and knowledge exchanges.

BCIT’s current mode of knowledge sharing is through written documentation and proprietary tools (Lotus Notes, Knowledge Base etc). Increased use of collaboration tools, both open and authenticated, and increased integrated use of other medium (online tutorials, audio files, instructional movies, podcasts etc) is required to improve our current situation.

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Knowledge Management (cont.)

Major Trends

Shifting emphasis from knowledge to influence. What does BCIT want to influence (i.e. what changes do we want to see)? Who does BCIT need to influence? What knowledge does BCIT’s audience need to effect the desired changes?

Transition from the storage and retrieval of information to active engagement with the knowledge user.

Implications for BCIT

Need to shift our emphasis from knowledge itself to relationships and interaction.

Improved knowledge delivery system required with features encouraging dialogue, relationship-building and a system that learns adaptively through constant interaction with faculty, staff and students

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Microsoft Technologies

Major Trends Implications for BCIT

Software Licensing compliance is automated by the vendor. Release of new applications and operating systems that have significant changes in their structure, architecture, functionality, and user interface. All desktop machines on campus will be required to activate against a Key Management Server (KMS) as specified by the vendor. Mobile clients will activate using a Multiple Access Key (MAK) and can use any internet connection to do so. MAK clients activate directly to Microsoft. Failure to comply will put the workstations into Reduced Functionality Mode (RFM) that basically renders the product unusable. Reduced effort for license compliance for ITS; possible increase in calls to the Service Desk for users that do not comply. Vista O/S has huge challenges at the Institute. Many of our core applications are not compliant, and this will potentially delay Vista’s deployment. Novell still has no ETA on it’s many technologies for Vista support. Supported deployment technologies are with Microsoft and Ghost technologies only. Training required.

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Microsoft Technologies (cont.)

Major Trends

Automating deployment and management of end device software images. Convergence on a single repository architecture for file and object storage.

Implications for BCIT

Images are currently created and deployed using Ghost Server for multi-cast deployment (labs), and Ghost uni-cast for Office. Novell ZEN imaging has not proven successful in our environment. New Microsoft technology has its own imaging capability that is not compliant with Ghost. This is built into Vista, and Server 2008, and should be explored for exploitation when deploying these Microsoft technologies Currently have Webfiles, iFolder, NetStorage, local disc, Quickplace, and H:\ . Duplicated products and services with extra licensing/maintenance/support required. Should focus on one technology and work that into our images and processes. Quickplace 8 seems to answer many of our concerns, and should be evaluated. BCIT must start using a central source of data storage, as it is industry standard, and prudent to do so.

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Microsoft Technologies (cont.)

Major Trends Implications for BCIT

Increased demand for mobile computing and access to transactional and rich content as well as traditional email and calendaring. Currently using basic functionality of Blackberry devices. The Institute might be able to benefit from access to our core applications and services using Mobile Data Services. Training, development time, BES server hardware, and support requirements would need to be assessed.

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Oracle Technologies

Major Trends Implications for BCIT

Constant improvements in the functionality and scalability of robust data management environments, including improved management tools for configuring and exploiting these new versions of software. BCIT must stay current with the supported version of Oracle that SunGard certifies for their applications. This will drive BCIT toward Oracle 10g in late 2008 or early 2009. Better methods and tools to support large scale migration of data sets between environments and/or applications. Data pump is the new product to replace Oracle’s import/export. Oracle will eventually stop supporting import/export so BCIT will need to start a conversion to Data Pump once Oracle 10GR2 RDBMS is in production Adoption of “middleware” layers of technology to allow applications and databases to become more loosely coupled, and to support richer integration capabilities. A move toward a Grid-Computing framework to provide enhanced data environment management capabilities while supporting distributed but federated databases. Improved and automated integration techniques will reduce human effort when installing new releases of integrated applications. Grid Computing would allow BCIT to monitor system centrally, without having a admin page for each machine. The price is very hefty, therefore having huge implications for BCIT.

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Technical Strategy

•Oracle Database, Application Server, Fusion Middleware

Collaborative Enterprise Portal Development Tools Process Orchestration Information Aggregation Enterprise Application Centre Grid Computing Management Security

• • • •

Reduced complexity Capitalizes on Existing Oracle Investment Leverages Current Skills Augment only when necessary (aligns with our EA Phil 100)

Source: SunGard Strategic Advisory Board Meeting - August 2007

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Middleware/Integration Architecture

Major Trends

Web Services will simplify integration.

