Slide 1

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Assessment of Cost, Quality, and Value in
University IT Services

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Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

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T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

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Assessment

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• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

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Assessment Continued

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• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

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D

Assessment Continued

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R

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T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

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Cost

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• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

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Quality

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Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

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Value

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• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

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Measures of Performance and Success

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• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

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• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

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R

S
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• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

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The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

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IT Organization

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• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

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• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
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T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

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Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

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Performance Measures for All Organizations,
Including University IT Organizations

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A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

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Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

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Accountability: More than Measurement

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Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

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Culture, Strategy, Organization & Structure

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• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

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Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

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co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

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Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

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Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

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IU in a nutshell

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•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

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IT@IU in a nutshell

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• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

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IU IT Strategic Plan

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• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

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Activity Based Costs and Management

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A B C o sts

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W ag es an d B en efits

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T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

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P ro cesses

U nit C osts
C ircu it C h arg es

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D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

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Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

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Sample of ABC for UITS

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UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

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UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

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UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

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Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

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S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

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The 11th Annual IT User Survey at
Indiana University Bloomington
1999

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A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

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Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

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A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

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N um ber of M ail
A ccounts
N um ber of
M essages

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M b R eceived

1,258,000

NA

391,825,000

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C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

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R

S
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T
Y

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User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

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1996-1997

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1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

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P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

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G roup
W ise
E xchange

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Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

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A

1998-99

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P ine IU -B

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O utlook
E xchange
IU B
P ine IU P U I

V
E
R

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T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

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Indiana University Bloomington


Slide 2

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D
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Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

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A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 3

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 4

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 5

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 6

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 7

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 8

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 9

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 10

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 11

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 12

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 13

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 14

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

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D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 15

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 16

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 17

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 18

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 19

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 20

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 21

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 22

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 23

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 24

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 25

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 26

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 27

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 28

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 29

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 30

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 31

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Indiana University Bloomington


Slide 32

I

N
D
I

Assessment of Cost, Quality, and Value in
University IT Services

A
N
A

U
N
I
V

Christopher S. Peebles
Associate Vice President for Research and
Academic Computing and Dean for Information
Technology
Indiana University

E
R

S
I
T
Y

JISC/CNI Conference, 14th-16th June 2000, Moat House,
Stratford-upon-Avon, England

I

N
D

Assessment

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “Assessment is a process that focuses on student learning, a process
that involves reviewing and reflecting on practice as academics have
always done, but in a more planned and careful way.” Catherine
Palomba and Trudy Banta. Assessment Essentials. Josey-Bass, San
Francisco, CA, 1999, p. 1.
• Assessment effort of IT in the context of distributed education has
gone hand-in-hand with the development of distance learning. For
example:
– John Daniel. Mega-Universities and Knowledge Media. Kogan Page,
Ltd., London, 1996
– A.W. (Tony) Bates. Managing Technological Change: Strategies for
College and University Leaders. Josey-Bass, San Francisco, CA, 2000.

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment of IT in the context of bricks-and-mortar based higher
education is of recent vintage. IT was always taken as a “good thing,”
valuable by its mere existence. Now, where IT can consume up to 6%
of a university budget, questions are asked about its cost, quality, and
value to teaching, learning, research, and support of the business of the
institution.
• Exemplary explorations:
– Patricia Senn Brevik. Student Learning in the Information Age. ACE
Oryx Press, Phoenix AZ, 1998
– Diana Oblinger and Richard Katz. Renewing Administration: Preparing
Colleges and Universities for the 21st Century. Anker Publishing, Bolton,
MA, 1999
– Richard Katz and Associates. Dancing with the Devil: Information
Technology and the New Competition in Higher Education.
Josey Bass, San Francisco, CA, 1999

I

N
D

Assessment Continued

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Assessment -- that is hard measures of output and outcomes -- in the
context of cost, quality, and value measures of IT in traditional higher
education settings are hard to find.
• Three useful examples:
– The Flashlight Program: systematic evaluation of the consequences of the
use of IT in teaching and learning. Instruments and methods to measure
learning outcomes and costs of IT.

