Information Technology Strategic Plan 2016-2021€¦ · Lone Star College System IT Strategic Plan...
Transcript of Information Technology Strategic Plan 2016-2021€¦ · Lone Star College System IT Strategic Plan...
InformationTechnologyStrategicPlan2016-2021
LoneStarCollegeSystemITStrategicPlan2016-2021 2
ExecutiveSummaryLoneStarCollege(LSC)isthefastestgrowingcommunitycollegesysteminthecountry.Itsmissionistoprovidehighquality,affordableeducationalopportunitiesandservicestoitsstudentssotheycanachievetheirgoals.LoneStarCollegeoffersawidevarietyofcoursesandprogramstosuitindividualstudentneedsandweareknownforouraffordabilityandoutstandingteaching.ThemissionoftheOfficeofTechnologyServices(OTS)istoprovideexemplaryservicesthatpromotestudentsuccess,qualityinstruction,effectiveemployees,andathrivingcommunity.ThepurposeoftheLoneStarCollegeInformationTechnologyStrategicPlanistoguidethedirection,focus,alignment,investmentsandinitiativesofOTStoachievethismission.TheplaniscompletedafterthesystemwideStrategicPlanisfinalizedtoensurebothdocumentsalignandadvancetheorganization’sneeds.ThisITStrategicPlanprovidesaroadmapfortechnologydecisionmakingandinitiativesatLoneStarCollegeforthenextthreeyears.Ittakesintoconsiderationcurrentandprojectedacademicandadministrativetechnologyneedsandseveralpotentialfuturesasidentifiedthroughascenarioplanningprocess.Internally,theOfficeofTechnologyServicespursuesafive-prongstrategytoexecutetheplan:
StrategicAlignmentTherearetwotypesofStrategicAlignmentinitiatives.ThefirstsetderivesfromLoneStarCollege’sStrategicPlanandthecampuses’strategicplansfor2015-2020.AlloftheobjectiveshaveatechnologycomponentandareajointeffortbetweenOTSandsystemandcampusleadership.ThesecondsetreflectsinitiativesLoneStarCollegeispursuingatasystemwidelevelasidentifiedbytheChancellor’sCabinet.Theseobjectivesmayhavesomeoverlapwiththoseinthefirstset,butaresufficientlydistincttowarrantinclusionasseparateinitiatives.ServiceExcellenceTheseinitiativesfocusonenhancingandexpandingexistingOTS-providedtechnologyservices.InnovationTheseinitiativesadvancetheorganizationintheinnovativeuseoftechnologytomeetLoneStarCollege’suniquechallengesandneeds.SecurityTheseinitiativesstrengthenLoneStarCollege’ssecuritysystems,processesandapproachtoidentitymanagement.ITFoundationTheseinitiativesmaintainLoneStarCollege’saward-winninginfrastructuretoensureitmeetsorganizationaltechnologyneeds.
TheITOperationsFrameworkdescribedinthestrategicplanningprocessoperationalizesthisplantoachievethestrategicgoalsofLoneStarCollegeandtheOfficeofTechnologyServices.
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PlanningProcess&ScopeofthisPlanThisInformationTechnologyStrategicPlanwasacollaborativeeffortinvolvingfaculty,staff,administratorsandstudents.Feedbackwascollectedthroughsurveys,focusgroups,advisorycouncilsandaSWOTanalysis.Inaddition,researchfromGartner,Inc.andEDUCAUSEhelpedinformtheplan.OTSalsousedscenarioplanningasamethodtocapturepotentialfuturesandpathwaystothosefutures(AppendixA).Thescopeofthisplanisfrom2016-2018.
TheplanningprocessgeneratedasetofenterprisestrategydocumentsconsistingofanITStrategy,anITStrategicPlan,andanITOperationsFramework.Thepurposesofeacharedescribedbelow.
ITStrategy
ProvidesvisionanddirectiononhowOTSsupportsLoneStar
College’smissionandgoals.Usedtodrive
investments,decisionsandactivities.
ITStrategicPlan
Providesanoutlineofinitiatives,costs,benefits,risksandmeasurementsthatwillbeexecutedtoachievetheITStrategy.Usedtodriveprojectactivityatahighlevel.
