Strategic Plan Template - MITleveraging MIT’s technical expertise and experiences. Programs...

Information Services and Technology FY 2005 Operational Plan

STRATEGIC PLANfor Information Services and Technology

VISION STATEMENT: [A statement about a desired future state. Includesthe perspectives of key stakeholders..]

MISSION STATEMENT:

IS&T’s mission is to provide the highest quality and most cost effective informationservices, support, and technology consistent with the resources and needs of the MITcommunity in collaboration with all other groups providing IT services throughout theInstitute.

To fulfill our mission, our activities will be guided by several key strategicthemes.

STRATEGIC THEMES:

♦ service orientation – understanding the goals and missions of the peopleand organizations at MIT to foster a collaborative environment for solvingproblems and planning for future information technology needs;

♦ technological innovation and leadership – generating the ideas andexperiments that will lead to the next generations of IT services;

♦ excellence in project execution and management – on schedule, on budgetdelivery of hardware and software systems that meet or exceed clientexpectations;

♦ a high degree of fiscal responsibility coupled with sound financialmanagement;

♦ personnel development – giving each member of the IS&T community theopportunity to contribute to the full extent of his or her capabilities.

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Strategic Objectives

Serviceto

Clients

Technologyand

Leadership

FiscalResponsibilityand FinancialManagement

Effective andEfficientProject

Execution andManagement

PersonnelDevelopmen

t

VP – Advance aunifiedcommunication effort

X X

VP - Communicate/educate MIT inregard to the needfor a consistentarchitecture

X X

VP - Adopt aconsistent projectmanagementmethodology

X X X

AC – Preferredpartner w/facultyand the academiccommunity

X

AC – Providetechnology enabledspaces and platforms

X X

AC – Advocate andsupport the develop-ment and adoption ofsustainableeducational softwarethat will leverageMIT’s infrastructure

X X

AC – Enable, supportand exert globalleadership ineducationaltechnology

X

AD –Leverage/integrateenterprise- wideprocesses andadministrativesystems

X X

AD – Provideconsistent/common,easily accessibleinterface

X X

AD – Enable/leveragethe use of 3 rd partytools

X X X

CS – High performingclient services &multiple modes ofinteraction

X

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Strategic Objectives

Serviceto

Clients

Technologyand

Leadership

FiscalResponsibilityand FinancialManagement

Effective andEfficientProject

Execution andManagement

PersonnelDevelopmen

t

CS – Create Capacitythrough innovation,Service, Process

X X

CS – Foster stafftraining anddevelopment

X X

OIS – Ensure that theinfrastructureservices are highquality andubiquitous

X X

OIS – Server OpsEnvironment

X X X

OIS – Partner withother OIS ITproviders at MIT

X

TS – Delivertraditional telephony

X X X

TS – Integratecommunicationscapability

X X

SS – Effective servicedelivery – finance,administration

X X X

SS – Effective servicedelivery – HR

X X

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STRATEGIC PLANfor Information Services and Technology

Cross- cutting Strategic Objectives (for all IS&T groups):

1. 2.

3. 4. 5.

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Functional Area: Vice President’s Office

Mission: The Vice President’s Office’s will provide general support todepartmental activities and supervise projects that span functional areas. Staffwill focus on change and change management to assist in innovation indepartmental activities.

Strategic Objectives:

1. Advance a unified communication effort that satisfies the need for internaland external cohesiveness and promotes IS&T services and activities.

2. Communicate/educate MIT in regard to the need for a consistent ITarchitecture.

3. Improve on time, on budget project execution that meets client needs byadopting a consistent project management methodology.

Programs FTEsStrategicCommunications

.5

Project Management .5ITAGSpace PlanningIS&T Leadership 5.0IS&T Special Projects N/A

Objectives

Programs

Advance aunified

communicationeffort

Communicate/

educate MITin regard to

the need for aconsistent

architecture

Improve on time,on budget

project executionthat meets client

needs byadopting aconsistent

projectmanagementmethodology

StrategicCommunications

High Impact High impact Medium impact

ProjectManagement

High impact

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ITAG High impact Space PlanningIS&T LeadershipIS&T SpecialProjects

Program: Strategic Communications

Service/Activity/Project:

I. Strategic Communications PlanGoals:

•

II. Workplan for Communications team

III. IS&T Communications Calendar

IV. Branding for IS&TGoals:

• Design and publish new IS&T Logo including style guideby end of August 2004

• Develop template and ECAT catalog to purchasestandard IS&T Business Cards online by September 30,2004

• Develop and publish guidelines for IS&T e- mailsignatures by the end of August 2004

Program: Project Management

I. Project ManagementGoals:

•

Program: Information Technology Architecture Group (ITAG)

I. ITAGGoals:

•

Program: Space Planning

I. Infrastructure space plans – including telephone rooms Goals:

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•

II. Internal IS&T restructuring

Functional Area: Academic Computing

Mission: Academic Computing’s purpose is to promote and enabletechnology -based education at MIT. In conjunction with other IS&T groups andMIT units, we provide a range of services to support the planning, adoption,integration and implementation of IT to meet the needs of academic programs,faculty and students.


1. Become preferred partner with the faculty and academic community forinvestigating, applying and communicating appropriate technology fordiverse educational priorities.

2. Provide technology enabled spaces and platforms which are flexible andtuned to MIT curriculum and scholarly needs.

3. Advocate and support the development and adoption of sustainableeducationally valuable software that will leverage MIT’s infrastructure.

4. Enable, support and exert global leadership in educational technology byleveraging MIT’s technical expertise and experiences.

