Transcript Slide 1

Information Technology
Services
In Progress Review
July 15, 2008
Mission
The Division of Information Technology Services
(ITS) strives to support and enrich the
university experience for students, faculty and
staff – an experience that is increasingly
technology enabled and network based.
– ITS teams develop, operate and maintain the
University’s computing and networking
infrastructures, major administrative and academic
information systems, baseline instructional and
information technologies, and associated technical
support services.
– ITS teams provide direct support for the
information and academic technology needs of the
University’s administrative and academic units.
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Vision
Excellence in teaching and learning, information
sharing, and the exchange of ideas and
viewpoints, along with anytime/anywhere access
to resources and services, are defining features
of the academically rich, student centered
university experience we intend to help provide
for Cal State East Bay students.
The goal of excellence in the use of information
technology is an essential ingredient in
achieving this vision.
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Values
Within ITS, we share a common set of values as we work to
accomplish our mission of supporting the academic,
administrative, and co-curricular functions of Cal State East
Bay. (Adopted by ITS staff in Fall 2007)
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We value our technology services role in the
mission of the university.
We value exceptional customer service.
We value operational excellence.
We value helpful and supportive relationships.
We value a collaborative work environment and
refuse to let each other fail.
We value professional development and
accountability.
We value a healthy and fun work environment.
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Advisory & Governance
President & Cabinet
Provost Council
Academic Senate ExCom
CIO
University-wide IT (UIT)
Advisory Committee
Online & Hybrid Support
Center (OHSC)
Technology Leadership
& Coordination Groups
(TLC)
University Technology
Projects Office (UTP)
Advisory
Management Team
(IT Services Division)
Operational
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Alignment
The strategic plan for IT@CSUEB focuses on the
alignment of central and local information
technology resources, services, projects and
support structures with Cal State East Bay’s
“seven mandates” outlined within the Framework
for the Future.
The tag line for ITS alignment and balance is:
“Centrally-coordinated/Locally-directed.”
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Planning and
Enrollment
Management
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ENROLLMENT
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Student Affairs
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University
Advancement
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BUDGET
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MASTER
PLANS
HR (Staff)
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Administration
and Finance
Information
Technology
Services
A university of choice
through regional
stewardship
Vibrant university
villages
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A quest for distinction
realized
Strong growth and full
enrollment with
personalized learning
and expanded access
Academic
Affairs
Cal State East
Bay Administrative
Divisions
An inclusive campus
climate that values
students, faculty and
staff, and fosters
multicultural learning
and competence
An efficient, well-run
university with a
culture of
accountabilitly
A tradition of teaching,
learning and academic
quality - emphasized
and reinforced
Framework for the Future
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ACADEMIC PLAN; HR
(Faculty)
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STUDENT SERVICES
Baseline Infrastructures & Student Access, Success, &
Fiscal Planning
Technology Support
EXTERNAL RELATIONS/
PRIVATE SUPPORT
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Academic Technology &
Faculty Support
MASTER
PLANS
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Cyber
Facilities
IT@CSUEB Strategy Plan
The strategic plan calls for ITS to provide:
1) A solid foundation of IT infrastructure and sound
fiscal planning;
2) Academic & instructional technology resources
and support for faculty;
3) Anywhere/anytime access to services and
support for student success and engagement in
campus life; and
4) The cyber-facilities required for the university to
appropriately serve specific internal and external
audiences.
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First Year Priorities
Major responsibilities and projects included:
1. launching the new ITS division, and the "centrally-coordinated/locally-directed"
IT management model;
2. launching the Online Campus initiative;
3. launching the Online Student Services initiative;
4. launching the Accessible Technology Initiative, and the Web Rebuild project;
5. launching the Server Consolidation and lifecycle management initiative;
6. launching the Desktop Infrastructure and support initiative;
7. launching the Smart Classroom Infrastructure and support initiative;
8. launching the Email Outsourcing initiative;
9. launching the Emergency Notification initiative;
10. creating an Email Retention Policy;
11. creating Acceptable Computing Use policies for faculty, staff, students, and
guests;
12. completing the initial phases of Financial and Student Data Warehouse
initiatives;
13. testing and evaluating Voice-over-IP implementation options;
14. providing support and leadership for key CSU systemwide IT initiatives; and
15. providing support and leadership for CENIC and IEEAF initiatives.
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First Year Reflections
What worked well?
• Bringing all IT staff together (hard
work, but well received by nearly
all staff)
• Baseline computer refresh
• Server consolidation &
virtualization
• Initial phases of data warehouse
initiatives
• Smart classroom build-out &
refresh
• College & Concord SLAs
• ATI IMAP & web rebuild
• Student email hosted by Google
• Email retention policy
• Internal communications between
most teams within ITS
What didn’t work well?
• Bringing all IT staff together (very
difficult for PEM IT staff, and for a
few lone rangers)
• Filling vacant positions
• Admin Division SLAs
• Communication about procedures,
processes, resources, roles,
status info, etc
• No service desk
• Project advisory & governance –
who approves, who prioritizes,
what’s our capacity?
• Second phases of data
warehouse initiatives
• Free printing
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The Road Ahead – Together
Jointly focusing on continuous improvements while:
• Moving forward with strategic initiatives
• Revising SLA structure to include enterprise-class/bestpractice processes & metrics
• Institutionalizing client relationship management, service
desk, & communications functions
• Establishing project prioritization, scheduling, advisory, &
portfolio management structures
• Launching a collaborative initiative with faculty to define
& develop cyberinfrastructure for academic programs
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Strategic Initiatives
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Server consolidation
Desktop infrastructure
Accessible Technology Initiative (ATI)
Web Rebuild project
Data warehouses & institutional
dashboards
• Online campus & CCC/CVC collaboration
• Online student services
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Division-level SLAs
• Enterprise-class/best-practice processes
(ITIL-ish)
• Adopt a service desk approach – not just a
help desk
• Document processes for initiation and
fulfillment of service requests
• Metrics for measuring progress
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Client Relationship Management
• Continue IT staff “mindset” shift
– admin units & colleges are our “clients” (customers)
– embrace the mindset of an “outsourced” IT service provider
(accountability for delivery of agreed upon support & services)
– embrace enterprise-class/best-practice processes (abandon past
practices & behaviors)
• Client (a la “account”) management
– separation of IT consulting roles from IT operational roles
(similar to the separate projects office function)
– layered support services (leveraging depth of skill-sets available)
• Business analyst & project management roles
– collaboration with clients to staff BA & PM functions
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Project Portfolio Management
• Establish PMBOK-ish processes for:
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Project initiation & planning
Prioritization & scheduling
Funding & staffing
Implementation
• Management of project portfolios
– Cabinet-level, divisional, college-level, & ITS
• Establish project sponsor, business analyst, &
project manager roles
• Determine project capacity “bandwidth” – within
client organizations as well as ITS
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Cyberinfrastructure Vision
NSF’S Cyberinfrastructure Vision For 21st
Century Discovery
http://www.nsf.gov/od/oci/ci-v7.pdf
Our Cultural Commonwealth: The report of the
American Council of Learned Societies
Commission on Cyberinfrastructure for the
Humanities and Social Sciences
http://www.acls.org/uploadedFiles/Publications/Pro
grams/Our_Cultural_Commonwealth.pdf
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