Transcript PowerPoint Version
Slide 1
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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
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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
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D
Assessment Continued
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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
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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
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Cost
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V
E
R
S
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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
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D
Quality
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N
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V
E
R
S
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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
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Value
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V
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R
S
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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
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D
Measures of Performance and Success
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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”
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D
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N
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N
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V
E
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S
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Y
The Ferengi “First Rule of Acquisition”: Once You have their
money, never, ever give it back
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D
IT Organization
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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
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D
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N
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U
N
I
V
E
R
S
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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
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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
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Accountability: More than Measurement
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E
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S
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T
Y
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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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
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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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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
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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
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)
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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
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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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Y
UITS Services — Bloomington Campus
FY 98-99
Report on Cost and Quality of Services
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Y
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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A
U
N
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V
E
R
S
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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%
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A
N
A
U
N
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V
E
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S
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T
Y
The 11th Annual IT User Survey at
Indiana University Bloomington
1999
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N
A
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N
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V
E
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S
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Y
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
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
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R
S
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T
Y
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D
User perceived quality measures for five mail systems used at Indiana
University - Bloomington, 1996-1998 Academic Years
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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
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S
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Y
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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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
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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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S
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Y
Indiana University Bloomington
Slide 2
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 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
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 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
I
V
E
R
S
I
T
Y
Indiana University Bloomington
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 2
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 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
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 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
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Indiana University Bloomington
Slide 32
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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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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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Assessment Continued
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• 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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• 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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• 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.”
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• 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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• Robert Kaplan and David Norton. The Balanced Scorecard. HBS
Press, Boston, MA, 1996.
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• Four dimensions of retrospective and prospective measures
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– 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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•
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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
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O rg an izatio n S u stain in g A ctiv ities
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O th er C o sts
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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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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
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C ost/A ccount/
Y ear
$8.96
$9.80
$6.11
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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
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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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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
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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