Programs Program Budget FTEsSoftware Tools $ 586,750 3.25DLC Consulting $ 843,750 7.25Space and Platforms $ 2,369,250 5.95OKI $ 283,750 2.25

Objectives

Programs

Becomepreferredpartner

w/facultyand

academiccommunity

ProvideTechnology enabled

spaces andplatforms

Advocate andsupport the

developmentand adoptionof sustainableeducationally

valuablesoftware that

leverages MIT’sinfrastructure

Enable,support andexert globalleadership

ineducationaltechnology

SoftwareTools

HighImpact

Medium High impact Low Medium

DLCConsulting

High Medium High Low

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Space andPlatforms

Medium High Low Low Medium

OKI High Low High High

Program: Software and Tools


II. Software Licensing and AcquisitionGoals: (Align with Strategic Objective 3)• License selected software appropriately each semester. We

license a number of software applications; Mathematica, Matlab,Maple etc. The quantity depends on the software licensingreview. [Dependency on CSS and OIS for software licensingand deployment.]

• Develop a plan for extending MIT- held licenses for selectedsoftware to student and faculty machines by December2004. [Dependency on CSS and OIS for software licensingand deployment.]

III. Software deployment and distributionGoals: (Align with Strategic Objective 3)• Conduct Education software release engineering (Athena).

[Dependant on OIS.]• Redefine the process for laptop academic software

configuration and deployment by March 2005.• Configure laptops with appropriate software. At the start of

each semester Academic Computing will provide up to 160laptops, at the direction of the Dean of UndergraduateEducation, to students who do not have access to theappropriate software in order to participate in classes usinglaptop technology in teaching and learning.

IV. Software review and evaluationGoals: (Align with Strategic Objective 3)

• Pose an evaluation process for education software by Oct2004

• Evaluate three tools for piloting for Oct 2004• Pilot selected software by Spring 2005• Report on the viability of open AFS for key academic

software by Sep 2004• Prepare an operating systems strategy plan by Jan 2005

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V. Support course management systems (CMS)Goals: (Align with Strategic Objective 3)

• Align functionally of MIT’s Course Management Systemsby Jan 2005

• Conduct usability on SAKAI Gradebook by Dec 2004.[Dependant on delivery of TPP and Sakai framework fromproject architecture team.]

VI. SoftwareTool DevelopmentGoals: (Align with Strategic Objective 3)

• Create a plan for tool development • Identify tool requirements • Resource activity in one tool area by Nov 2004

VII. Software Service DevelopmentGoals: (Align with Strategic Objective 1 and 3)

• Propose service development plan by Aug 2004 Identifyeducational service requirements for a digital repositoryand for High Performance Computing (HPC) by Jan 2005

• Deliver two services by Mar 2005• Deliver High- Performance Mathematica by Fall 2004• Implement web interface to GIS data resources by June

2005 to increase usability and access.• Map UI for political science in consultation with faculty

Pis.

VIII. Investigate upon request the application of software and tools for teaching.

Goals: (Align with Strategic Objective 1 and 3)• Review field geology by Dec 2004• Develop HPC usage models to enable effective utilization

in teaching. [Dependancy on OIS]• Investigate the value of software application, Inquiry, for

use in bioinformatics courses by Dec 2004.• Investigate Flashbacks (math learning objects) by Oct.

2004.

IX. Development of infrastructure/environment for sustaining educational initiatives

Goals: (Align with Strategic Objective 3)• Deliver initial requirements document based on current

landscape of educational technology initiatives by Sep2004

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• Identify common software (productivity and professionspecific) that can be migrated for use in the educationalenvironment by Dec 2004 (Worldware)

• Publish a resource guide for academic softwaredevelopment by April 2005.

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Program: Educational Technology Consulting


I. HPC ConsultingGoals: (Align with Strategic Objective 1)

• Identify the requirements for supporting the faculty classroomuse of HPC environments.

II. Stellar SupportGoals: (Align with Strategic Objective 1)

• Conduct new faculty orientation Sept 2004• Host four IAP Sessions during Jan 2005. Target audience

is 100 or more participants.• Develop a plan for academic department training on

request Oct 2004• Provide ongoing tier 3 support [Dependency on CSS]

III. Support Faculty Use of Mathematics SoftwareGoals: (Align with Strategic Objective 1 and 3)

• Convert Mathematica notebooks for 16.21 by Sept 2004• Redesign and diversify Matlab training for classroom

and self- paced delivery by Oct 2004.• Provide ongoing MathML support [Dependency on OIS

for establishing browser standards]

IV. Conduct Outreach and CommunicationsGoals: (Align with Strategic Objective 1 and 4)

• Develop AC communication and engagement plan inalignment with overall IS&T strategic communicationplan by Oct 2004

• Present 6 Crosstalk seminars on educational technologyinitiatives during the academic year

• Communications for academic software and services• Maintain routine publication of articles and news to the

Ed Tech Times Newsletter. • Develop orientation materials for new faculty and

students by the end of Aug 2004 • Develop a communication plan for Academic computing

training and services by September 2004

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V. GISGoals: (Align with Strategic Objective 1 and 3)• Use EAP profiler in courses by Fall 2004

Program: Spaces and Platforms


I. Provide academic computing spaceGoals: (Align with Strategic Objective 2)

• Do a current assessment of spaces by Oct 2004• Determine future priority needs by Oct 2004• Complete redesign of 4 cluster spaces (W25- 575D, 56-

129, 51- 075, Haden library) by Sep 15, 2004. Completeassessment by May 31, 2005.

• Incorporate new media center into academic clusterservices model

II. Provide education platform Goals: (Align with Strategic Objective 2 and 3)

• Renew planned Athena workstations by Oct 2004• Conduct DLC needs assessment by Dec 2004 • Explore and provide solutions for managed Windows

environments for teaching [OIS Dependency]• Reassess business model for providing central

management of machines by Mar 2005 [OIS Dependency]

III. Laptop ProgramGoals: (Align with Strategic Objective 2 and 3)

• Provide 160 machines to support students in at least 4courses by Fall 2004

• Work with DUE on information for perspective studentsto encourage ownership April 2005

• Plan for Laptop sustainability • Survey faculty to determine core software needs for

laptops by Sep 2004 [See Software and Tools Activity II]

IV. Investigate new technologies and approaches of supportingtechnology

enabled learning that are relevant for both formal and informallearning

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environments.Goals: (Align with Strategic Objective 1 and 2)

• Report on current tablet experiments by Nov 2004• Select new projects for tablets and collaboration by Dec

2004• PRS – Explore requirements for supporting Personal

Response Systems used in classes by Feb 2005.• Develop opportunities to collaborate with AMPS for

provision of multi media services for local and distanceeducation. Report by April 2005. [Dependency on AMPS]

V. Leverage cable TV distribution channels to distribute educational content.

Goals: (Align with Strategic Objective 3)• Receive and distribute video content via narrow cast

satellite via an IP backchannel. Complete Phase 2 of theproject by January 2005.