Middleware technologies deliver business process efficiencies, improve integration, and enhance data access Wide set of skills is needed in middleware/integration project (multiple disciplines) Integration suite is the most common source.

Data Integration brings significant payback.

Implications for BCIT

SOA architecture best practices .

Availability for near real-time information, improved quality of business processes and data quality, reduction in process steps.

Business Analyst, database/system administrator, integration analysis, security and system developer.

Vendor provides application server and backbone software that has been optimized to work well together.

Minimize data inconsistency, less data redundancy and data discrepancy through time.

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Web Architecture

Major Trends

Websites are creating ways for other websites to use their tools and information. For example, anyone can add a Google Map to their website now. Some of the ways are: open APIs & Web Services.

Web standards have been created by the industry to make web sites easier to access - especially for people using less common technologies. Standards also make managing content and design easier.

The number of people browsing the website using mobile devices like cell phones will increase.

User experience and usability testing are being used to increase sales and satisfactions and decrease support calls.

Open source applications allow users to see the code used to create them and edit it.

Implications for BCIT

BCIT can use these tools and information to provide better service without spending time on maintenance. Users will expect to use other sites’ tools to manage their BCIT information and to use BCIT’s tools to manage their personal information.

ITS developers and the distributed publishing community need to be educated on new techniques. New standards complaint development tools will need to be evaluated and adopted.

Web pages will need to be re-coded following web standards. Different page formatting for mobile browsers could be implemented.

Need to train staff on best practices and how to do testing. Incorporate testing into the development process and make tools widely available.

Open source applications are highly customizable, easier to seamlessly integrate into existing sites, and are generally lower cost for acquisition. All support becomes the organizations responsibility instead of depending on a commercial vendor.

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Approaches to delivering RIA

Benefits

•Install and execute automatically, as long as browser enables JavaScript

Thin Client Browser-Based

•Common runtime improves reach and reduces testing

Player-Based

•Occasionally connected capability •Intuitive gesture like drag and drop between desktop apps •Access to local resources

Rich Client Client-Based

HTML Ajax Flash & Flex AIR Windows Silverlight JavaFX MAC Reduced maintenance Location Independence Combined Benefits of thin & rich clients Intuitive UI Immediate Response Drawbacks

•Cross-browser support and testing •Users must wait when player must be upgraded •Potential deployment and maintenance complexity?

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What does RIA mean for SGHE Apps

• Opens up possibilities to improve UI design and increase user

satisfaction

– Self-service – Administrative • Delivers the cool-factor – Institutional image – Modern application look and feel – consumer expectations a la

Google

• RIA isn’t the answer to everything – Electronic Forms? – Sometimes utilizing an existing UI (e.g., Office, Outlook) is the

right answer

– Mobile device apps have their own set of considerations • How will this play out? – First Banner Recruiting and Admissions – Converting the rest of the suite will be evolutionary – Possibly with enhancement releases and new functions – focus

on Luminis? Or web self server? Or INB?

Source: SunGard Strategic Advisory Board Meeting - August 2007

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RIA Adoption Trends

•Categories of RIA Solutions* •

Ajax

•

Adobe Flash / Flex

•

Java based

•

Applets

•

JavaFX

•

Microsoft Silverlight

•

W3C/Mozilla

•

Mozilla XUL

•

Xforms

•

SVG RIA Today

Java 5%

Flash/Flex 20%

Silverlight 1% W3/Mozilla 1%

Ajax 73% RIA - 18 Mos.

Java 10%

Flash/Flex 25%

Silverlight 15%

Ajax 50%

W3/Mozilla 0%

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Enterprise Servers and Storage Architecture

Major Trends

Energy conservation Server virtualization trends SANs will continue to play a major role

Implications for BCIT

Concern about increasing power consumption, cooling and floor space along with higher energy costs will mean energy conservation playing a larger role in hardware purchase decisions. Virtualization will mean less hardware utilized at much higher rates.