http://www.tltgroup.org/programs/flashlight.html
– CNI Assessing the Academic Network. The assessment “manual” by
Charles McClure and Cynthia Lopata. Cooperative venture of assessment
of IT among several universities.

http://www.cni.org/projects/assessing/
– CAA Computer Assisted Assessment Center at the University of
Luton, UK, http://caacentre.ac.uk/index.shtml, which is part
of the Teaching and Learning Technology Program

I

N
D

Cost

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• “There are no results inside an organization. There are only costs.”
– Peter F Drucker, Managing the Nonprofit Organization: Principles
and Practices. Harper Collins, NY, 1990. p. 120
• Activity Based Costing-Activity Based Management
– John Shank and Vijay Govindarajan. Strategic Cost Management.
Free Press, NY, 1993
– Robert Kaplan and Robin Cooper. Cost and Effect. HBS Press,
Boston, MA, 1998

I

N
D

Quality

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Quality, def. Fitness for use and freedom from defect in a product or
service. Joseph Juran, Juran’s Quality Handbook, 5th edition, 1999.
• Quality foundations (a few good works among much management
rubbish)
– Joseph M. Juran. Juran on Quality by Design. Free Press, New York,
1992.
– W. Edwards Demming. The New Economics. MIT CAES Press,
Cambridge, MA, 1993
– Daniel Seymour. On Q: Causing Quality in Higher Education. ACE
Oryx Press, Phoenix, AZ, 1993
– Daniel Seymour. Once Upon A Campus: Lessons for Improving Quality
and Productivity in Higher Education. ACE Oryx Press, Phoenix, AZ,
1995.
– Roger Kaufman and Douglas Zahn. Quality Management Plus: The
Continuous Improvement of Education. Corwin Press, Newbury
Park, CA, 1993

I

N
D

Value

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• IT and Value Creation
– It’s all about time: powers of automation and augmentation
• IT and Value Destruction
– It’s all about time: wasted time due to poor operating systems,
poorly crafter applications, and mysterious, opaque user interfaces
• IT and Value Protection
– It’s all about time: time spent in support and education

I

N
D

Measures of Performance and Success

I
A
N
A

U

• Do not have measures like EVA and “profit” as a measure for the
success of university IT organizations
• Must draw exemplars from business and benchmarks from wherever
they are available

N
I
V

• Organization performance: IBM “Adaptive Organization” and
“Customer Relationship Management”

E
R

S
I
T
Y

• Measurement: “The Balanced Scorecard” and “ Counting What
Counts”

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back

I

N
D

IT Organization

I
A
N
A

• Stephan Haeckel. Adaptive Enterprise. HBS Press, Boston, MA, 1999
– “business focus must shift from products to processes and competencies;
– individuals close to the firing line must be empowered;
– customers needs must receive increased attention” p. 2

U
N
I

• The highly flexible, modular organization that can “sense and respond”
rather than “make and sell.”

V
E
R

S
I
T
Y

• James Cortada and Thomas Hargraves. Into the networked age: How
IBM and other forms are getting there now. Oxford University Press,
New York, 1999
– enterprise transformations based on knowledge, process,
and technology

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Harvey Thompson, The Customer Centered Enterprise: How IBM and
Other World-Class Companies Achieve Extraordinary Results by
Putting Customers First. McGraw Hill, NY, 2000

I

N
D
I

Performance Measures for All Organizations,
Including University IT Organizations

A

A

• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.