ITOperationsFramework
Providesdetailson
managingOTSassetsandoperationalactivities.Usedtodrivemanagementbest
practicesandqualityimprovementefforts.
SummaryofStrategy&Direction
Faculty,Staff&StudentInput
SWOTAnalysis
LSC&CampusStrategicPlans
ScenarioPlanning
GartnerBestPractices
ITTrendsin
HigherEducation
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ITTrendsinHigherEducationTheOfficeofTechnologyServicesconsidersITtrendsinhighereducationaspartofitsITstrategy.Gartner’s2016ITMarketClock(shownbelow)providesvitalinformationonkeytechnologyassetcommoditizationandmarketlifecycles.
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ITTrendsinHigherEducation(cont.)Thebelowchartmapskeytechnologyassetspresentlyinuse,worksinprogressorunderconsiderationatLoneStarCollegewithGartnerinformationoncurrentmarketlifestatusandexpectedchangesusingtheITMarketClock.Thisinformationisconsideredwhensettingcurrentandfuturestrategiesfordeployment,sourcingandretiringkeyassetsinLoneStarCollege’stechnologyportfolio.LSCSTechnologyAssets&Gartner’sITMarketClockRecommendations
TechnologyAsset
PositiononITMarketClock NextSteps StatusatLSC GartnerRecommendations
SmartMachine Advantage Choicein2to5years
Underconsideration
Apotentiallytransformationalnewassetthatcouldrepresentacompetitiveadvantageforearlyadopters
BluetoothBeacons Advantage Choicein2to
5years
Currentlyinplace
Aninterestingnewasset,butlikelyonlyappropriateforveryearly-adopter-typeinstitutionsthathaveahighneedtotrackstudentactivity,andwithfewerbarrierstoadoption.
RaaS Advantage Choicein2to5years
WIPforstudents
Anemergingassetclassthatcouldbeofhighvalueasinstitutionsstruggletounderstandandaddressretentionchallenges.
SIS(Cloud) Advantage Choicein2to5years
Currentlyinplace
Ahigh-valueassetthatcouldrepresentacompetitiveadvantageforearlyadopters.
DigitalAssessment Advantage Choicein2to
5yearsCurrentlyin
place
Apreviouslyslow-movingassetclasswhosepaceisnowaccelerating.Monitorandinvestinit,butbeawarethatoptionswillexpandasnewadaptivetechnologiesandlearninganalyticsadvance.Near-terminvestmentsshouldfocusondeliveringactionabledataandfocusedinstructionaloutcomes.
CBEPlatforms Advantage Choicein2to5years
Underconsideration
Anemergingassetclassthatshouldbemonitoredclosely,butasmoreLMSsaddthiscapability,itmaybesubsumedunderLSMassetclass.
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TechnologyAsset
PositiononITMarketClock NextSteps StatusatLSC GartnerRecommendations
LearningAnalytics
AdvantageChoicein2to
5years
Anemerginghigh-valueasset.Monitorcloselyoreveninvestsoonifretentionandcompletionareproblems.However,thisassetislikelytochangeconsiderably,soinvestmenttimeframesshouldbelessthanfiveyearstopreserveflexibility.
InstitutionalAnalytics
AdvantageChoiceinlessthan2years
Ahigh-valueassetthatcouldrepresentacompetitiveadvantageforearlyadopters.
AdaptiveLearning
AdvantageChoiceinlessthan2years
Anemergingassetclasswithhighpotentialbenefits,butsubstantialimplementationchallenges.Monitorcloselyandexploretheapplicationviapilots.
AlumniCRM AdvantageChoiceinlessthan2years
ConsiderinconcertwithalumnidevelopmentsystemstoensureadequateCRMfunctionstosupportlifelonglearningandalumniengagementopportunities.Advantagephaseisending,sothoseseekinggreaterchoicemaybenefitfromwaitinganother12to24monthsifpossible,whenmorechoicewillbeavailable.
SIS(OSS) Advantage Endoflife
Makenewinvestmentsinthisassetwithextremecaution.Ifyouhavethisasset,thenevaluatealternativesourcingoptionssoon,andplantomovewithinatwo-tofive-yearwindow.