Server virtualization is a very compelling technology. However, there are currently many factors that reduce the benefits of virtualization including high hardware costs, complexities in software licensing and software costs, lack of experienced support staff and lack of proper integrated tools. Definitely necessary for virtualization, ease of growth, integrity

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Enterprise Servers and Storage Architecture

Major Trends

Data de-duplication Quick recovery of essential business environments

Implications for BCIT

BCIT has purchased a Data Domain backup device to allow all backups to be kept on disk using a technology called data de-duplication. This type of technology should eventually expand to include disk for low performance servers.

Business continuity is being aided by the ability to snap shop virtual machines and start them at remote site for business continuity purposes.

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Sun Microsystems

Major Trends

Identity Management Solutions Server Environmentals – energy and heat conservation Utility Computing High Performance Computing Thin client solutions that preserve your desktop compute experience

Implications for BCIT

Sun IDM is getting strong press and adoption in Higher Ed IT environments. As BCIT reviews its NOS strategy, Sun may become a player for IDM Services Sun is working on delivering high powered servers with lower energy and heat profiles. This hardware may become on option should we consider total cost of running an Enterprise Data Centre Sun offers a pay per use Grid computing solution for outsourcing . This may allow BCIT to deliver computing cycles to Applied Research Initiatives for a very cost effective solution 64 bit processing in grid and cluster architectures could provide a robust in house Research Computing architecture SunRay thin clients are very energy and cost efficient for server delivered applications

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Apple & Mac

Major Trends

iTunes U becoming mainstream for both course delivery, and as a resource for traditional students Various Higher Ed institutions are making all course material (podcasting audio and video recording of lectures) available online to the public - not just enrolled students Mainstream adoption of server hardware and software in the enterprise Utilization of iMac computers in lab and office environments Integration of mobile computers in learning

Implications for BCIT

Course material could be available to students who are absent or at remote sites Re-thinking how & who we educate. ITS needs to consider Apple in conversations regarding enterprise solutions, and the potential impact on the Enterprise Architecture ITS needs to continue piloting and evaluating Apple computers as workstations Consider availability of course material, applications, etc. on non-institute computers

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Physical Security

Major Trends Implications for BCIT

Locked cabinets that house servers. Only administrators have keys to their own system cabinets. This allows defence in depth and reduces access once inside the computer room.

Portable computing equipment calls home to allow tracking and retrieval of stolen equipment.

Locking cabinets would have to be ordered for the computer room and rearrangement of the computer room may be required.

Requires either purchase of equipment that has call home capability or purchase of software.

Integrated physical monitoring, physical access, and environmental control systems into one interconnected network.

Allows correlation of events, ease of monitoring, and maximum control.

Securing portable devices to furniture to reduce grab and dash type of thefts. Locking devices to be used when equipment not locked away.

Portable equipment would have to be supplied with a locking cable.

Deadman doors (2 doors) to computer room to prevent piggybacking. To open the second door the first door must be closed and locked with only one person in the holding area.

A hallway and second access door would need to be constructed.

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Continuity Management

Major Trends

Increasing awareness of DR/BC in higher education, since Sept.11, Hurricane Katrina, SARS, and the prospect of other threats.

Consideration for “resilient” systems that are able to provide some level of service even when other major services (e.g. network) may be unavailable Growing awareness of ‘cyber-security’ as a necessary component of BC Development of remote “warm” sites located sufficient distance to be safeguarded against the disaster but not too far to be logistically challenging Increased awareness of the need for communication as a core component of BC.

Implications for BCIT

Need to ensure that BC plans are tested and updated regularly as new technology and processes are retired or introduced. This includes Business Impact Analysis and regular Risk Analysis to ensure currency.

Will impact our purchasing and EA decisions as a future criteria to assess technology choices for BCIT.