U

• Four dimensions of retrospective and prospective measures

N

N
I
V
E
R

S
I
T
Y

– Financial perspective: deployment (and growth) of revenue, ABC against
internal (historical) and external benchmarks
– Customer perspective: customer satisfaction measures, number of
partnerships with faculty in teaching and research, support of university
business processes, support of library processes
– Internal perspective: process measures, classic IT measures of availability,
cost-of-poor-quality, speed and depth of development cycles
– Learning perspective: employee satisfaction, employee development
(MSCE, CCNE, etc.), personal alignment of employee goals with
position

I

N

Accountability: More than Measurement

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Marc Epstein add Bill Birchard. Counting What Counts: Turning
Corporate Accountability to Competitive Advantage. Perseus Books,
Reading, MA, 1999

I

N
D

Culture, Strategy, Organization & Structure

I
A
N
A

U

• Mary Douglas. How Institutions Think. Syracuse University Press,
1986. Dimensions of Grid and Group
H igh
G rid

an arch ic
iso lates
(m arg in al to
so ciety )

h ierarch ies
(n ested /bo und ed
g ro up s)

Low
G rid

in d iv id u alistic
(ego -focu sed
n etw o rk )

sect/en clav e
(bo und ed gro u p

Low
G ro up

H igh
G ro up

N
I
V
E
R

S
I
T
Y

I

N
D
I
A
N
A

U

Culture, Strategy, Organization & Structure
Continued
• James Cortada. Best Practices in Information Technology. Prentice
Hall, NY, 1998
H igh
G rid

sy stem atic
p ro du ction

N
I
V
E
R

S
I
T
Y

co n tinu ou s im p rov em en t
Low
G rid
sy stem atic
cu stom izatio n

craft
cu ltu re

Low
G ro up

H igh
G ro up

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
Continued
• Systematic relationship among strategy, structure, and culture. Paul
Bate. Strategies for Cultural Change.Butterworth Heineman, Oxford,
UK, 1994.
• Systematic relationship among “levels of culture” -- Artifacts (visible
organizational structures and processes), Espoused values (espoused
justifications), Basic underlying assumptions (unconscious taken for
granted beliefs, thoughts, feelings -- ultimate source of values and
actions. Edgar Schein. The Corporate Culture Survival Guide. JoseyBass, San Francisco, CA, 1999.

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Culture, Strategy, Organization & Structure
In Action
• Imagine combination of academic computing (craft culture),
administrative computing (continuous improvement), and the
university telephone services (systematic production) into a single
integrated organization, which happened at IU Bloomington between
1989 and 1995.
• Imagine then the combination of this organization with a similar
organization from the Indianapolis campus (another “tribe” altogether).
• Finally, try to imagine the goal of melding these parts into a
combination of continuous improvement and systematic customization.
• Major cultural changes: from a “technology” organization to a
“service” organization; from a “take it the way we give it” to a
responsive, customer focused organization

I

N

IU in a nutshell

D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

•
•
•
•
•
•

Founded in 1820
$2B Annual Budget
8 campuses
>90,000 students
3,900 faculty
878 degree programs; >1,000 majors; > 60 programs ranked within top
20 of their type nationally
• University highly regarded as research and teaching institution

I

N
D

IT@IU in a nutshell

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• Academic programs in IT through computer science, library and
information sciences, engineering and technology, and most notably
through new School of Informatics
• CIO: Vice President Michael A. McRobbie
• ~$70M annual budget
• Technology services offered university-wide
• UITS comprises ~500 FTE staff, organized into crosscutting unites
(e.g. finance and HR) and four technology divisions (Teaching &
Learning Information Technology,Telecommunications, University
Information Systems, Research and Academic Computing)

I

N
D

IU IT Strategic Plan

I
A
N
A

U
N
I
V
E
R

S
I
T
Y

• 10 recommendations, 68 Actions covering all campuses and all IT
areas
• Total required for implementation: $205M over 5 years
• A unique charter for Information Technology at a large university that
sets the strategic course for the next five years
• http://www.indiana.edu/~ovpit/strategic/

I

N
D

Activity Based Costs and Management

I
A

A B C o sts

N

W ag es an d B en efits

A

T rain in g

O rg an izatio n

P ro d u cts

P eop le
H ard w are an d S oftw are
(E x p en se or D ep riciatio n)