VI. Identify faculty needs.Goals: (Align with Strategic Objective 1)

• Inventory the departmental labs and educationaltechnology and report to the deans of SOS and SHASS bySep 2004.

• Inventory teaching software by Oct 2004

Program : OKI


I. OSID Work

Goals: (Aligns with Strategic Objective 3 and 4)• Create and publish XML description for programming

language neutral OSIDs by Oct 2004• Establish Microsoft engagement environment by Oct

2004• Create formal relationship with OKI/PhP (Harmoni) • Support new external language binding with Smalltalk

[External funding dependant]• Develop OSID 2.0 Java development docs by Sept 2004• Publish OSID UML diagrams • Do Microsoft /Sun “Pandora” work

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• Develop OSID installation guidelines • Develop Lionshare DR implementation • Develop Celebrate DR implementation • Develop OSID v 3.0 by July 2005• Create new OSIDs for tools/user preferences,

simulation/ lab/gaming, and E-portfolio

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II. Develop OKI support community

Goals: (Aligns with Strategic Objective 3 and 4)• Move JAVA binding support to external community • Manage SourceForge Participation in JELC • Manage OKIproject.org • Draft governance structure and develop prospectus

organizational options and budget by Oct 2004• Influence international specs and standards

organizations • Develop communications and outreach plan • Submit 3 articles for publication

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Functional Area: Administrative Computing

Mission: Administrative Computing’s purpose is to bridge expertise in bothtechnology and business areas to provide systems and services that supportenterprise- wide and departmental business functions.


1. Leverage/integrate enterprise- wide processes and administrative systemsacross MIT to make information available to clients in a comprehensivemanner that facilitates distributed decision making.

2. Provide consistent/common, easily accessible interface to simplify howclients do their work.

3. Enable/leverage the use of 3 rd party tools that work within the frameworkof MIT’s infrastructure.

Programs Program Budget FTEsDepartmentalServices / Support

$ 1,401,250 4.78

Enterprise Services /Support

$ 6,466,000 49.02

AdministrativeComputingHeadquarters

$ 249,000 0

Objectives

Programs

Leverage/integrate enterprise-

wide processesand

administrativesystems

Provideconsistent/comm

on easilyaccessibleinterface

Enable/leverage the use of 3 rd

party toolsthat work w/i

MIT’sinfrastructure

DepartmentalServices /Support

Low impact Low impact Low impact

EnterpriseServices /Support

High impact High impact High impact

AdministrativeComputingHeadquarters

Mediumimpact

Program: Departmental Services / Support


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I. Improve Departmental Business ProcessesGoals:

• Assess with Parking Office, HASS, DAPER, ECAT,President's Office, and Resource Development needsfor current year. Meet with stakeholders for each of theDepartmental Systems which AdminComp hasresponsibilities for to review and set expectations forFY05 by the end of September. These systems includeParking Pass Web Site, HASS-D Lottery, PE Lottery, ECAT,Events Calendar, and the Corporation Database. Needsassessment must be agreed by both parties.

II. Sustain Administrative SolutionsGoals:

• Admin Desktop Renewal & Preventative Maintenance.Write report on initial year of Admin Comp DesktopPreventative Maintenance Program by the end of August2004. Include proposals for changes to program forFY05. Set date to present and discuss with PatriciaBrady.

Program: Enterprise Services / Support


I. HR/Payroll ProjectGoals:

• Complete blueprint for payroll phase. Produceblueprint (detailed design) documents for time collectionand evaluation, and payroll processing by end of Nov'04. Blueprint includes all system related tasks.Documents to be reviewed and approved by projectmanagement.

• Develop detailed test plan for payroll phase. Producedetailed testing plan, including unit and integrated testscenarios, by end of April '05. Plan to be approved byproject manager and QA team lead.

• Complete realization for payroll phase. Complete allconfiguration and development tasks by end of June '05.System is ready for functional, integration, and paralleltesting.

II. EHS ProjectGoals:

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• Go- live with Web Manual / Homepage Phase II.Expand the online manual of MIT's official EHS policiesand procedures beyond minimum EPA requirements.Add links to all EHS related web sites, e.g. emergencyresponse, and transactions. By end of Oct '04.

• Go- live with PI Space Registration Phase (Campus).Provide specified functionality (including testing, trainingand support) re DLCs, principal investigators, rooms,hazards, and emergency contact info. By end of Oct '04.

• Go- live with Findings Phase (Campus). Providespecified functionality re tracking and maintainingrecords of inspections and incidents by end of Feb '05.Solution will be measured against Consent Decree duringsix months period following final delivery.

• Complete realization for Training Needs Assessment(Campus). Complete configuration and development tomeet specified requirements re determining trainingrequirements, providing training, and recording thattraining was completed by end of June '05.

III. Improve Enterprise Business ProcessesGoals:

• Go- live with Plant Maintenance phase 2 (for Housingand Utilities). Extend SAP PM work order managementfunctionality to Housing and Utilities by end of March'05. Success measures will be: SAP used by allorganizations for PM functionality; Maximo retired;minimum unscheduled systems outages; and sponsoracceptance.

• Go- live with SAPbud project to replace NIMBUS.Provide specified functionality for FY06 budget cycle (bythe end of Dec '04). Success measure will be use ofSAPBud for FY06 budget process rather than NIMBUS.

• Expand IXOS usage. Expand use of IXOS Archiveservices with SAP business solutions. Implement archivalof HR documents as defined and scheduled by HR-Payroll Team to be available for testing by 30- June-2005.