Increased need for technology and resources to enable monitoring and response to cyber-attacks. While the DTC campus is a suitable site as part of the BC solution, consider looking beyond to ensure reduced risk in the event of a major disaster Evaluate technologies or hosted services that enable broad communication to stakeholders

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References – Business Continuity

• • http://www.zdnet.com.au/whitepaper/0,2000063328,22122952p 16001442q,00.htm

http://symposium.gartner.com/docs/symposium/itxpo_orlando_2002/ documentation/sym12_15a.pdf

• http://connect.educause.edu/library/abstract/ChangingIdeasofCampu /45166 • http://www.att.com/gen/press-oom?pid=7922 • Balakrishnan, S., Sapp, R., Spangler, E., Spicer, D.Z. (2007); Changing ideas of campus recovery: Designing resiliency into systems; Colorado: Educause • Pirani, J.A., Spicer, D.Z. (2007); Seizing the moment: A new model for disaster recovery at Florida State university; Colorado: Educause • Trends in business continuity and risk management: Business continuity survey June 2005; Enjoy Worldwide.

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Process Maturity and Control Frameworks

Major Trends Implications for BCIT

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Process Maturity and Control Frameworks

Major Trends Implications for BCIT

Sarbanes-Oxley (SOX) legislation continues to impact how U.S. companies manage and monitor their IT investments The growth of Project Management – Body of Knowledge (PM-BOK) and Business Analysis (BA) as a recognized best-practice As BCIT increasingly engages with vendors and suppliers based in the U.S., “SOX” compliance must be considered in our total cost of business. Further, new Canadian legislation – similar to SOX – may impact our relationships with Canadian suppliers.

Recent establishment of PMO within ITS should be expanded to support this industry trend towards best practice. Greater use of BA roles will enable a higher level of service. Increasing industry demands for PM’s and BA’s may result in alternative sourcing.

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References - ITIL

• http://www.itil-officialsite.com/home/home.asp

• http://www.ogc.gov.uk/guidance_itil.asp

• ITIL Version 3: Service Operation, Service Strategy (2007); London: TSO

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References - COBIT

• Why audits and controls are good for you http://smartenterprisemag.com/articles/2007winter/markettrends.jhtml

• http://www.isaca.org/

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References - CMM/CMMI

• Capability Maturity Model Integration (CMMI) Version 1.2 Overview http://www.sei.cmu.edu/cmmi/adoption/pdf/cmmi-overview07.pdf

• CMM vs. CMMI: From Conventional to Modern - Software

Management

http://www 128.ibm.com/developerworks/rational/library/content/RationalEdge/feb02/ ConventionalToModernFeb02.pdf

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Sarbanes - Oxley

• SOX Update: Trends & Insight on Sarbanes-Oxley Compliance

http://www.complianceresources.org/counsel/comply_archive/sar banes-oxley/200610.html

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S

ECTION

B

ACKGROUND

M

ATERIAL

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CIO Priorities in 2007

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Functions managed by Central IT in Higher Ed

Source: ECAR; Information Technology Alignment in Higher Education – Volume 3, 2004

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CIO Priorities

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IT Skills Mix

Source: Gartner.com 2006

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World Wide Spending on IT – Growth Rates

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General Trends in the Environment

Technology

•Wireless Connectivity •Sensor Networks •Identity Federation •Service Oriented Arch.

•Virtualization

Society

•Aging Populations •Rise in Single Living •I-Generation •Security vs. Privacy •Widening Social Divides

Business

•Products to Services •Dynamic Pricing •Rising Cost of Energy •Globalized Microbusiness •Proactive Transparency

Source: Gartner ITXpo – 2006, Jackie Fenn

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Emerging Social Trends

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Navigational Table of Contents

Major Sections

Final Presentation to Steering Committee and PEC – November 6 th , 2007

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Strategic Planning Assumptions October 10 th , 2007 Town Square D

IT Plan for BCIT -- Strategic Planning Assumptions v2.0

• Introduction • Strategic Planning Assumption Details • Strategic Planning Assumption Summary

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S

ECTION

I

NTRODUCTION

• Plan Framework • Rationale • Participation Acknowledgements

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Plan Framework

Environmental Scan Strategic Planning Assumptions Gap Vision Today March 31 st 2011 As Is Resources Roadmap To Be Guiding Principles 281 October 10, 2007

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Rationale

• Why Strategic Planning Assumptions?

