Transcript Information Technology Trends Impacting the University of

INFORMATION TECHNOLOGY TRENDS
IMPACTING THE UNIVERSITY OF SCRANTON
IT Forum
September 26, 2012
Jerry DeSanto, Ed.D.
VP for Planning and CIO
Discussion of Trends
1. IT CONSUMERIZATION
2. CLOUD SERVICES
3. INFORMATION SECURITY
4. TEACHING AND LEARNING TECHNOLOGIES
5. NETWORK EVOLUTION
6. BIG DATA, BUSINESS INTELLIGENCE AND
ANALYTICS
7. BUSINESS CONTINUITY AND DISASTER
RECOVERY
8. IT WORKFORCE AND SERVICES (INCLUDING CIO)
9. CHALLENGES AHEAD
Consumerization of IT ("consumerization")
is a phrase used to describe the cycle of
information technology (IT) emerging in the
consumer market, then spreading to
business and government organizations,
largely because employees are using the
popular "consumer market" technologies
and devices at home and then introducing
them in the workplace.
Source--Webopedia
Consumerization
Includes the broad range of technology devices and
services like mobile phones, tablets, online services,
online data storage, social media/networking etc.
BYOD (Bring Your Own Device) grew out of this broader
movement
Will consumerization enhance productivity?
Will consumerization save money?
Will consumerization introduce more risk?
How is the consumerization of IT impacting your campus?
Significantly………….43.6%
Moderately…………..54.4%
Not at all………………2%
Source: 2012 LBCIO Survey of higher education CIOs
Potential Problems With Consumerization
None
Greater need for community…
Greater cost
0.50%
4.00%
24.40%
Less control
47.80%
Integration with existing…
Data integrity and consistency
77.10%
52.20%
Greater security…
94.50%
More bandwidth needed
More staff needed for support
Source: 2012 LBCIO survey of higher education CIOs
73.60%
56.70%
At Scranton…..
Strategy and support model being devised
Policy development about BYOD
ITS restructuring being planned
New tools being acquired for staff
Mobile Applications being rolled out
Security tools needed especially surrounding mobile
device management
Network bandwidth must be watched ($1 million invested
in wireless network over the past year)
Desktop virtualization occurring simultaneously
Device evolution on campus is being planned
Device Evolution at Scranton…
The term cloud computing refers to “the
delivery of scalable IT resources over the
Internet, as opposed to hosting and
operating those resources locally, such as
on a college or university network”
(Educause, 7 Things You Should Know
about Cloud Computing, 2009). More
practically, we think of these resources as
services such as Gmail, Google Docs,
Dropbox, WordPress, PayPal, or Flickr that
many of us use as everyday conveniences.
They have also grown to encompass
virtually every area of information
technology used in higher education today,
including our own email and calendaring
tools in Live@edu, learning management
and other administrative systems.
Source: Cloud Services Guidelines—University of Scranton 2012
Cloud Services
Internal vs. External Cloud
Terms of service
Which data is safe to move to the external cloud?
Who owns the data?
Is the data secure? Is it backed-up routinely?
Integration challenges
Pricing model
At Scranton….
Cloud Services being used judiciously
Due diligence on significant contracts including IT and
legal review
Guidelines for Use of Cloud Services just endorsed
Internet transport being monitored carefully
Watching for possibilities for the future, e.g. ERP in the
cloud, servers in the cloud, more extensive use of file
storage in the cloud, disaster recovery in the cloud
Information Security
Safe-guarding an organization's
data from unauthorized access
or modification to ensure its
availability, confidentiality, and
integrity.
Source: BusinessDictionary.com
Information Security
Area of escalating importance that transcends industries
Key part of enterprise risk management program
Compliance with federal and state statutes e.g. FERPA,
HIPPA, PCI-DSS etc.
Strong connections with consumerization and cloud
Identity theft, virus infections, denial of services, malware
most common
Direct connection with desire to migrate towards thin
clients
At Scranton…
Evolution of a strong IS Office
Tools and know-how
Recruiting a new director of ISO
Protection and prevention are key
User Education is essential: (SANS Securing the Human
Training) outstanding series highly encouraged for all
employees
Evaluating cyber-insurance at present
Two factor authentication coming as well as forced
password changes
Remote Access Guidelines also close to being finalized
Teaching and Learning Technologies
• Learning Management Systems (LMS)
• Classroom Instructional Technologies
• Lecture Capture
• On-line and MOOC’s
• Learning Analytics
• BYOD instead of PC Labs
At Scranton….
• Loyola Science Center (LSC) and Brennan Hall as
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examples of mediated facilities
Lecture capture in pilot in LSC
LMS (ANGEL) hosted on campus while LMS’s for Deltak
and Bisk hosted elsewhere
Beginning conversations about learning analytics with
Deans
BYOD should reduce PC lab systems in time. The
challenge of software licensing model remains
Network Evolution
• The network refers to the Internet and the campus
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network
Amount of Bandwidth is important
Redundancy and high availability is desirable given the
reliance of the network
Networks are under stress due to increasing video
streaming and interactive gaming
Network usage continues to increase
Bandwidth over the Past Five Years at The
University of Scranton
450
400
350
300
250
200
Mb
150
100
50
0
2008
2009
2010
Year
2011
2012
At Scranton…
• Examining the feasibility of 10g network speeds as
opposed to the current 1g. Major $$$ investment needed
• Scranton will be an aggregation node on PennRen.