IV. Sustain Enterprise Administrative SolutionsGoals:

• Install SAP Web Application Server (WAS). Install anddeploy the SAP Web Application Server (WAS)functionality into the SAP R/3 landscape by March 2005.

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The introduction of WAS is intended to allowAdministrative Computing to commence its transitionfrom the use of the SAP Internet Transaction Server (ITS)by leveraging SAP's strategic java- based web servicesenvironment to deploy HR-Payroll functionality to theweb.

• Update SAP Fall 2004 Infrastructure. Update thevendor software components of all Campus SAP systemsby mid- October 2004. The scheduled updates to the SAPsystem databases, Application Servers, ApplicationAddOns, and SAP component Support Packages addressthe pending calendar year- end desupport for the currentSAP database release and they position the SAP systemsto support the deployment of EH&S and thecommencement of the HR-Payroll project's realizationphase.

• Upgrade ITS. Upgrade SAP's Internet Transaction Server(ITS) from release 6.10 to 6.20 and migrate platformfrom Windows NT to RedHat Linux Enterprise 3.0 inSeptember 2004. Success measured by acceptance ofimpacted web functionality by business process ownersand acceptance of security of new infrastructure by ITAG.

• Admin Computing Systems at MIT . Inventory existingEnterprise Administrative Computing systems. Initialprototype efforts to be pursued with two of the centraloffices by 1- November- 2004. Through May 2005continue to evolve the format /content and attempt toidentify all Enterprise Admin Systems. Success measuredby acceptance by Admin Comp Director and/or AdminComp Leadership Team.

Program: Administrative Computing Headquarters


I. Organizational Architecture and Program ManagementGoals:

• Develop and deliver Project Manager training. Developand deliver first session of intro to project managementcourse as well as existing MS Project class, to AdminComp Project Leaders and Team Leaders by end of Sept04. Review with participants by end of December toevaluate content and effectiveness in application.

• Develop annual training plan for Admin Comp staff.Develop conference schedule for Admin Comp staff.

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Develop plan to report back on conference & otheritems to staff (via peer groups, lunch meetings, 1/2day meetings). Develop annual training plan for all staffby end of August. Plan outlines proposed training foreach staff member for FY. Develop conference plan byend of August. Plan includes conferences and proposedattendance. Also requires knowledge sharing (emails,live presentation, etc.) by attendees to Admin Compstaff, IS&T Managers, or others as seems appropriate.Plans will be adjusted over time.

• Develop Intellectual Capital Database. Developdocumentation standards and procedures to create anaccessible and searchable database for projectdocuments.

II. Performance Management Goals:

• Complete "6 Conversations” for All Admin Comp staff.Complete and document "6 Conversation" tasks (annualgoals, 4x90 day plans, annual review) for all IS&T AdminComp staff. Tasks will be measured as percentagecomplete as determined by Competency Group. Thetarget is 100% compliance within two weeks of the endof each period.

III. HERUG 2005 ConferenceGoals:

• Host conference with Controller in March '05.Plan/arrange for logistical and content aspects of fourday conference for 30- 40 universities and ~120attendees. Includes coordination with two otheruniversities and SAP. Success measures will be universityrepresentation as a percentage of target attendance aswell as the results of a conference evaluation survey.

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Functional Area: Client Support Services

Mission: Client Support Services’ purpose is to collaborate with MIT faculty,students, and staff to support and maximize their effective use of IT services andtechnology in fulfillment of MIT's mission. The range of Client Support Servicesconsists of departmental technical support, initial contact and problem resolutionthrough help services, training, communication and consultative assistance tothe community, software products, and client security preparedness andresponse.


1. Provide prompt, accurate, professional resolution of client requests bymeans of the most effective interaction modes (multiple dimensions).Serve as the front door to IS&T services and tap expertise across theorganization. [aligns with IS&T Strategic Theme – 1]

2. Create capacity to meet the evolving, increasing IT needs of MIT clientsthrough:Innovation (Knowledge Base, Content Management Systems)New services (Software, Hardware, Transactions)Process (escalation improvements, procedures, workflows for problemresolution, combined/integrated services[Aligns with IS&T Strategic Themes 2, 3, 4]

3. Commit, in each objective, program, project in CSS, to integrate and fosterprograms for staff learning and development [Aligns with IS&T StrategicTheme 5]

Programs Program Budget FTEs Direct Services toDLCs $ 1,834,263 19.81Support Services toindividuals $ 2,653,631 27.90Relationships,CommunityOutreach andCommunication

$ 957,263 10.50

3 rd party softwareservices &processes

$ 601,255 6.73

Improve Processes& technology forclient support $ 550,386 6.29

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Objectives

Programs

Highperforming

client services& multiplemodes of

interaction

CreateCapacitythrough

Innovation,Service,Process

Foster stafftraining anddevelopment

Direct Servicesto DLCs


SupportServices toindividuals


Relationships,CommunityOutreach andCommunication

High impact Mediumimpact

3 rd partysoftwareservices &processes

Medium impact High impact

ImproveProcesses &technology forclient support


Program: Direct Services to MIT Departments, Labs and Centers


I. Provide Departmental IT Resources (DITR) for subscribing departmentsGoals:

• Go where the client is: extend DITR offerings to five additionalunits in FY05

II. Provide Web Communication Services for consulting and developmentGoals:

• Ensure better communication and coordination of Webdevelopment services across PSB, AMPS, and IS&T units;assess client satisfaction for Web clients in Q1.

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• Work toward a set of new technologies and processes, inconjunction with the MIT Home Page team, Web Developmentin Admin Computing, staff in OIS and others, that willdramatically improve web services to MIT and to individualdepartments, labs and centers.

III. Provide Department specific, directed training as neededGoals:• Create “training on the go” programs for applications and

security outreach; provide four departmental training/outreachactivities by the end of Q2.