– Provides context – Narrows contingencies – Creates business alignment – Opportunity for broad involvement in the planning process

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Strategic Planning Assumptions – Interview List

• • • • • • • • • • • • • • • • • • Verna Magee Shepherd – President Nina Leemhuis – CFO Tomi Eeckhout – VP Human Resources Val Karpinsky – VP Student Services Ken Takagaki – VP Education Jim Reichert – VP Research & International Laurie Clarke – VP Development Chris Golding – VP Learning & Technology Services Dick Dolan – Dean, School of Business Lane Trotter – Dean, School of Transportation John English – Dean, School of Construction & the Environment Kim Dotto – Dean, School of Computing and Academic Studies Kathy Kinloch – Dean, School of Health Trevor Williams – Dean, School of Manufacturing, Electronics & Industrial Processes John Wong – Campus Planning Norwick Changfoot – Internal Auditor Mario Mazziotti – Institutional Research & Planning David Pepper – Library

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D

ETAILS

• Other Planning Documents • Mission and Mandate • Growth • Structure • Mergers, Acquisitions, Divestitures • Markets • Products and Services • Geography / Facilities • Time Zones / Hours of Operation • Languages • Currencies • Constraints • Competitive Environment / Basis of Competition • Innovation • Measurement KPIs • Interorganizational Processes • Changing Use of IT • Planning Outcomes

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Mission and Mandate

Little or no formal change.

Challenge is to realize the Polytechnic Vision and fill in the whitespace of Campus 2020.

New President will influence but impact will be in years 2&3.

Potential for significant change in year 3 of the plan.

White space in Campus 2020 is permission to determine our own future.

The mission and mandate of BCIT will remain fixed over the planning period with some risk of significant change in year 3. There will be pressure to occupy the space created by the current mandate.

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Growth

Enrolments will be flat or experience slight growth.

No significant change in mix between FTS and PTS.

Some shifting of effort between programs.

Staffing expected to be flat.

Possible decline of enrolment.

Possible enrolment increase of up to 5% (total over the period).

Significant shift to PTS with CAGR of up to 5%.

Shift in mix of faculty from FTS to PTS.

Enrolments will increase at 0-2% CAGR with some risk of decline.

PTS may experience growth.

Programs may be rebalanced within these growth ranges.

Staffing will remain flat but with the chance of increasing emphasis on PTS.

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Markets

Expand our Provincial mandate but in a manner that avoids infringement on regional institutions perhaps through partnerships with entities such as the Health Authorities.

Focus on contributing to the economic benefit to BC.

Increase in participation in Industry Services as a way to further align to sectors.

Pan-Canadian Market is an opportunity, specifically Alberta.

Continue to find ways to best align with industry sectors.

Careful management and modest growth in International Market through partnerships.

Primary market is retraining.

Not heavily focused on retraining previously enrolled students.

Distance Education will expand our reach to new markets.

Increase in “user pay” models for PTS.

Need to be more agile to react to changing markets.

Alumni as a market.

Ensure we reflect current needs of students e.q. Web 2.0 participation.

Markets served will remain relatively unchanged over the planning period with an increased emphasis on our Provincial mandate likely attained through partnerships. We will need to articulate the value of these markets to our economic contribution to the Province. We will need to be careful to remain relevant to our students.

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Products and Services

No significant changes in our product and services over the planning period.

Any changes will largely depend on the actions of the new Executive Team.

Services available at least virtually 7x24.

More active role with industry sectors.

Addition of Advanced Degrees.

Increase in availability of “Learner Success” services.

Need for shorter, more responsive product development cycles.

Increase in Distance Education Increase in Industry Services Focus on one-stop-shopping for services Growth in Blended Learning Model Increase in International offerings Brokering content from other providers (eg MIT Course Content) Slow down growth of Advanced Degrees Increased transfer articulation through BC-CAT Degree programs delivered physically in International geographies More professional degrees Relatively static mix of products and services with increasing delivery through electronic means. Pressure to shorten product lifecycle. Need to plan for a range of outcomes for advanced degrees.

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Geography / Facilities

OLA probability High – Timeline, 3 Months with ARLO moving there Maple Ridge – Probable – Timeline within 3 years Corner Property – tied to Campus Master Plan – decision and planning within the planning horizon especially around election timing Need for Campus Master Plan – looking for logical consolidation of operations and long term plan for renewal and new facilities Maple Ridge – Possible – decision and planning within planning horizon Corner Property – tied to Election announcements Youth Detention Centre roughly a 50% probability – but if it happens, not used for educational activity Maple Ridge – Uncertain – no decisions during planning horizon Opportunities may exist in High School closures Of the seven facilities opportunities under discussion a significant portion will enter the design and/or implementation phase within the planning period. No direct support will be required for international facilities.

