Dark Ages & IT Fiefdoms (pre-2004): Every College & Admin Division had their own IT tribe Enlightenment (2004-2005): Two Colleges, One Admin Division, & Library willing to test new IT management models Reflection Creating a New Future for IT@CSUEB (2006): Centrally-coordinated/locally-directed Transition Plan (2006) Service Level Agreements Living the New Model (2007-Present): IT Staff Values, Alignment & IT@CSUEB Strategic Plan Win-win Outcomes Lessons Learned
Next Provost Council meeting, delighted dean shares success story with other deans And, a second dean wants “in” CIO and second dean revise (tweak) the MOU 3 months later (1 st Quarterly Review) the dean and CIO are delighted with results Library plus one administrative division become frustrated with local IT management performance VP and University Librarian ask CIO for assistance CIO, Librarian, and VP revise (tweak) the MOU 3 months later (1 st Quarterly Review) the Librarian, VP, and CIO are delighted with results News of these successes spreads quickly; Reactions are mixed (some fear the potential loss of local control, while others welcome the opportunity to shift responsibility to the CIO)
IT management approach counter-productive Duplication of systems, hardware, software, services and efforts within colleges and admin units Fragmentation of services with consequent inequities in security, capacity, quality of service and end-user experience Loss of resources that could have been used for opportunity investments
President, CIO, VPs, Provost & Deans reached consensus on expanding this hybrid model to the remaining admin divisions and colleges
These values provide a framework for effectively working together and meeting the needs of the university community. They are ideals toward which we continue to strive in our daily efforts.
Key Indicators : Number of critical events per managed object. Percentage of technology costs accounted for in life-cycle replacement budgets. Total cost of ownership (TCO). Challenges : Recovery from several years of resource constraints. History of uncoordinated (ad hoc) funding and procurement decisions. Actions : Coordinate university-wide infrastructure service levels, standards, architectures, consolidation, and budget planning.
Key Indicators : Delivery cost per service. Percentage of faculty using each service. Faculty satisfaction. Challenges : Cottage industry culture. Communications, feedback, & consultation. 24x7 support. Actions : Smart classrooms as infrastructure. Blackboard performance enhancement. Instructional design assistance for technology integration. Self-service & self-help.
Key Indicators : Percentage of key administrative processes online. Percentage of key student services online. Percentage of students using online services. Student satisfaction. Challenges : 24x7 support. Actions : Access to PCs & network. Audit administrative processes and student services for online access. Redesign website for student audiences. Design for self-service & self-help.
Web Services – 2 levels…utilizing particular skill set more efficiently, and by grouping services can serve broader population (peaks and valleys of this type of work). Accessibility, knowledge sharing. Lot of quantifiable wins, also lot of small “personal” wins – computer from HR to UA (treating as infrastructure and 1 unit, cross-collaboration), all being serviced by same mgmt, bigger picture view
Centrally-Coordinated/Locally-Directed: An Innovative IT Management Model for Decentralized Institutions Raechelle Clemmons Director, Specialized Technology Services California State University, East Bay [email_address] CSU Quality Improvement Conference February 29, 2008
Positive outcomes from the MOU-based IT management and support experimentations convinced us that the appropriate balance could be achieved using a hybrid model – the best of both worlds, centralization and decentralization
We identified 3 critical success factors for such a model to work
Open-minded, receptive collaboration
Creating a New Future for IT@CSUEB: “Centrally-coordinated, locally-directed”
Coordinating, aligning, and managing IT investments efficiently and effectively within a decision-making and performance-assessment framework that advances university, college, and administrative goals and objectives
Establishing the requisite dual accountabilities for the new IT@CSUEB collaboration to be successful – unit managers are accountable for establishing goals, setting priorities, and funding non-core services, while the university’s IT management team is accountable for the professional delivery of the required support services
Since formal IT budget allocations typically do not exist outside the legacy central IT unit, the initial budget allocation request for the new IT services division will be created by reviewing:
Actual IT expenditures for the previous year
Planned IT expenditures for the current year
Needs-based adjustments proposed for the next year
One-time transfer of division-level base budget allocations equal to:
Total amount of recurring general fund expenditures
Salary expenses (including salaries for open positions)
Enabling us to centrally-fund recurring IT expenses, such as replacement of desktop computers, servers, smart classrooms, etc. Technology equipment and software that should be treated as infrastructure
100% of classrooms with seating for 10 or more students
Equipped with projector, screen, laptop, DVD/VHS, and wired/wireless
4-year refresh cycle for electronic equipment
Services Supported Metrics Funding “ Smart” classroom conversions/upgrades Priorities approved by deans 20 new & 20 refreshed per yr Central Presentation centers & video conferencing Basic plus sound, web & video conferencing Scheduled 2 days in advance Central Delivery, pickup, & checkout services Basic plus cameras & other media devices 7:30am-10:30pm weekdays Central
CIO provides timely and professional response to problems
CIO distributes timely communications about problems and response/resolution information to the campus community
Problems classified by severity level
Selected staff designated for on-call response
Multiple communications media used for distribution of status information
Severity Level Description Business-Hrs Response After-Hrs Response Resolution Goal Show Stopper Outage with significant business impact Immediate (within 5 mins) On-call (within 1 hr) Within 2 hrs Classroom Down “ Smart” classroom failure during a live class session Immediate (within 5 mins) On-call (within 15 mins) Within 30 mins Major Outage impacting business productivity Immediate (within 5 mins) On-call (within 1 hr) Within 4 hrs Minor All other problems Within 1 hr Next business day Within 1 business day
CIO provides professional project development management support services
VP/Dean-level executive sponsors approve functional specifications and funding plans, and designate business process owners
Project management functions performed in accordance with industry best practices
Projects involving major procurements must comply with CSU policies and guidelines governing formal documentation requirements, feasibility studies, methodology, etc
Services Supported Metrics Funding Business process redesign Workflow analysis Project defined Central Project development Scope, functional specifications, and work effort & cost estimates Project defined Central Project planning Implementation, training, & communication plans Project defined Project funded Project management Manage project team activities & deliverables; manage risk On time & within budget Project funded Impact analysis Academic value added &/or ROI Project defined Project funded
Online & Hybrid Support Center provides coordination and support for online and hybrid (blended) instruction
Provides one-stop/consolidated support for design and development of online instruction
Provides support for faculty teaching online
Provides support for assessment of teaching effectiveness in online instruction
Serves as a resource center for deans, department chairs, and program directors interested in growing enrollments via online instruction, and/or achieving other technology-enabled academic transformations
University Technology Projects office functions as the university’s administrative professional project management office
Enables each VP and other administrators to directly access professional project management services for implementation of projects and initiatives that cross multiple unit boundaries, or have strategic importance to the institution
UTP office has 3 permanent staff, but may have as many as 40 additional staff (from other units) assigned to various project teams
Do not underestimate the persistence of past practice relationships between individual decentralized IT staff members and supported unit administrators and staff – must immediately replace with effective planning, visible management, and responsive support.
Document new relationships, roles, and responsibilities clearly and concisely – a decision matrix for each division works well.
Commit to continuous process improvement –refine and restructure for maximum efficiency.