IV. Provide IT Security Support for departments, labs and centers.Goals:

• Realize the original vision for IT Security Support byconducting outreach and security training for at least fourdepartments in FY04 and through communications outreach –technologically, explore the use of technologies for web pagesubscription services

V. Provide Usability services to projectsGoals:

• Redesign the Usability Lab by the end of Q1. The lab shouldbe hosting usability testing in its new space by October 15.

VI. New investigations: (e.g. Account Manager role with IS&T VP) Goals:

• Investigate new relationship models; with IS&T VP Office,build the Account Manager model with one client departmentin Q1. Based upon the assessment of the pilot with DSL/ES,IS&T will make a determination regarding the role and thework across all of IS&T.

Program : Support Services to individual clients


I. General Computing Help Services (excluding hardware repair) Goals:

• Improve IS&T support for hand- held devices (PDA’s, Blackberries,etc). Work with OIS and clients to determine best approach andmost requested services. Pilot tests with faculty using Blackberryand Palm OS devices is underway in Q1; assessment will be madefor broader service support based upon the experiment results.

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• Improved presence for IS&T through experiments in the mainbuilding (IS&T cart in Lobby 7 for example). Develop experimentin Q1 after N42 combined service center is in operation. Look toincrease visibility of IS&T services in main group of MIT buildingsin Q1.

• Leverage new technologies; use capabilities in Request Trackerand Request Tracker FM to improve responsiveness andresolution of client cases. Improve problem resolution numbers –client satisfaction response and percentage of problems resolvedin less than one day. Compare Q2 numbers in FY05 to Q2numbers in FY04.

II. Hardware RepairGoals:

• Will relocate hardware repair to N42 in Q1 and will beginto form a combined marketing strategy with walk- ins,the MCC, etc. for consolidated in- person services.

III. Provide IT TrainingGoals:

• Benchmark IS&T training programs with colleague institutions(e.g. Stanford), create Training Dashboard for managementinformation, set a goal of benchmark data for Q3. Work withHR and others to move the E-Learning project forward in Q2.

III. Provide Adaptive Technology support to the community: ATICGoals:

• Provide ongoing assistance and operations for members ofthe community who need these services.

Program : Relationships, community outreach and communications to IS&Tclients.


I. Extend CSS relationships across campus: IT Partners, User GroupsGoals:• Work in the client context and language – know the client’s

agenda. Engage communications / outreach to clients throughadvisory groups, client participation in CSS projects, usability.Use the client context for Request Tracker, Request Tracker FM,Content Management System project management to insureclient context and input. Use a project follow- up six monthsafter each roll - out to assess client context.

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• Work closely with IT Partners to sponsor monthly lunches and atleast two larger conferences in FY05.

II. Provide clear, client focused communications and documentation:Publishing,

MIT Home Team, IS&T Web team. Goals:

• Create improved communication templates for standard CSSmessages by the end of Q3.

• Develop the right blend of electronic and papercommunications, in conjunction with the IS&Tcommunications team. Present a preliminary analysis to IST-LT in Q2.

• Develop consistent communication paths and protocols toclient communities

Program : 3 rd Party Software services and processes


I. Provide Software Licensing servicesGoals:• Assess demand for new software products in Q1.

II. Provide Software Release servicesGoals:• Engage the community and IS&T staff to determine the number,

the timing, and the range of software releases that supportInstitute processes.

III. Provide software distribution servicesGoals:• Redesign software distribution processes, leveraging new

technologies with a goal of product distribution to clients within48 hours of receipt of request. With the implementation of newmanagement technologies for software request and distributionin Q1, the distribution goal will be measured at the end of Q2.

• Complete the redesign of the software request, fulfillment, andinventory system by the end of Q2.

Program : Improve processes and technology for client support:


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I. Request Tracker project (CSS Developer and Tooltime team)Goals:• Complete the implementation and migration from Casetracker to

Request Tracker by the end of Q2.

II. RTFM/Knowledge Base (CSS Developer and Tooltime team)Goals:• “Solve a problem once . . . Use the solution often. “Begin to

populate the internal Knowledge Base for CSS with an initial goalof 200 contributions by the close of Q2. Track problemsubmissions and work on alternatives to provide support duringoff hours and weekends.

III. Content Management System project: to begin project in Q1Goals:

• Launch project to implement a Content Management System,including the project scope, project management, resourceallocations and timelines in Q1.

IV. With OIS staff, explore and conduct experiments to improve remote Management of desktops. This ties closely with the second CSSprogram; services to individuals and will involve DITR, Computing Help, OIS staffand cohorts in the client community. This has high impact potential for responsiveness, problem resolution, and client communication.

Goals:• Define the project, determine the client need and acceptance,

and explore technical feasibility in Q1 and the first part of Q2;conduct experiments with clients by the end of Q2.

V. With Telephony, begin Automatic Call Distribution (ACD) projectGoals:

• Scope and organize the project in Q1; determine theresource estimates and then reach an IS&T- wide decisionon the project priority.

VI. Continue effort to move CSS internal systems from Filemaker; (e.g. migrate Product Front Doors, complete migration of VolumeSoftware Licensing to Shopsite).

Goals:• Move CSS internal systems and tools to robust,

supportable platforms.

VII. Develop a methodology for the transition of projects from development

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to support operations

Goals:• Work with IS&T units to create cross- organizational

participation on projects and to improve the migration ofprojects to supported operations. Work to have CSS staff oneach five new projects entered in the project database throughQ2.

VIII. Continue development of Knowledge Centered Support (KCS) processGoals:

• Develop a set of CSS-wide activities in Q1 that will movethe organization toward an KCS focused organization.

IX. Create more flexible staffing resources for the N42 Combined ServiceCenter.

Goals:• Provide staff mobility and training to cross- train staff who will

work in the Combined Service Center – provide cross- trainingopportunities for PC Service, Walk- ins, MCC. Enable theService Center to be staffed by 2 or 3 staff interchangeably bythe end of Q2.

X. Complete the transition to new facilities in W92 & N42, the CombinedService

Center in N42. Goals:

• Be in full operation by September 1, 2004 for training in W92.• Be in full operation by September 1, 2004 for ‘service front

door’ in N42.