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Time Zones / Hours of Operation

No significant change needed or expected Need to find ways to offer services longer for a 7x24 virtual experience No need to open the entire campus 7x24 – but possibly some restricted areas where facilities and services can be consolidated (e.g. Food services & meeting space) International needs will primarily be met by partners or agents in those regions Longer opening hours of the physical campus will put strain on safety requirements for staff on site Business demands for a 7x24 experience will continue but will be met through technology and more targeted use of physical facilities. Demands for extended hours for services such as food and Technology Service Desk (including AV and DLS) support will continue.

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Languages

No need to expand beyond English for services or curriculum delivery Possible need to expose some of our marketing materials (eg. Public Web, etc) in some alternative languages to engage the foreign markets, to reflect the diversity of our student population, and to enfranchise the ‘influencers’ of students with English as a second language Need to provide remedial assistance to ESL students in order to assist in their success in their chosen programs.

Priorities for marketing uses would be Mandarin, Punjabi, Spanish.

English will continue to be the language of instruction. Limited support may be required for alternate languages for marketing purposes

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Foreign Currencies

No need to handle foreign currencies Any currency conversion is done locally in the international geography and then funds are transferred in CAD No need to operate in foreign currencies over the planning period

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Constraints

Funding both operating and capital Lack of clear Education Plan Temporary nature of Executive Team Our ability to change Human Resource (labour market) availability Collective agreement language and rights/benefits Need for a clear Strategic Plan Aging assets (physical plant and capital assets) Ineffective business processes and our ability to analyze and improve these.

Data quality, accessibility, & standards / governance.

Pipeline (changing demographics) of learners Lack of agility – too much lead time to introduce new programs to respond to market opportunities Government awareness and an advocacy function Physical capacity to handle more than minimal growth on campus Too easy to copy us (other Post Sec’s are now playing in what was our unique space. Eg. Applied Learning) Need more comprehensive marketing campaigns Project management capabilities We will be in a funding constrained environment over the planning period. There are other significant constraints (business processes, markets, project management) that are addressable through information technology.

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Competitive Environment / Basis of Competition

Competitive environment intensifying with competition from both public and private institutions.

Increased competition for learners. Compete on ‘differentiation’ of offerings and by maintaining strong sector alignment.

Increased competition from Alberta especially NAIT.

Increased competition from distance learning.

Compete on compressed, short duration program lengths.

Unique product offerings (mandate). Modularize offerings combining FTS and PTS capabilities.

Compete on brand and reputation.

Develop a deep understanding of and be responsive to our prospects.

Be more nimble with shortened product lifecycles .

Less focus on the credential – more focus on the competencies mastered.

A more competitive environment with threats from traditional competitors, new entrants and substitute products. Limited threats of disintermediation by industry. Brand support and protection will be required. Product lifecycle support may be required.

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Structure – Loosely Coupled or Integrated

We need to be more tightly coupled to realize benefits.

Schools have run with high levels of autonomy – loosely coupled.

Need loose coupling so that schools can react to their sectors quickly. Loose coupling results in tensions for budget and resources.

Service areas are more integrated than educational areas.

Highly integrated institute.

Need strong leadership to drive greater levels of cooperation and integration.

Need to desegregate administrative and educational domains. A gradual shift to a more integrated model will occur over the planning period in response to constraints and competitive forces. Schools will continue to have unique requirements driven by their markets. Opportunities to more fully integrate administrative functions and the educational experience will arise.

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Mergers / Acquisitions / Divestitures

None on the horizon Increased partnerships and collaboration with other Post Secs Increased integration and partnering with industry sectors Unknown until we get the new Leadership team and Education or Strategic Plan.

No mergers, acquisitions, or divestitures of operating entities over the planning period.

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Compliance

Increasingly intense compliance environment for finances, workplace safety, sustainability and climate change, and accreditation. Environmental / sustainment reporting.

Accreditations.

Work Safe BC.

