Impact of IT on Higher Education
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Transcript of Impact of IT on Higher Education
Impact of IT onHigher Education
Ever since the Y2K scare, administrators have grown nervous about higher education’s dependence on computers or Information Technology (IT).
Few understand the full degree of their operational dependence on computer systems or the extent to which IT plays a role in shaping their institution’s strategic direction.
Alan Greenspan /Ben Bernake Information Technology has led to
substantial gains in productivity and innovation in U.S. business and industry, keeping our country in a leadership position in the international economy.
Does higher education need technology to be productive and innovative to maintain its lead in the world?
Areas of Future Innovation Where IT Can Have an Impact
Health care Knowledge worker productivity Global warming Aging population Business process cycle times Customer intent/needs
Concerns: Business vs. EducationCEO U President Growth Global competition IT as an enhancer IT as an inhibitor Information
overload Merger &
acquisition Regulation Return on assets
Accessibility Affordability Accountability Interdisciplinary Technology transfer Student engagement Cyberinfrastructure International
experience Development
What a President/Provost WantsFrom a CIO Background in higher education with a “big picture”
perspective Expertise and understanding of technology Understanding of the culture and politics of academia—
and what governing boards can and cannot do A seat at the strategic decision-making table Focus on the institutional mission Recognition that technology is a people business A pragmatic revolutionary approach Understanding that technology choices are temporary in
an enterprise that is millennial Ability to build a reliable, cost-effective infrastructure Acknowledgement that the CIO is not “special”
IT Services for Students
Students depend on IT for virtually every aspect of their academic career.
Registration Tuition payment Financial aid Fees and activities Library and research
information Course materials Faculty and student
communication and collaboration
Residential living and campus life
Homework assignments, and tests
Viewing and listening to lectures
Lab experimentation Creation and submission of
original papers, art, music Media production News reporting Complex mathematic and
statistical computation Course evaluations
and more . . .
IT Services for Faculty
Teaching (imparting knowledge) and Research (creating knowledge) depend on IT infrastructure.
Communications with students, staff and colleagues (worldwide)
Distribution of course information
On-line courses Media on demand Classroom video capture Classroom network
access Student grades
Submission of research grants and applications
Computational research Access to journals and
other research data Publishing Collaboration with global
colleagues
And more . . .
IT Services for the Administration
Administrative and asset management functions come to a halt without IT systems.
Payroll and human resource management
Budgeting Accounting Financial services Inventory, asset tracking Building access Police information
Building and classroom scheduling
Building access Heating / air conditioning Utilities Security alarms and
surveillance Sprinkling systems
And on, and on, and on . . .
Disruptive CompetitionPublic Higher
Education For-Profit Institutions, Internet
Delta, United
GM, Ford
Traditional Library
Southwest
Honda, Toyota
Library & Research InformationProfessional Degree / Certificates
Tutoring / AdvisingKnowledge Creation
Lifelong Learning
Library & Research InformationProfessional Degree / Certificates
Tutoring / AdvisingKnowledge Creation
Lifelong Learning
Possible?
# ofPatientsStudents
Qualified FacultyQualified Staff
Research Projects
Time
Monopoly
CompetitionCostInnovation
Marke
t
Competition Online courses from other institutions For-profit colleges with a blended online
classroom flexible experience Learning objects (multimedia units of a course) Commercial courses Google (Its mission is to provide all scholarly
books, periodicals and audio-video materials on line searchable. Google has the combined business revenues of NBC, CBS, ABC and Fox.)
Offerings by competitors that focus on satisfying students as consumers
Our students are digital natives . . .
Consumer experience drives expectations. Desktop Mobile computing Web sites Web experiences Games Cast member/participant/group play Static web content Real-time interaction &
collaboration Telephones Integrated mobile info, social, and
recreational devices Email Instant video, voice, text messaging
Consumer product shows may be the best indicator of future IT trends.
Students arrive with different life experiences and expectations. They are used to receiving info very fast. They like to parallel process and multi-task. They prefer graphics before text. They prefer random access (hypertext). They function best when networked. They thrive on instant gratification and instant
rewards. They prefer games to “serious” work. They expect to create the context of their
online experience. They arrive with “entitlement” expectations for
campus workplace services.