XI. Begin the “hot technologies” lab service for clients and staff. Goals:

• Provide access through the Hot Tech Lab (now proposed).Conduct experiments for a Hot Tech Lab to offer newtechnology experimentation to clients and staff. Create lab inQ2 and offer the service in Q3.

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Functional Area: Operations and Infrastructure

Mission: Operations and Infrastructure Services’ purpose is to provide the MITcommunity with the fundamental IT services such as network and network- basedapplications, service operations and data aggregation and administration tosupport the full range of academic, research and administrative activities TheOperations and Infrastructure Services teams work collaboratively with all otherIS&T teams to ensure the highest level of support and service to MIT’s students,faculty and staff.


1. Provide a highly functional and feature rich set of communicationservices which meet our diverse community’s needs and remaincurrent with emerging technology.

2. Ensure that the infrastructure services are high quality and availableubiquitously.

3. Provide an efficient, reliable and economic server operationsenvironment.

4. Partner with other MIT IT providers to ensure that their operationsand infrastructure service needs are met in an effective and efficientway.

Programs Program Budget FTEsMajor Bldg Projects $ 155,521 2Wireless Campus $ 155,522 2Network Operations $1,646,872 5.90Wired Campus $1,121,468 3Infrastructure Svcs(network- basedapplications)

$4,573,401 33.75

Server Management $2,886,246 17.70Admin SW & HW $3,209,295 0

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Objectives

Programs

High Quality DataCommunications Services

Efficient Server Operations

Collaboration w/ other IT providers

Major BuildingProjects

High impact High impact

Wirelesscampus


NetworkOperations


Wired Campus High impact High impactInfrastructureServices

High impact Mediumimpact

ServerManagement


Admin SW &HW


Program: Support for major building projects


I. Brain and Cognitive SciencesGoals:

• Provide telecommunications and network services fornew Brain and Cognitive Sciences building.

• Initial core building network services for September 2004with building wide network and telecommunicationservices by September 2005.

• Establish Client Manager Relationship by August 31 st,2004 to ensure all IT needs (existing and emerging) arepursued.

II. Broad BuildingGoals:

• Provide telecommunications and network services fornew Broad Building.

• Expand MITnet to the new building by second quarter ofFY2004.

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III. Support 1 to 3 Large ProjectsGoals:

• Provide telecommunications and network services asrequired

IV. Keeping it runningGoals:

• Provide the continuing support and maintenancenecessary to keep the telecommunications infrastructureup and running.

Program: Wireless Campus


I. Completion of the campus by the end of FY05Goals:

• Upgrade or replace approximately 800 wireless accesspoints to 54Mb/s by September 2004

• Provide complete wireless coverage to all campusbuilding excluding resident halls by June 30 th, 2005

II. Additional coverage in the dormsGoals:

• Develop a plan in conjunction with housing to addadditional wireless coverage to the dormitories byDecember 31 st, 2004

• Add the necessary additional wireless units to expandthe wireless coverage within the dormitories based onthe plan developed with housing. by June 30 th, 2005

Program: Wired Campus


I. Upgrade remaining 10Mb/s backbone links and entry devicesGoals:

• Replace remaining 10Mb/s building uplinks with either100Mb/s or 1000Mb/s uplinks by June 2005

• Retire aging router platform by June 2005• Replace older repeater based building backbone with

switched technology by June 2005

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Program: Network Operations


I. Backbone switch upgrade Goals:

• Upgrade MITnet core backbone switch to 10 Gb and aredundant configuration by January 2005

• Eliminate MITnet backbone switch single point of failureby January 2005

II. Disaster recoveryGoals:

• Develop and implement a plan to provide disasterrecovery for critical infrastructure components andMIT’s presence on the Internet by June 2005

• Provide disaster recovery solutions for key infrastructureservices include DNS, authentication, Web and e- mailrouting by June 2005

III. Server hardware upgrades Goals:

• Upgrade aging and underpowered server hardware tomore recent supported versions by March 31 st, 2005

IV. Network Path redundancy Goals:

• Add redundancy to critical networks and services bydeveloping dual diverse paths for each backbone routerto two distinct backbone switches and from core routersto critical building network entry equipment by April2005

• Use additional network redundancy to augment disasterrecovery strategy for key services by June 2005

V. Keeping MITnet runningGoals:

• Maintain and support the MIT campus networkthroughout the fiscal year

VI. Redundant fiber pathway from W92 to E19Goals:

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• Construct an independent and direct single mode fiberpathway from W92 to E19 in order to avoid single pointsof failure in NW12 and Building 24 by April 2005

VII. Post office redundancyGoals:

• Implement a redundant set of post office servers withreplicated storage and hardware to provide for failover inthe event of a disaster or failure in the W92 computerroom by April 2005.

VIII. Migrate MIT search engine from Inktomi to Google

Goals:• Migrate the current MIT search service used on

web.mit.edu and other campus web servers from theInktomi search engine to the Google search appliance byJune 2005.

Program: Infrastructure Services


I. Hardware and software upgrade for EDIGoals:

• Upgrade EDI server hardware, software and database tosupported versions by April 2005

II. Replace Templar software with 3 rd party or internally developedsolution

Goals:• Provide a more robust and scalable template solution for

interoperability with SAP by April 2005

III. Provide desktop archiving solution for use by OSP and/or the Treasurer’s office

Goals:• Extend the IXOS archiving solution to DLCs outside of

CAO and leverage our significant investment in the IXOSproduct and provide a more efficient archiving methodto replace the current paper archiving done in theseDLCs by April 2005

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IV. Working with the HR/Payroll project to develop data integrationplan for

providing the SAP HR data from the Data warehouseGoals:

• Work with the Controller’s Accounting Office and MIT HRto identify the business requirements for new HR/Payrolldata in the Data Warehouse, and use these requirementsto ensure a smooth transition to SAP as the system ofrecord for HR data by June 2005