CRM(Retention) AdvantageChoiceinlessthan2years
Anemerginghigh-valueassetwithafastpacetothenextphase.Monitorcloselyoreveninvestsoonifretentionisaproblem.However,thisassetislikelytomorphconsiderably,soinvestmenttimeframesshouldbelessthanfiveyearstopreserveflexibility.
Financials(Cloud)
ChoiceCostin2to5
years
Anemergingassetclasswithearlyadoptersuccess.ItmaybereplacedascontractexpirationsandERPsuitereplacementprojectspresentopportunities.
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TechnologyAsset
PositiononITMarketClock NextSteps StatusatLSC GartnerRecommendations
LMS(Cloud) ChoiceCostin2to5
years
Asteadilymaturingassetclass.Institutionsthatplantoadoptacloudsourcingstrategyshouldmonitorthiscarefully.
HR(Cloud) ChoiceCostin2to5
years
Afast-movingandcommoditizedassetwithincreasingsuppliersandgrowingadoption.IfyouareinthemarketforanewHRsolution,thenconsiderthisasaprimaryoption.
HPC(Cloud) ChoiceCostin2to5
years
Quicklymaturingwithapotentiallytransformationalimpact.Readyforproductionforsomeusecases.Itshouldbeconsideredasaviablealternativeandevenpreferredinspecialcircumstances,suchassignificantshort-termcapacityrequirements.
OPM ChoiceCostin2to5
years
Anexpandingassetclassasmoreinstitutionsbeginorexpandonlineprograms.Institutionsshouldexploremultipleoptionstoensurethattheyfindtheservicewiththebestfit.
CRM(Enrollment)
CostReplacementin5to10years
Anassetontrajectorytobecomingabaselineserviceformostinstitutions.Considerinvestingeveniftheinstitutionisselective.Institutionsshouldre-evaluatetheirexistingsolutionsbecausethesolutionspacehassignificantlyexpandedwithmanydifferentpricingmodels.Also,considerhowthisfitswiththeoverallSISandenterpriseCRMstrategy.
SIS(Classic) CostReplacementin2to5years
Akeyeducationalback-officeasset.Asnewcloudsolutionsemerge,limitinvestmentsinclassicsolutions,exceptinextenuatingcircumstances.Starttheplanningprocessforreplacementinthenext24months.
LMS(Classic) CostReplacementin2to5years
Akeyeducationalassetforarelativelyfast-movingmarket.Activelymonitorsthemarketfornewdeliveryoptionsandpossibleparadigmchangestoalearningplatformmodel.
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TechnologyAsset
PositiononITMarketClock NextSteps StatusatLSC GartnerRecommendations
LMS(OSS) CostReplacementinlessthan2
years
Anassetclasswithconsiderablevariability,butonethatwilllikelyremainapartofthemarket,especiallyifmorecloudoptionsbecomeavailableanddevelopmentcankeeppacewithcommercialofferings.
Financials(Classic)
ReplacementEndoflifeinmorethan10
years
Akeyeducationalback-officeasset.Replacementplanningshouldbegineveniftimingisyearsaway.Animmediatemoveisunnecessaryunlesscurrentapplicationisseverelyunderperformingoropportunitiespresentthemselves.Incumbentvendorroadmapsshouldbereviewedandmaintenancecontracttermscarefullyconsidered.
AcademicERPSuites
ReplacementEndoflifeinmorethan10
years
Akeyeducationalback-officeasset.Marketshiftsareunderway.Replacementplanningshouldbegin.TimescheduleshouldbedeterminedbythreatsduetocurrentERPfunctionalfit,levelofvendorcommitmenttotheproduct,andopportunitiestogainagilityandsupportfornewbusinessmodelswithnewermarketofferingsanddeliverymodels.
AlumniDev. ReplacementEndoflifein5to10years
Currentlyakeyfundraisingasset,butsoontobeovertakenbymorecomprehensivealumniCRMassets.Wattheevolutionofnewplayersandsolutions,andconsiderreplacingasfundraisingcampaignopportunitiesallow.
HR(Classic) ReplacementEndoflifein5to10years
Akeyeducationalback-officeasset.ActivelymonitorHR(Cloud)marketandmigrateifcurrentsolutionismarkedlyunderperforming,orascloudopportunitiespresent.
