Transcript Information Technology Services

Information Technology
Services
ITS Restructure
Information Technology Services
supports QUT’s vision with leading information
technology services in partnership with the QUT
community.
Information
Technology
Services
Rationale – ITS Restructure
• Review of “Computing Services”
• Breakdown of partnership with clients
• Gulf between the expectations of each
party of the other
Information
Technology
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Features
The key features of the ITS structure
relate to:
• relationship/partnership building
• end to end client service
• quality management and,
• flexibility
Information
Technology
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Client Partnerships
• Strategic partnerships at senior level
• Supported at operational level
• Involvement of clients in Service
Quality Teams
• Involvement of clients as project
sponsors
• ITS Communication Strategy –
informing clients
Information
Technology
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24 Nov1999
DIRECTOR
Project Portfolio
Warren Fraser
Manager
Planning Officer
Client Quality
Services
Avril Grant
Manager
Trainers
Information
Officer
** Handshake
** Single
Sign-on
CQ Specialists*
Web support *
staff
** Student
Email
** Year 2000
Administrative
Support
Services
Diane Andrews
Coordinator
Desktop
Support
Services
Graham Keys
Manager
Central
Syst. Services
Warren
Goodman
Manager
Departmental*
administrative
staff
Desktop
Client Support
Officers
Operations
staff
Information
technology
budget
management
Desktop
Specialist
Support
Officers
Central
systems
support staff
Network
Services
Ross Gorham
Manager
HPC &
Research
Support
Joe Young
Manager
Corporate
Information
Services
Joe Dascoli
Manager
Network
support staff
Research
support
staff
QUT Virtual
support staff
Messaging
support staff
Internet
support staff
Communications
administration
Software *
acquisitions
Call Centre
Strategic Client
Paul Mottram
Manager
Corporate
information
systems support
staff
Relations
Switch and
Staff Help Desk
support staff
Systems security
Authentication*
The key features of the ITS structure relate to: relationship/partnership building, end-to-end client service, quality
management, and flexibility
• Client partnerships will be developed and maintained through Strategic Client Relationships and Operational Client Relations. These
**Backup
Project
relationships are supported by Managers and Client Quality Specialists.
•Cross departmental relationships will be fostered by colocating staff within groups other than their own organisational areas.
•End-to-end client service is being managed through the clear allocation of responsibility/accountability for a whole function
**Sample Projects
•One section has as its primary responsibility the quality assurance of all of ITS’s services.
•The structure remains flexible having identified sections likely to merge or separate over time because of either developments in
technology, or further development of particular services eg. QUT Virtual.
Co-locate
CQ Specialist
Co-locate
CQ Specialist
Co-locate
CQ Specialist
Co-locate
CQ Specialist
Co-locate
CQ Specialist
Co-locate
CQ Specialist
Operational Client
Relations
* = Positions co-located for
cross-department
communication
Change Process
• McKinsey Seven S Model to move the whole
organisation
- not one or two parts only
• Communicate clearly the change driver –
need to change
• Emphasis on stakeholder and staff
involvement to achieve service quality
• Honest and open process
• Two-way communication with staff – solve
problems for staff
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Outcomes
• More informed decision making at senior
university level
• Stronger linkages leading to greater
understanding of:
– Clients’ businesses by ITS staff
– ITS constraints by clients
• Flatter structure leading to wider participation
in problem solving and decision making
• Management of end-to-end client services
and quality assurance
– Role of Client Quality Service section
Information
Technology
Services