Digital natives expect services to accommodate their preferences.
Information online, not “in line” Information on-demand, free of place or time Blended classroom and online experience Flexible schedule for working students Relevant and timely content More team collaboration More content from multiple sources Interactive content from voice, video and data Ability to contribute, as well as consume,
content/knowledge
Lines between personal and academic life are blurring.
Centrally Coordinated and ProvidedCommodity Services
Telephone Services Wire and Cable Network Connectivity Wireless Services Email / Calendar / Collaboration Mobile Communications Software Licensing Web Services / Portals / Web Content Management DNS Services Data Centers Administrative Data Processing
TheConceptWorks
ALIGNMENT
WORKPLACE ARCHITECTURE
ENTERPRISE ARCHITECTURE
INFORMATION& CONTENT
BUSINESSPROCESS
TECHNOLOGYINFRASTRUCTURE
Workplace Architecture ExtremesChaos Nothing works with
anything else All data must be
reentered Lack of communication
between processes No synergies Conflicting methods and
interfaces Massive management
costs Incompatible security
models
Rigidity Systems don’t meet
changing business needs Focus on making life easier
for IT, not business Command control
environment “Lock in” not to vendors but
to IT dictates Departments go “guerilla”
to get things done. Inflexibility leads to lack of
use
BALANCE?
Workplace Architecture The human interface with people,
processes, information, and technology The way YOU interface with information and
services The work YOU do each day The associations and relationships that YOU
have with others YOUR workplace “entitlements” Blurring between YOUR personal and
professional / academic life
Entitlement Workplace ToolsUniversal, horizontal workplace tools: Collaboration and access from
portals through messaging and personal search
Specialists Workplace ToolsSpecialty horizontal workplace tools: Off-the-shelf,
narrowly deployed – such as group project management tools
Task-SpecificApplications
Cross–embedded with transactional applications
SpecialTasks
Board visible
What is the current state of our workplace architecture?
Institutional silos jumble the context of information and processes, increase the cost of services, lower the quality of services, and confuse the consumer.
Prospective student portal Campus Information System my.utah.edu Web CT Office of Budget and Institutional Analysis Data HumIS www.utah.edu Campus web content management system Campus events calendar, phone directory, map, etc. Library resources. And so on . . . .
Workplace Architecture “Acid Test”
Properties Agile, flexible adaptive, productive
extensible Service orientation World-class design Standards and interoperability Mobility
Benefits of a Process View in Higher Education
Higher education institutions that use the process view will achieve institutionally-aligned IT services that will improve customer satisfaction and overall quality and cost within six years.
IT Supports Business Processes Refines business processes and supports
decision making. Fosters innovation. Requires business-process analysis
competency. Faces outward to consumers and suppliers. Is based on business strategy - not physical
infrastructure or rigid vendor solutions Demands transformation from “IT first” to
“Business first.”
Customer Relations Management (CRM)
IT is making systematic CRM possible. General Motors is failing due to inability to
incorporate consumer expectations in products. Higher Ed must ask consumers about their
experiences and then respond. Because it was done “that way” yesterday isn’t a
good reason to do it “that way” today. The key to our success is in being more student-
centered and sharing accountability for student achievement.
CRM should engage students from recruitment through alumni and lifelong giving to the U.
CRM is used effectively by Wal-Mart, Amazon, Ball State, Portland State, et al.
World-Wide Emerging Technology Trends Innovation will come from other parts of the
world other than the U.S. The Chinese have skipped the Internet first
generation. Growth will occur in Asia, and continue to
decrease in Western Europe. U.S. Industry is compulsively outsourcing
abroad. Software is moving from forms-based
applications to business processes. Networks are migrating to IP and optical
networking technologies.
Web 2.0 Advanced Internet technology and applications
including blogs, wikis, RSS, social bookmarking, etc.
Greater collaboration among Internet users, content providers, and enterprises
User input into the nature and scope of Web content, including real-time control over it
Ability to “mash up” information from different sources to create the desired context for the information
Key words: dynamic, interactive, collaborative Light and dark side – YouTube and blogs as
weapons.