V. Design and implementation of the next phase of AAUDEGoals:

• Build upon the work of the initial AAUDE effort tocontinue to develop an integrated reporting solution forthe participating Universities by April 2005

VI. Design and implementation of a Data Warehouse solution forCOFHE

Goals:• Work with COFHE to develop their requirements for a

Data Warehouse solution and begin implementationbased on those requirements by April 2005

VII. Migrate production Data Warehouse environment from DigitalUnix

Tru64 with Oracle 8.1.7 to Sun Sparc Solaris with Oracle 9i Goals:

• Upgrade the Data Warehouse operating environment to amore modern higher performance solution by January2005

VIII. Develop and release Athena version 9.4Goals:

• Develop Athena release 9.4 for Linux and Solarisplatforms providing Operating system upgrades andupdates to 3 rd party software packages by June 30, 2005

IX. Develop and release Kerberos 5 version 1.4Goals:

• Development and release of Kerberos 5 version 1.4 forMacintosh, Unix and Windows by June 2005

X. Develop and release WIN.MIT.EDU version 5.0Goals:

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• Develop and release version 5.0 of the WIN.MIT.EDUsoftware packages, providing updated Operating systempatches and 3 rd party software by June 2005

Program: Server Operations


I. Expand TSM capacity to provide more robust backup solution forIS&T

serversGoals:

• Enhance and expand the existing TSM backup service toprovide a viable backup solution for servers, which todayperform the backups through directly attached tapedrives by April 2005

II. Upgrade MITVMA/C software, including the DB2 database, tomaintain

vendor support (pending client scheduling)Goals:

• Upgrade the DB2 databases supporting Payroll andProperty from version 7.1 to 7.3 by June 2005.

• Upgrade the z/VM operating system from version 4.3 to4.4 by June 2005.

III. Upgrade HP SAN infrastructureGoals:

• Update our existing HP SAN environment to a highercapacity and more stable configuration by January 2005

IV. Identify new hardware software platform for enterprise serversGoals:

• Evaluate and identify a new hardware software platformfor enterprise services, potentially Linux by March 2005

V. Administrative and Academic Server hardware upgradesGoals:

• Upgrade aging and outdated server hardware to higherperformance and more recent supported versions byJune 2005

VI. Maintain and support the Administrative and Academiccomputing

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environmentsGoals:

• Provide the support, maintenance, upgrades and fixesnecessary to keep the Administrative and Academiccomputing environments running

VII. Maintain Data CenterGoals:

• Provide operational support for servers (includinghardware installations systems monitoring, backups),co- location services, and central print services

• Plan for longer term utilization of current DOST staff byexpanding roles and incorporating professionaldevelopment as needed

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Functional Area: Telephony

Mission: Telephony’s purpose is to provide robust, reliable, cost effective, andintegrated telephony services (voice, voice mail, conference calls, etc.) to the MITcampus community. Ongoing/recurring activities include maintenance, repair,and documentation of the telephone infrastructure including the 5E switch,handling customer requests for moves, adds, changes, repairs, as well as billingquestions, scheduling the audio- bridge, and providing MIT directory assistance.


1. Telephony Services will provide the MIT campus with high quality, costeffective traditional voice communication services

2. Telephony Services will leverage MIT’s infrastructure investment to provideintegrated communications capability, including VoIP.

Programs Program Budget FTEsTelephonyInfrastructure $ 1,923,801 4.2Telephony CustomerServices $ 1,173,914 11.83 rd Party TelephonyServices $ 1,473,927 1.6

Objectives

Programs

MaintainCurrent

Infrastructure

Provideintegrated

communication capability

TelephonyInfrastructure


TelephonyCustomerServices

Mediumimpact

Low impact

3 rd PartyTelephonyServices

High impact Low impact

Program: Provide Telephony Infrastructure


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I. (Activity) Provide telephony infrastructure including carrierrelationships,

voice mail, NameconnectorGoals:

• To provide robust, reliable, recoverable, cost effectiveservices

II. Maintain environment- upgrade 5E switch aka retrofitGoals:

• Implement 5E retrofit, including new functionality (e.g.remote call forwarding; caller id pass- through) by 9/30

III. Implement new voice functionality, including Nameconnector infront

of switchGoals:

• Put Name Connector in front of switch by 9/30

IV. Determine approach for ‘large’ VoIP Pilot – eg partner with Media Labs?

Goals:• Engage in VoIP pilot – by 8/31, perhaps by collaboration

with client, have defined how to approach this project(~200 ‘real’ clients), project structure, sponsor, keydeliverables and next steps.

V. New/upgraded ACD, working with CSS, other clients, so as toimproved

Functionality, ease of useGoals:

• Revitalize ACD project – by 8/31, working with CSS andpotential client(s), review status of prior ACD projectwork; refine project scope and determine next steps.

VI. Improve emergency power for telephone infrastructure, startingw/N42

and E19Goals:

• Improve emergency/backup power for campus phones –8/31, working with OIS, analyze current state, options(including cost), and make recommendation re: nextsteps

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VII. Emergency Preparedness in general, including member of EOCGoals:

• Ensure a recoverable environment, as well aspreparedness in the event of a disaster

VIII. Improve cell phone coverage on campusGoals:

• Improve coverage of approved carriers

IX. Upgrade telephone operator consoles Goals:

• Ensure operators have the necessary tools to effectivelydo their job

Program: Provide Telephony Customer Services


I. (Activity) Provide telephony customer services, including orders, repairs, billing and operators

Goals:• To provide friendly, accurate, timely response to

customer requests

II. (Activity) Provide teleconferencing services, including 3 rd providerGoals:

• Provide timely, cost effective teleconferencing services

III. (Activity) Support major moves (e.g. Brain & Cog), renovations,working

with OISGoals:

• Provide timely, accurate telephone adds/moves

IV. Provide ACD services, using current technologyGoals:

• Provide quality ACD services for depts., requiring suchfunctionality

V. (Activity ) – contribute to Pricing ProjectGoals:

• ensure ITsc has correct cost, units, and assumptions forbuilding pricing for FY06, by 8/30 /04.

