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David Swayne - Chief Information Officer, Goldsmiths - University of London

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Implementing Bit IT Changes In A Left Wing, Liberal Arts College, Based In London (Not America), That Has A Conservative Culture

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David Swayne - Chief Information Officer, Goldsmiths - University of London

  1. 1. Implementing IT changes in a left wing, liberal arts college, that has a conservative culture David Swayne Chief Information Officer
  2. 2. Take Aways – At the start of any venture it is worth assessing quickly and clearly where you are starting from – Issues can always be an opportunity if you have the right mind-set and use them to gain support – Making change happen can be really tiring for the person or team leading the change 3
  3. 3. A BIT ABOUT GOLDSMITHS 4
  4. 4. Goldsmiths, University of London –Creative arts –Art –Design –Music –But 50% of graduates have a BSc 5
  5. 5. “The Goldsmiths way” – Strong culture –Eccentric –Challenging – Focus on academic stuff, not –Estate –IT –Student Services 6
  6. 6. THE CIO’S FIRST 100 DAYS TOOLKIT 7
  7. 7. 8 –Assess –IT performance health check –IT spending data check –IT Estate health check –Governance & compliance
  8. 8. CHALLENGES 9
  9. 9. 10 Historic under investment
  10. 10. A busy place 11
  11. 11. Departmental culture –Customer –Service 12
  12. 12. DEFINED ONE STOP SHOP Providing the tools to facilitate continued improvement 13
  13. 13. Multiple parties involved – Centerprise International – Dell – Dell (hardware) – Dell Boomi – Dell SecureWorks – Dell Software – Silxo – Others as required14
  14. 14. Work Streams √ Managed Security Service – Identity and Access Management – Data Management – Infrastructure Monitoring & Management – Desktop Management – Compliance √ Hardware to support above 15
  15. 15. Progress –Call off contract signed –Business Case approved –Detailed planning underway –Managed Security Service implementation started –Purchase orders in progress 16
  16. 16. AV REFRESH IN TEACHING SPACES Continuing improvement in support for learning through 17
  17. 17. AV in teaching spaces –Informed by incidents reported –Refurbished 120 AV spaces in just over 12 months –Sequenced by priority based upon support calls –5 standard specifications depending upon room usage 18
  18. 18. TARGET OPERATING MODEL Continuing improvement in processes and team work through a 19
  19. 19. Service Life cycle Business engagement Strategy, Planning, Design & Build Transition and Operate Business Request Service Delivery BRM TransitionPlan &Build Run Continuous Service Improvement
  20. 20. PROFESSIONAL DEVELOPMENT FOR IT&IS Opportunities to gain new skills and certifications through 21
  21. 21. Career Paths –Review job descriptions –Clearly identified career paths –Opportunities to progress –Personal Development Reviews –Courses and training –Certificates where appropriate 22
  22. 22. CUSTOMER FEEDBACK Improvement is being noted in 23
  23. 23. 12 months ago 24
  24. 24. Fewer Major Incidents 25
  25. 25. Fewer Incidents 26
  26. 26. More Requests 27
  27. 27. Now 28
  28. 28. QUESTIONS 29
  29. 29. What else could I have done? 30
  30. 30. Take Aways – At the start of any venture it is worth assessing quickly and clearly where you are starting from – Issues can always be an opportunity if you have the right mind-set and use them to gain support – Making change happen can be really tiring for the person or team leading the change 31

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