GridComputing ReplacementEndoflifein5to10years
Akeyresearchasset.Slow-movingmarket,butconsiderableopportunitytomovetothecloudwhencurrentinvestmentshavedepreciatedandresourcescanbeputtogoodalternativeuse.
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HPC(Classic) ReplacementEndoflifeinmorethan10
years
Akeyresearchasset.Slow-movingmarket,butconsiderableopportunitytomovetothecloudwhencurrentinvestmentshavedepreciatedandresourcescanbeputtogoodalternativeuse.However,itisimportanttoverifythatusecasesworkinthecloud.
Key: Gartnerrecommendsactionwithin12monthsGartnerrecommendsactionwithin24monthsRecommendationislessurgent
ITTrendsinHigherEducation(cont.)Gartner’s2015HypeCycleforEducationwasconsideredinthedevelopmentofthisITstrategydocument.
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SummaryofITStrategyTheOfficeofTechnologyServicescontributestoLoneStarCollege’ssuccessbyprovidingexemplaryservicesthatpromotestudentsuccess,qualityinstruction,effectiveemployees,andathrivingcommunity.Itstartswithguidingprinciplesthatinformdecisionmaking,includespolicies,proceduresandmetricstostandardizeoperationsandmeasureperformance,andalignsspendingandserviceswithinstitutionalneeds.OurITstrategytofacilitateLoneStarCollege’ssuccessisto:
• Provideaninfrastructurethatpromotesgrowthandinnovation• Managefinancesandresourceswell• Rapidlyrespondtochangingneeds• Facilitateclassroominnovationinitiatives• PartnerwithcampusleadershiptoensureOTSprovidesappropriateservicesandtoeliminate
thosethatarenolongerneeded• Successfullyleadandmanageprojects• Skillfullynegotiatelicensingagreementsandvendorcontracts• Keepcurrentonemergingtechnologies• AttractandretainhighlycompetentITprofessionalswithamultitudeofskills
Strategies,Goals&ObjectivesTheOTSstrategies,goalsandobjectivesaregroupedaccordingtoourfive-prongapproach.ThecorrespondingLoneStarCollegestrategicgoalandobjectiveislistedwitheachOTSobjective.
Strategy:StrategicAlignmentTheStrategicAlignmentinitiativesarederivedfromLoneStarCollege’sStrategicPlanandthecampuses’strategicplansfor2015-2020.AlloftheobjectiveshaveatechnologycomponentandareajointeffortbetweenOTSandsystemandcampusleadership.SeeAppendixBforalistoftheseobjectives.DigitalSignatures
• Allowsauthorizationofdocumentsthroughonlinemethods(FinancialResponsibility&Accounting)
PaymentGateways
• ChangeLoneStar'smerchantpaymentprocessingbankfromBankofAmericatoChase.
Taleo
• ImplementOracle'sTalent/RecruitingsolutionintheCloud(OnlineService).
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Strategies,Goals&Objectives(cont.)PeopleSoft9.2Upgrade
• UpgradingalliStarmodulestothelatestversion,whichincludestheunderlyingprogrammingcodetothelatestversion;alongwithimplementingOracle'sTalent/Recruitingsolution(Taleo).