U
N
I

P ro cesses

U nit C osts
C ircu it C h arg es

E

D ata
V id eo
V o ice

R

O rg an izatio n S u stain in g A ctiv ities

S

O th er C o sts

T
Y

S E R V IC E

E x p en d ab le S u p p lies

V

I

Q uality
M easures

M ain ten an ce an d O th er
C o n tracts

K n o w ledg e

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

Sample of ABC for UITS

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services

I

N
D
I

Aggregate daily survey results for the IU
Bloomington Support Center January - December
1999

A
N
A

U
N
I
V
E
R

S
I
T
Y

S u p p o rt S erv ice

R eceiv ed
S o lu tio n

G en eral S u p p ort
L in e (n = 27 6 )
A d m in istrativ e
C o m p u tin g L in e
(n = 3 10 )
M acin to sh L in e
(n = 3 03 )
In tel (P C )
L in e (n = 29 3 )
U n ix
L in e (n = 29 6 )
IT H elp
e-m ail (n = 31 1 )
W alk -In
(n = 2 55 )
E x ten d ed
F ace-to -F ace
(N = 1 0 9 )
T o ta ls
C all C en ter
W alk -In
E m ail
G ra n d T o ta l

T reated w ith
C o u rtesy an d
R esp ect
100%

O v erall
A v erag e

96%

R eceiv ed S o lu tio n
in
T im ely M an n er
97%

98%

100%

100%

99%

93%

98%

100%

97%

90%

96%

100%

95%

94%

99%

100%

98%

91%

99%

100%

98%

95%

98%

99%

98%

98%

99%

99%

99%

94%
95%
91%
94%

98%
98%
99%
98%

100%
99%
100%
100%

97%
98%
97%
97%

98%

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

The 11th Annual IT User Survey at
Indiana University Bloomington
1999

I

N
D
I
A
N
A

U
N
I
V
E
R

S
I
T
Y

A Case Study of Activity Based
Management
Reengineering E-Mail at Indiana
University Bloomington

I

N
D

Volume and Cost for e-mail services at Indiana University - Bloomington,
1996 - 1998 Academic Years.

I
A
N
A

1996-97
66,000

1997-98
48,000

1998-99
46,000

307,000,000

270,000,000

179,000,000

U

N um ber of M ail
A ccounts
N um ber of
M essages

N

M b R eceived

1,258,000

NA

391,825,000

I

C ost/M essage

$0.001

$0.002

$0.002

V

C ost/A ccount/
Y ear

$8.96

$9.80

$6.11

E
R

S
I
T
Y

I

N
D

User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years

I
A
N

1996-1997

A

1997-98

1998-1999

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

P ercentag e
S atisfied

S atisfaction
S core

U

P ine

95.1%

4.1

90.5%

3.9

85.8%

3.7

N

U nix
M ail
(E lm )
E udora

82.1%

3.5

82.2%

3.5

62.2%

3.0

96.5%

4.2

87.8%

4.1

92.3%

4.1

89.0%

3.8

78.4%

3.8

76.9%

3.5

96.3%

4.2

85.0%

3.8

92.5%

4.2

I
V
E
R

S
I
T
Y

G roup
W ise
E xchange

I

N
D

Comparative measures for e-mail support requests in Indianapolis and
Bloomington during the academic year 1998-1999.

I
A
N
A

1998-99

U
N

P ine IU -B

I

O utlook
E xchange
IU B
P ine IU P U I

V
E
R

S
I
T
Y

O utlook
E xchange
IU P U I

T otal
N um ber
of U sers

N um ber of
C alls to
S upport
C enter

44,000

1,537

4,500

C all per
U ser

1 per 28.6

P ercentag e
of e-m ail
C alls to
S upport
C enter
23.8%

P ercentag e
of T otal
C alls to
S upport
C enter
2.4%

1,773

1 per 2.5

27.4%

2.7%

45,000

1,943

1 per 22.7

22.7%

4.2%

6,000

2,425

1 per 2.5

28.2%

5.3%

I

N
D
I
A
N
A

U
N
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Indiana University Bloomington