Future IT How information technology will support students, staff, faculty, and researchers....
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Transcript of Future IT How information technology will support students, staff, faculty, and researchers....
Future IT
How information technology will support students, staff, faculty, and researchers.
ToolsRealityContext
Context
The Decline & Fall of Traditional IT
Ideal IT
Who do you need?
How do you
measure success?
Reality
Maximize resources
Socialize change
Enable research innovation
Empower teaching and learning
Collaborate everywhere
Embrace client service
We have reached “the end of growth.” Our new normal is reduced government funding. Adapt information systems by leveraging of peers, partners, and externals.
• Externalize utility computing (hosted services)• Drive shared service initiatives across provinces and
Canada• On-premise cloud services opportunities
MaximizeResources
Demonstrate systems effectiveness in academic programs & services
Strengthen strategic focus on knowledge creation
To support an institution where change is inevitable, the underlying technology must be seamless, agile, and flexible. Create “one IT” where all information systems are truly integrated through effective socialization processes.
• Communities of interest• Change management process• Consistent culture• Project management process• IT stewardship model
SocializeChange
University-wide integrated planning needs IT at
the table for the simple reason that information
systems are integral to everything.
IT is part and parcel of research’s rich tapestry. A pervasive culture of research and scholarship depends on systemic integration of information services into the research mission of the institution.
• Research administration• Specific IT services for researchers (service catalog)• World class HPC data centre services• International, national, & provincial network services• Infinite data management
Enable Research
Innovation
Recruit the best researchers because of best IT
Support faculty & grad students to succeed
Signature areas of research demand IT
Tri-agency success depends on IT
Current teaching and learning technology is functional and administrative in nature. Improved learning outcomes are not the core goal of many ed-tech initiatives. What does the class of 2020 need? What is your 20/20 vision?
• Digitize the learning experience• More wireless, less paper• All services are mobile services• Integrate research technology into teaching• Expand digital resource breadth for all teachers &
learners
Empower Teaching
and Learning
Interdiginization: Two horses moving together each understanding & celebrating each other’s
culture & tradition
Learner-centred ecosystem driven by learning analytics
Information systems can facilitate and accelerate the collaboration process by delivering new and inventive ways of working together.
• Social media is as much about internal collaboration as it is about external marketing
• Islands of isolated technology rapidly become islands of obsolescence
• Collaboration transcends technology tools: requires integration of people, process, organization, and technology
CollaborateEverywhere
“We cannot have segments of our institution act as bystanders to our mission.”
IT is no longer about delivering technology with a service component, it is about delivering services with a technology component. Client expectations drive future information systems directions. • Measure and report• Focus on access vs. asset• Socialization processes frame all service delivery• IT stewardship
EmbraceClient
Service
Be diverse
Be sustainable
Service level agreements Trust
Tools
People Process Projects Technology Success
① Stewardship
② Planning
③ Leadership
④ Client Service
⑤ Process Excellence
⑥ Perspective
⑦ Innovation
① Stewardship
IT exists to realize the dreams and aspirations of its stakeholders
IT acts as a steward for the information systems resources of the institution
Stewardship is the engagement of key leaders across campus discussing IT issues and making campus-based decisions, not isolated IT decisions
Stakeholders make the decisions about IT, and IT implements those decisions
IT’s role is to facilitate decisions made by the stakeholders
WHO WHATWHERE
• Strategy• Governance• Enterprise portfolio• Policy
VPs, AVPs, Deans,Executive Directors
• Data centres• HPC: capability/capacity• Storage, networks• Researcher services
Researchers, Faculty, AVP-R, & Research Office
• Student labs• Learning management• Audio Visual• Classroom technology
Deans, Faculty, AVPs, Learning & Teaching Centre
Student, Finance, HR, Advancement, Facilities, Research Admin, & Systems