BondConstructionProjects/Management• OTSconsultswithcollegeadministrationtodesignandimplementclassroomtechnologyand
administrativetechnology
Strategy:ServiceExcellenceTheseinitiativesfocusonenhancingandexpandingexistingOTS-providedtechnologyservices.EnterpriseManagementExpansion
• ExpandourServiceNowenterprisemanagementsolutiontootherdepartmentsoutsideofOTS(Culture)ServicePortalCreation
• Reworkourservicecatalogtopromotecustomerengagement,reducesupportcostandoptimizeservice(Partnerships)
AdmissionsApplication3.0
• UpgradeLoneStar’sOnlineApplication(LOLA)tothelatestversion(StudentSuccess)
EducationalMilestones
• Improvethevisibilityandeaseoffunctionalityforstudentstoidentifyandcompleteactionsforentrythroughcertifications/completions(pathwaysforSuccess).(StudentSuccess)
OnBase15
• UpgradetothelatestversionofLoneStar’sdocumentimagingsolutionandintegratewithiStar
HyperionUpgrade
• UpgradeLoneStar’sbudgetingandplanning(What-IfScenario)solutiontothelatestversion.(FinancialResponsibility&Accountability)
MDMDecommission
• DecommissionofMasterDataManagementtoallowCampusSolution/HumanCapitalManagementtobethekeepersofdata.(FinancialResponsibility&Accountability)
Strategy:InnovationTheseinitiativesadvancetheorganizationintheinnovativeuseoftechnologytomeetLoneStarCollege’suniquechallengesandneeds.EventVideo/AudioStreaming
• Allowsforagreateraudienceoutsidethephysicallimitationsofavenuethroughonlineparticipation(StudentSuccess)
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Strategies,Goals&ObjectivesStrategy:Innovation(continued)9.2Fluid/MobileUI
• Secondphaseof9.2upgrade,screensandnavigationwithiniStarwillhaveenhancedgraphicsandwilldisplayautomaticallyinthepropersizeonalldevices(Culture)
LMSAutomation• Thecreationofsingle-sign-onandcompleteintegrationofLMSandiStar.(Academic&Workforce
ProgramQuality)ERP9.2Upgrade
• UpgradingalliStarmodulestothelatestversion,whichincludestheunderlyingprogrammingcodetothelatestversion;alongwithimplementingOracle'sTalent/Recruitingsolution(Taleo).(StudentSuccess)
SIPImplementation/FaxReplacement• Replaceoldtelephonyconnectivitytoallowformorecapacityandredundancy.Willalsoallowforvoice
redundancyatcentersthatatthistimedoesnotexist.(Partnerships)FiberOpticNetworkRenewal
• Upgradecampusnetworkinfrastructuretoallowforaminimumof1Gtothedesktop.(FinancialResponsibility&Accountability)
OneDriveImplementationforFaculty/Staff/Students• Addfilestoragecapabilitytoofferunlimitedstorage.(StudentSuccess)
Strategy:SecurityTheseinitiativesstrengthenLoneStarCollege’ssecuritysystems,processesandapproachtoidentitymanagement.TwoFactorAuthentication
• Placeholder
EndPointProtectionReplacement
• Provideaservicetoguardagainstandeducateemployeesandstudentsaboutmalicioussoftware.(StudentSuccess)
DataCenterFirewallSecurity
• Implementinternaldatacenterprotectionwithnextgenerationfirewalls.(Culture)
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Strategy:ITFoundationTheseinitiativesmaintainLoneStarCollege’smajorsystemsandaward-winninginfrastructuretoensureitmeetsorganizationaltechnologyneeds.ServiceNowProjectManagementRe-Work
• BringourprojectmanagementappinServiceNowtocurrentversionandconfigurethenewapptomeetourcurrentneeds(FinancialResponsibility&Accountability)
Windows10Upgrade• ProvideupdatedsoftwaretobestmeettheneedsoftheFaculty,Students,andStaff.(StudentSuccess)
ClassroomTechnologyUpgrades• Monitorandimproveclassroomtechnologytomeetthechanginginstructionalneeds(Academic&
WorkforceProgramQuality)Computer/PrinterHardwareRefresh
• Maintainourestablishedrefreshcycleforcomputerandprinterhardware(Academic&WorkforceProgramQuality)
FinancialGatewayandCashManagement• ImplementOracle'sDealManagementsolutionthatallowsLoneStartocommunicate/integrate
withthird-partyfinancialinstitutions.(FinancialResponsibility&Accountability)Compliance
• Theimplementation/updatingofregulatory/complianceitemsforiStarastheyrelatetotheBusinessOffices,HR,StudentSuccessandCompletion.(FinancialResponsibility&Accountability)
WANCommunication• RenewalofWANinfrastructuretoallowforredundancytocenterswithadditionalfiberroutes.