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VI. Implement Student Billing for Telephony and Network (and iPass?)

Goals:• Prepare for Student Billing of services, specifically

Telephony – by 6/30 /2005, working with StudentFinancial Services, set up mechanisms to take ordersfrom students, bill, manage changes etc.

VII. Improve CSR familiarity with Voice Mail functionality Goals:

• Assist DLCs who need complex voice trees

VIII. Determine action items from Customer Satisfaction Survey (eg Instructions re: getting voice mail date (done)

Goals:• Improve customer satisfaction

IX. Leverage MIT info center Goals:

• Determine if any cross sharing of resources with MIT infocenter is feasible and useful

X. Implement cell phone/pager contract (web pages, tools to help people when to switch etc.)

Goals:• Reduce the cost of cell phone services to MIT depts

Program: Provide 3 rd party telephony services (long distance, calling card,etc.)


I. Implement new carrier contractsGoals:

• Implement (negotiate contracts, update TNS billingprocess) for new carrier contracts by 10/31 /2004

II. Implement conference call contractGoals:

• Provide consistent, cost effective services to MIT clients

III. Clean up invoicing problems, reconcile with internal billing(consider

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Use of 3 rd party services)Goals:

• Identify and correct any misbillings• Identify and implement any cost savings improvements

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Functional Area: IS&T Shared Services

Mission: Shared Services’ purpose is to provide quality financial, site andhuman resources services to IS&T staff, particularly the IST Leadership Team.Ongoing financial services include preparation of quarterly forecasts, monitoringand reconciling expenses. Ongoing site and administrative services include sitemaintenance, scheduling meetings and trips, arranging events, coordinatingoffice moves, receptionist. Ongoing human resources services include assistancewith hiring, terminations (including layoffs), employee relations, staffdevelopment, and organizational design.

Strategic Objectives: 1. Shared Services will provide professional, accurate, responsive, cost

effective finance and administrative services2. Shared Services will provide effective HR services to enable IS&T to

attract, retain, and grow staffing resources needed to meet IS&Tobjectives. I.e. to have the right # of people with the rightcompetencies at the right time.

Programs Program Budget FTEsDeliverOrganizationalAdministrative Svcs

$ 1,272,324 15.1

ImproveOrganizationalEffectiveness $ 465,841 5.9

Objectives

Programs

EffectiveFinance and

Admin ServiceDelivery

Effective HRServices

DeliverOrganizationalAdministrative Services

High impact Medium

ImproveOrganizationalEffectiveness


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Program: Provide organizational administrativeservices (i.e. HR, financial

and administrative services) needed to keep IS&T running.


I. (Activity) Provide HR transactional support (hiring, terms, promos,etc)

Goals:• Provide accurate and timely handling of HR transactions

II. (Activity) Provide financial services, including quarterly reporting, transactional processing, etc.

Goals:• Provide accurate and timely handling of financial

transactions

III. (Activity) Improve understanding of costs (e.g. per person andsite

costs)Goals:

• Improve understanding of ‘per person’ costs, andcommons costs (e.g. copier, fax) to ensure most costeffective ways to provide IT staff the tools andenvironment to make them most productive

IV. (Activity) Support IS&T VP projects such as ITsc pricing project, determining cost of IT at MIT, programmatic budgeting, etc

V. (Activity) Support Directorate projects, such as Admin Computing Resource model; analysis of costs/revenues, etc

VI. Address implications of DOL exempt/non- exempt changesGoals:

• Working with HR, Determine what needs to be done toensure compliance with government rules in the contextof organizational objectives.

VII. (Activity) Provide administrative services to IS&T staffGoals:

• Provide helpful, effective, timely and accurate adminservices

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VIII. (Activity) Provide building ‘landlord’ services to W91, W91 andN42

Goals:• Ensure buildings meet the needs of the tenants

Program: Improve Organizational Effectiveness


I. (Activity) Provide OD/HR consulting services, esp. for Directors, managers

Goals:• Increase Director and manager effectiveness

II. (Activity) Improve service levels, site consistency (eg whatservices

provided, more consistent skill level – Word, Powerpoint)Goals:

• Improve service levels of AAs – more consistency fromsite to site, and more higher level skills (e.g. Word,Powerpoint, Excel)

III. Advance Project Management competencyGoals:

• Continue work on Project Management; facilitate use ofTracking DB, help staff internalize expected behaviors,involved with PM training; identify tools for improvedproject reporting and team collaboration; severalmilestones/deliverables through 12/31 /2004

IV. Align job titles Goals:

• Ensure job titles accurately represent work and position;by 12/31 /2004

V. Evaluate Incentive BonusesGoals:

• Work with Jerry and HR re: incentive bonus plan – by9/30 /2004 have recommendations and next steps

VI. Expand 6 Conversations implementation

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Goals:• Promote use of ‘6 Conversations’ Performance

Management process – several milestones/deliverablesthrough 12/31 /2004

VII. Identify Technology Experts (develop a process)Goals:

• Increase IS&T effectiveness through clearly defined‘experts’ who monitor specific technology, and sharetheir expertise

VIII. Implement ‘continuous hiring’ processGoals:

• Facilitate/improve staffing process – by 10/29, havemechanism in place for ‘opportunity hiring’ – invitationfor people to submit resumes prior to any specificopenings. In parallel, work with IS&T managers and HRto improve process for staff openings; evaluate the needfor temporary external assistance

IX. Implement Discretionary bonus programGoals:

• Work with IST- LT/managers to develop(refine) andimplement discretionary bonus process

X. IS&T ‘health’ assessment surveyGoals:

• Improve and measure organizational health – e.g. use ofGallup 12 question employee survey – develop plan by8/31 /2004

XI. IST- LT review of managers – discuss capabilities, who could takenew

Roles; ready for promotion? Development needs; strengths, weaknesses – use Fall ’03 assessment

Goals:• Initiate conversations by 9/30 /2004

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