• Scheduling• Resource allocation• Project oversight• Prioritization
Information Systems Steering Committee
Educational Technology Advisory Committee
Research ComputingSteering Committee
Administrative Systems Operating Committee
Project Review Committee
Inform
New Projects Monitor
Priorities
Objectives
Working GroupsWorking GroupsWorking Groups
Working GroupsWorking GroupsWorking Groups
Working GroupsWorking GroupsWorking Groups
Fit
Utility
Balance
Rank Initiative
1 Project A
2 Project B
3 Project C
4 Project D
5 Project E
6 Project F
7 Project G
8 Project H
9 Project I
10 Project J
11 Project K
12 Project L
13 Project M
14 Project N
15 Project O
Base funded
Approved by
governance process
• Base funding of notional allocation• Recommended through working groups• Largest component of work underway at a given time
Project funded • One-time project funds• Example: Research Administration System fund
Fee for service • Client sponsored and funded
Ancillary funded • Ancillary department funded• Example: Housing System
Waitlist • Beyond capacity of functional units and IT at this point in time
② Planning
“Plans are nothing. Planning is everything.” (Eisenhower)
Planning model collaboratively engages the entire university in setting a long-term vision with measurable progress steps
Builds a sustainable and renewable planning process that engages all IT services providers to the institution
Links IT long term strategy to annual planning to personal performance plans
Uses the institution’s strategic plan for the IT planning context
Vision
Strategy
Operations
Tactics
Fix
Fine tune strategy
Create personal improvements
Realign resources & schedules
Plan
STRATEGIC PLANNINGSTRATEGIC PLANNING
ANNUAL SERVICE PLAN
ANNUAL SERVICE PLAN
PERFORMANCE PLAN
PERFORMANCE PLAN
GOVERNANCEGOVERNANCE
Check
Annually evaluate strategic success
Annually evaluate strategic success
Measure goal progress quarterly
Measure goal progress quarterly
Assess personal achievements
Assess personal achievements
Do
DECISIONRECOMMENDATIONS
PROGRAMINITIATIVES
INTEGRATEDPROJECTS
ASSIGNEDTASKS
③ Leadership
• Execute the plan decisively
• Measure everything
Strategic thinking; operational excellence
• Enthusiasm for the future is the ultimate motivator
• Create opportunities and reward appropriately
“Optimism is a force multiplier” (Colin Powell)
• Set the goals• Provide all the
resources• Clear the obstacles• Get out of the way• Monitor
Delegate, don’t abdicate
④ Client Service
IT willcompete for its clients
Values• Leadership by example• Live the client service value
Culture• Past: technology with service component• Now: service with technology component• Pull vs. push
Discipline• Define expected behaviours• Measure performance• Build client assessment into appraisals
⑤ Process Excellence
All institutions manage systems with processes – knowingly or not. They may do them well or they may do them wretchedly, but they always do them. (~ Peter Drucker)
Apply organization-wide discipline to extract value from technology Processes applied by IT are equally applicable to functional unit
partners Re-engineering Benchmarking Project management
If you want to do something new, what are you going to stop doing?
ControlMechanisms
SteeringCommittee
Role
ProjectFlow
Portfolio assessment• Priorities• Risk• Strategic fit
Status reportingFiscal budgetRisk planScopeResource planScheduleQuality planCommunication planVendor management
Base budget Support resources
Benefit measures
Initiation Planning Execution Closure Asset Maintenance
Reject
Approval
ReviewCharter
Not Needed
Cancel
MonitorStatus
Approval
Not Successful
ContinueExecution
Accepted
ReviewDeliverabl
e
Not Accepted
Reject
ReviewPlan
Approval
Not Sufficient
PlanProject
Document
ImplementPlan
Revisions
Progress
ShutdownProject
Final Product
MaintainAsset
InitiateNext Phase
BenefitRealizatio
n
Support Work
New ProjectWork
Issue logChange control
Develop ProjectCharter
Needs
Document
⑥ Perspective
Universities are managed by a vast array of interwoven matrices
IT uniquely transcends the silos
What are the core competencies of central IT? What does the institution need you to be good at? What business do you want to be in? What do you centralize? Decentralize? Outsource?
Rationalization Empowering clients to move up the food chain
How do you assess core competencies?
Efficiency
Data centre
Econ
omie
s of
sca
le
Economies of scope
Collaboration
Web services
Knowledge
Enterprise architecture
Control
Identity management
⑦ Innovation
There are no silver bullets
Leverage unique perspective
Integrate people, process, projects, and technology
Cloudonomics
Infinite Data
Success
Time
Manufacturing is the New Agriculture
Research Development Commercialization
The Future is Now