(FinancialResponsibility&Accountability)CollegeDataCenterInfrastructureRefresh
• Upgradecampusnetworkinfrastructuretoallowforaminimumof1Gtothedesktop(FinancialResponsibility&Accountability)
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MajorPrograms
2016
2017
2018
2019
DataCenterFirewallSecurityProgram:ImplementinternaldatacenterprotectionValue:StrengthenintegrityandconfidentialityofdataRisk:Resourceallocations
ERPSystemUpgradesProgram:UpgradeallmoduleswithinERPandimplementTalent/Recruitingsolution(Taleo).Value:ProvidenewfunctionalitytoassistmeetbusinessobjectiveswhileminimizingownershipcostsRisks:Limitedresourcesandexpensive
BondConstructionProjects/ManagementProgram:ConsultwithadministrationtodesignandimplementtechnologyValue:IncreasefunctionaltechnologyinclassroomsandadministrativeareasRisks:Limitedresourcesanddependentonotherprojects
WANCommunicationProgram:RenewalofWANinfrastructuresValue:AddredundancytocenterstominimizeserviceinterruptionsRisk:Dependentuponoutsidevendorsandconstructionprojects
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Risks&IssuesThisdiagramreflectstheimpact&likelihoodofriskstothisITStrategicPlanwithmitigationstrategies.
ThisdiagramreflectsthepotentialimpactfutureeventsmighthaveonthisPlan.
Impact
High
Medium
Low
Low Medium High Likelihood
Risk:IncreasedITcostsMitigation:Centralizedpurchasing,standardizationofequipment,eliminationofredundancies,aggressivecontractnegotiations
Risk:FailuretoestablishITGovernanceMitigation:Strengthenexistingrelationshipsandcommunications
Risk:Projectcostoverruns,scopecreep,failuretomeetprojectobjectivesMitigation:PMmethodology
Risk:DifficulttorecruitorretaintalentedITstaffduetohighlycompetitiveITindustryMitigation:WorkwithHRtorestructureclassificationandcompensationstructure
MoreurgentneedLessurgentneed
Likelytogeneratemoreprojects
Likelytogeneratefewerprojects
SharedServicesGrowth
ContinuedGlobalExpansion
SuccessfulBondReferendum
DecreasedStateFunding
DecreasedEnrollments
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MetricsTheOfficeofTechnologyServicesusesavarietyofmetricstomeasureprogressandcompletionoftheITStrategicPlan.Theyinclude:KeyPerformanceIndicators(KPIs)onsystemandserviceperformance;surveysandfocusgroupsoncustomersatisfaction;andmilestonecompletiononprojects.Communicationofthesameisprovidedtofaculty,staffandadministratorsthroughdashboards,executivereports,updatesinthemonthlyOTSnewsletter,andface-to-facemeetings.BelowisasamplingofthevariousmetricsusedbytheOfficeofTechnologyServices:StrategicAlignment
• PaymentGateway(FinancialResponsibility&Accountability:ChangeLoneStarCollege’smerchantpaymentprocessingbankfromBankofAmericatoChase.)
• Taleo(Culture:ImplementOracle’sTalent/RecruitingsolutionintheCloud(onlineservice).)ServiceExcellence
• EducationalMilestones(StudentSuccess:Improvethevisibilityandeaseoffunctionalityforstudentstoidentifyandcompleteactionsforentrythroughcertifications/completions(pathwaysforSuccess).)
• HyperionUpgrade(FinancialResponsibility&Accountability:Enhance/Upgradebudgetingmoduletoallowfornewfeatures,functionality,andsecurity.)
Innovation
• LMSAutomation(Academic&WorkforceProgramQuality:Createsingle-sign-onandcompleteintegrationofLMSandiStar.)
• OneDriveImplementation(StudentSuccess:Addfilestoragecapabilitytoofferunlimitedstorage.)
Security
• EndPointProtectionReplacement(StudentSuccess:Provideaservicetoguardagainstandeducatestudentsandemployeesaboutmalicioussoftware.)
• DataCenterFirewallSecurity(Culture:Implementinternaldatacenterprotectionwithnextgenerationfirewalls.)
ITFoundation
• Windows10Upgrade(StudentSuccess:Provideupdatedsoftwaretobestmeettheneedsofthefaculty,students,andstaff.)WANCommunication(FinancialResponsibility&Accountability:RenewalofWANinfrastructuretoallowforredundancytocenterswithadditionalfiberroutes.)
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AppendicesAppendixA:OTSScenarioPlanningAppendixB:LoneStarCollege’sStrategicPlan2015-2020Technology-RelatedObjectivesAppendixC:ProjectManagementPortfolio2016-20119
ReferencesLoneStarCollegeStrategicPlanOfficeofTechnologyServicesITStrategyITOperationsFrameworkDisasterRecoveryPlanOTSCommunicationPlanInformationSecurityPlan