As much as $350K / year attributed to accreditation activities.

Data standards and quality.

No significant increase in compliance requirements.

Compliance environment will intensify over the planning period with new requirements for sustainability and climate change (such as carbon footprint reporting).

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Basis of Innovation

New ‘green’ or sustainability activities Create more technologies that are potential for commercialization Improved Business Processes and automation Bring together the learning activities with the business of BCIT Communication channels for touching our market Advanced online search capabilities New Web2.0 capabilities No Change TEK is a good example to follow Need to go from “project based” innovation to a sustained culture of innovation Moderate needs to support operations, product and services and business model innovations.

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Measuring KPIs

Intakes, registrations, applicants, traditional financials Performance Management indicators Asset (facilities, labs, equipment, staff) utilization.

Student Attrition Rates Cost accounting of product / learner More real time and actionable information especially around costs and our applicant pipeline. More granularity of measures. Measures relevant to the current environment will evolve over the planning period.

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Interorganizational Relationships / Processes

Increased relationships with business and industry sectors More international partnerships Increased collaboration between post secondary institutions Note: The need for trading partner integration did not provoke much discussion. Increased focus on partnerships will likely drive needs for process and systems integration but these needs are not well articulated.

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Changing Use of Information Technology

Faster, easier access to information Dashboards and Management tools Requirement for both operational and strategic information access Access to more external information sources ITS leading technology change for the schools – exposing value propositions Need to rationalize the current mix and use today Note: This topic area did not elicit significant discussion and needs further exploration through the environmental scan and the to be state design.

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What should the outcomes of planning be?

• Clear, longer term plans for infrastructure changes • Improved and transparent governance for IT • Clearly articulated “to be” end point • ITS able to shift to proactive agent • Compelling vision of what/how IT can contribute to the Institute • A ‘realistic’ (doable) plan • List of top priorities and strategies to address them • Linkages to the Institutional strategic plan • A rallying point for the ITS staff to get behind • Supportive of other plans (eg TEK) • Inform the Institute of what’s possible • Helps answer the question, “what is IT’s role at BCIT”?

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SPA Summary

Mission and Mandate The mission and mandate of BCIT will remain fixed over the planning period with some risk of significant change in year 3. There will be pressure to occupy the space created by the current mandate. Growth Enrolments will increase at 0-2% CAGR with some risk of decline.

PTS may experience growth.

Programs may be rebalanced within these growth ranges.

Staffing will remain flat but with the chance of increasing emphasis on PTS.

Markets Markets served will remain relatively unchanged over the planning period with an increased emphasis on our Provincial mandate likely attained through partnerships. We will need to articulate the value of these markets to our economic contribution to the Province. We will need to be careful to remain relevant to our students. Products and Services Relatively static mix of products and services with increasing delivery through electronic means. Pressure to shorten product lifecycle. Need to plan for a range of outcomes for advanced degrees.

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SPA Summary

Geography / Facilities Of the seven facilities opportunities under discussion a significant portion will enter the design and/or implementation phase within the planning period. No direct support will be required for international facilities Time Zones / Hours of Operation Business demands for a 7x24 experience will continue but will be met through technology and more targeted use of physical facilities. Demands for extended hours for services such as food and Technology Service Desk (including AV and DLS) support will continue. Languages English will continue to be the language of instruction. Limited support may be required for alternate languages for marketing purposes.

Currencies No need to operate in foreign currencies over the planning period Constraints We will be in a funding constrained environment over the planning period. There are other significant constraints (business processes, markets, project management) that are addressable through information technology.

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SPA Summary

Competitive Environment / Basis of Competition A more competitive environment with threats from traditional competitors, new entrants and substitute products. Limited threats of disintermediation by industry. Brand support and protection will be required. Product lifecycle support may be required. Structure A gradual shift to a more integrated model will occur over the planning period in response to constraints and competitive forces. Schools will continue to have unique requirements driven by their markets. Opportunities to more fully integrate administrative functions and the educational experience will arise Mergers, Acquisitions, Divestitures No mergers, acquisitions, or divestitures of operating entities over the planning period Innovation Moderate needs to support operations, product and services and business model innovations. Measurement KPIs Measures relevant to the current environment will evolve over the planning period.

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