Portal vs.Content Management The word “portal” is often used to describe
application user interfaces. This is not the original concept for the “portal.”
Portals present information, content and services (including applications) in a context defined by the consumer role and personal desires, not dictated by IT or the application.
Portals can allow for the “blurring” line between a consumer’s personal and professional life.
Content Management creates, organizes, and describes both structured and unstructured content so that it can be used at different delivery points based on roles and context.
Top 10 Technologies Open source Virtualization Information access/personal search Ubiquitous computing Business process platform/not from PS Business Process Management Strategy and BPM
Suite to flowchart process and automate “Workplace” architecture built upon an
“Enterprise” architecture of information, processes, and infrastructure.
Video/multimedia on demand Web 2.0 Mashups
IT Infrastructure
Networks will increase 500% in capacity in the next five years.
Half of all computers will be laptops. 60% of all colleges and universities have a
campus wide wireless plans. Computers are increasing in the number of
processors from 2 to 4 to 8 by 2008. Research networks will go from 622
megabits to 80 gigabits. On-demand, high-definition video will
consume a large part of network capacity.
IT Infrastructure Cost
Spending on IT is growing moderately – more is expected for less, and
Industry is reducing IT cost relative to revenue, yet We continue to add server hardware for every application
that is installed Average usage of a typical server is about 17% For every $1 spent on hardware, we spend $7 or more on
support. We spend $0.25 for power and cooling for each $1.00
spend in hardware CAPEX 20 – 25 servers per admin in distributed computing
environment Data center space?
University operates in a costly, distributed environment.
Percentage of IT Use in Instruction in the US Course management software 48.9% Electronic mail 83.9% Commercial courseware 29.4% Computer simulations 17.2% Internet resources 57.9% Web sites for class materials 56.2% Learning objects 22.2% Online courses 18% of enrollments &
growing; 70% in business training
Here are 9 things that we must do in the short term.1. Create value faster than we can reduce IT costs.2. Complete automation of operational processes by 2009. (Get
people out of the equation.)3. Attain “corrective phase” security status by 2008 (Stop
using the word “security.” Substitute “risk management.”)4. Create a business intelligence competency center by 2008.5. Apply a “multi-sourcing” discipline to all sourcing
arrangements by 2009.6. Operate all revenue-generating business processes in a Web
2.0 architecture by 2008.7. Establish cross-project, enterprise-level application
management before 2009.8. Retire 10% of applications by 2008. (They are probably close
to worthless anyway.)9. Model every mission critical customer and supplier facing
business process by 2007. Flowchart the processes.
TRANSFORM ORGANIZATION from “IT first” to “Business first”
The Need for Change
Mindset (Culture / Vision) Structure (Organization) Process (Procedure) Infrastructure (Technology)
#1 Deterrent
#2 Deterrent
World-Wide Emerging Technology Trends
Improved speech recognition Fuel cells and improved battery life More GPS-enabled, location-aware services Moore’s Law (increasing chip density) More network bandwidth( 100 terabyte with
a single fiber) 60% broadband in US More computing power More storage
World-Wide Emerging Technology Trends
Search engines will continue to increase access to books, web sites, recordings, movies, learning objects, lectures, the desk top and increased advertising revenue.
Search is moving from search to navigation Google now makes more in advertising
revenue than ABC, CBS and NBC combined Instant Messaging will surpass email in
volume of communication in 5 years
Social Trends: Information Environmentalism
A movement that seeks to reduce information overload and its effects on people’s lives.
Privacy is a primary concern.
Social Trends: Voluntary Simplicity
A lifestyle that consciously avoids luxury, flamboyance, stress and pretense. Lloyds of London found 70% of the work force falls in this category.
They are productive but don’t want to move up the ladder.
Social Trends: Worst-Nightmare Stakeholders
Consumers or employees who use social networking and blogs to intimidate firms
Social Trends: Cocooning
Making your home the central focus for social activities and work Telecommuting Home shopping Gated communities Home entertainment centers
The State of IT inHigher Education
The state of Information Technology (IT) in higher education is fragile and under funded.
Buildings and personnel are systematically funded – IT is not.
We have proposed a plan to improve the condition of IT infrastructure and adequately fund IT.