Transcript One OIT” - University of Minnesota

Information Technology Cost Pool
Council of Research Associate Deans
March 12, 2009
OIT vision, mission, goal
Vision: To be one of the best information technology
support organizations in higher education.
Mission: Serve as a catalyst for innovatively leveraging
technology to advance and support extraordinary
education, breakthrough research, and dynamic public
engagement.
Goal: Advance the University of Minnesota’s goal of
becoming one of the top three public research universities
through the innovative and strategic application of
information technologies.
FY09 OIT Budget
by Revenue Source
FY09 OIT Budget
by Expense Category
FY09 OIT Common Good / Budget Allocation
Service Portfolio
Communications
Productivity
Applications
Business
Applications
Student,Faculty,
Staff Support
•Data Network
•Telephones
•Wireless
•Unified Messaging
•VOIP
•Operating System
•MS Office
•File Systems (AD)
•Web Collaboration
(UMConnect)
•Email
•Calendar (UMCal)
•Portal
•File Storage (SAN)
•PeopleSoft
•Helpdesk (1-HELP)
•Training
•Digital Media Center
•Computer Labs
•Security
•MS license
•Back-Up
•Automated Desk-top
Computer Management
(AD)
•Data Base (Oracle)
•Personal space
•Enterprise storage
•Web Content
Management
•Wiki
•Campus Solutions
•Financials
•WebCT Vista
•Moodle
•Imaging (ImageNow)
•Library Automation
•E-Research
•IMS Reporting
•GradPlanner
•Portfolio
•GoldPass II
President Bruininks:
10.20.08 “We must look for opportunities to
consolidate administrative offices and academic
units, reform major cost centers, and reinvest the
savings in mission-critical academic priorities.”
12.4.08 “As solutions to the current state financial
crisis emerge from Minnesota's elected political
leaders, we will continue to focus our efforts on
reducing costs, increasing productivity, streamlining
operations, and avoiding unnecessary job losses.”
OIT – FY09 changes
• Reorganize OIT to align services, promote communication and
coordination, create greater capacity, efficiency and
effectiveness, and provide “one OIT” for faculty/students/staff.
Specifically, we are
– Consolidating
• Finances, HR, Communications, Training, Helpline, Video, Server
administration
– Discontinuing some services
• University computer services (used equipment & repair service)
– Launching cross-OIT and cross-University working groups
• Identity management, Google, disaster recovery
– Providing IT service agreements in partnership with
collegeshttp://www1.umn.edu/oit/planning/servicestatements/index.ht
m
– Partnering locally and nationally on academic priority initiatives
• Research Cyberinfrastructure Alliance, Learning platform, Internet2, CIC
cloud computing
Challenges
• Increasing capacity for transformative
technologies; implementation of Common
Methodology
• Partnering in the design, implementation, and
evaluation of transformational digital
environments
• Strengthening Common Good technologies
within the budget constraints
– Storage, capacity, authentication, architecture, data
center, Coordinate campus infrastructure
• Leveraging distributed IT leadership
Challenge: Shifting enterprise development
effort from operational activities into more
strategic activities.
Savings
•
Partnership with State of Minnesota, WiscNet for bandwidth purchasing.
Dropping cost for internet bandwidth almost in half/mb. This allows us to expand
use of the internet while still dropping overall cost.
•
Switch warranty upgrade - extends the lifespan of our existing distribution and
aggregation electronics by another 5 years, representing a saving off of purchase
of approximately $11M-$12M.
•
Reclamation project (to be started early next year) - reclamation of unused
network ports (when implemented) will be able to furnish the University with
expansion for several years of purchasing.
•
PBX longevity - The PBX, which has been in service since our last upgrade, is
allowing the University to migrate new installations where it makes sense and is
cost effective to supporting VoIP (Voice over Internet Protocol) utilizing the same
wiring and labor for connections to support both the voice and data, utilizing
existing network infrastructure, avoiding the duplication of separate wiring and
labor for voice and data connections.
Savings
• Storage: Implementing lower cost infrastructure components and
completing analysis of our data usage so as to be able to migrate to the
new infrastructure. Additionally, a renewed focus on data management
practices such as retention rules so to reduce operating costs.
• Server Admin: Re-architecting our virtualization environment so that it
can be extended to a much broader user base. This includes analysis to
determine the viability of using our legacy mainframe infrastructure.
• Server Consolidation: Consolidation of services across all of OIT to gain
economies of scale.
• Legacy infrastructure retirement as part of the implementation of the
new PeopleSoft Financials system.
Future Strategies
• Changes in software licenses
• Continue to look for opportunities to reinvest
savings into critical areas
• Position changes across OIT
– We are closing/eliminating 21.75 positions
• 11.75 RIO plus 10 open positions
– Savings from 21.75 positions = $2.8M
Future Strategies
• Common methodology; disciplined
management of ERP, reducing operational
overhead of PeopleSoft projects
• Improved capacity planning
• Transparency with costs/benefits
• Best practices in data management
• Commitment to common good support