Looking at how to leverage this connection
• Wireless networks going through a $1.0 million phased
upgrade with outdoor areas the last phase
Big data analytics is the process of
examining large amounts of data of a
variety of types (big data) to uncover
hidden patterns, unknown correlations and
other useful information. Such information
can provide competitive advantages over
rival organizations and result in business
benefits, such as more effective marketing
and increased revenue.
The primary goal of big data analytics is to
help companies make better business
decisions by enabling data scientists and
other users to analyze huge volumes of
transaction data as well as other data
sources that may be left untapped by
conventional business intelligence (BI)
programs.
Source: WhatIs.com
Big Data, BI, Analytics
• Universities have amassed huge volumes of data..and
this continues
• Despite the fact that most universities store much of their
data in central databases/repositories, additional data is
stored elsewhere. Think auxiliary systems, cloud
applications.
• For-profits are making extensive use of big data to tailor
their products and services to consumer needs as well as
marketing their products and services
• Higher education is trying to figure out how to best do this,
especially since higher education tends to be much more
decentralized than for-profits.
At Scranton….
• We are beginning to examine what questions senior
management might want to answer and how data might
be most useful.
• Tools to bring the data together, store and organize the
data, extract the data, and report on the data are
expensive and in early stages of development.
• Even here there is a fair amount of decentralized data to
consider.
• Dashboards are being conceptualized.
Disaster recovery (DR) is the process,
policies and procedures related to
preparing for recovery or continuation of
technology infrastructure critical to an
organization after a natural or humaninduced disaster.[1] Disaster recovery is a
subset of business continuity.[2] While
business continuity involves planning for
keeping all aspects of a business
functioning in the midst of disruptive
events, disaster recovery focuses on the IT
or technology systems that support
business functions.[3]
Source: Wikipedia
Disaster Recovery and Business
Continuity
• DR has been around for many decades with activities
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fundamentally initially focused around back-ups of
systems and files.
DR evolution shifted to moving tape back-ups to off site
locations
BC has also existed in business for a long
time…examples of the federal government and Wall
Street come to mind
9/11 and hurricane Katrina really underscored the need
for DR and BC
An entire new industry has emerged
At Scranton…
• Two data centers on campus with certain levels of
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replication and redundancy
Strong need to establish a data center presence at a
distance. Private companies, other universities who wish
to share co-location resources
PennRen can perhaps be used for transport
Nine (9) BC subplans and a consolidated BC plan have
been developed with the help of our consultant, Site2.
Two more subplans are being developed currently
A joint tabletop exercise with the Critical Incident
Response Team was held in June. More will be
scheduled to practice our plans
IT Workforce and Services
• Services and staff skill sets needed to deliver and support
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the services are changing
Training, professional development, certifications are
needed
BYOD, Cloud, Virtualization, are all driving these changes
Vendor business paradigms are also rapidly changing
with more SaaS, Cloud-based services
Less reliance on owning..with more emphasis on
accessing and using
At Scranton…
• Work is proceeding on a IT Service Catalog
• Divisional emphasis on professional development and
certifications
• Soft skills are becoming as important as technical skills
• The CIO role is also evolving rapidly
• Recent research study…..
Higher Education CIO Role Evolution
Catalyst
Former Roles
Evolving
Consumerization
Standards Architect
Rule Enforcer
Hardware/Software Procurer
Enabler
Facilitator
Educator
The Cloud
Manager of people, things, places
Matchmaker
Recruiter and procurer of the
physical
All powerful IT decision-maker
Controller of all IT finances
Broker/Intermediary
Password Controller
Enforcer of responsible computing
behavior
Grants access
IT legal expert and consultant
Risk assessor and mitigator
Information Security
Contract Negotiator
Service Procurer
Integrator
Maintainer of balance points
(risks vs. function)
Synthesis Portrait of the Higher Education CIO
1992  2012 and Beyond
Dominant
Dominant
Build
Share
Spend
Optimize
Technical
Well-rounded
Physical
Virtual
Obscure
Visible
Consumption
Bracketed
Functional
Value-Added
User-centric
Customer-centric
Operational
Strategic
Manager
Leader
1992
2012 and Beyond
IT Challenges/Opportunities Ahead
• Remaining current with financial constraints and in a
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turbulent higher education industry
Resource optimization
Informed decision-making
Maintaining a strong overall security posture
Talent management (recruiting, nurturing, mentoring,
career development, etc.)
Adding value that contributes to the University’s
competitive positioning
Business process improvement
Truly leveraging the data asset
Bracing for a wild ride
Questions or Comments?