Cyberinfrastructure And Network Computing

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Distributed knowledge communities that collaborate and communicate across disciplines, distances and culture. How do we conduct big science in the future? This is from an IT administration perspective.

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Cyberinfrastructure And Network Computing

  1. 1. Matthew Jett Hall Summer 2009
  2. 2.  Distributed knowledge communities that collaborate and communicate across disciplines, distances and culture matt.hall@vanderbilt.edu 2
  3. 3.  Discovery  Teaching  Learning  Patient Care matt.hall@vanderbilt.edu 3 IT enables an organization and its people to be reliable, unified, agile, and responsive
  4. 4.  Distributed knowledge communities that collaborate and communicate across disciplines, distances and culture matt.hall@vanderbilt.edu 4
  5. 5. matt.hall@vanderbilt.edu 5
  6. 6. matt.hall@vanderbilt.edu 6
  7. 7.  Brandeis University (1985)  Brown University (1933)  California Institute of Technology (1934)  Carnegie Mellon University (1982)  Case Western Reserve University (1969)  Columbia University (1900)  Cornell University (1900)  Duke University (1938)  Emory University (1995)  Harvard University (1900)  Indiana University (1909)  Iowa State University (1958)  The Johns Hopkins University (1900)  Massachusetts Institute of Technology (1934)  McGill University (1926)  Michigan State University (1964)  New York University (1950)  Northwestern University (1917)  The Ohio State University (1916)  The Pennsylvania State University (1958)  Princeton University (1900)  Purdue University (1958)  Rice University (1985)  Rutgers, The State University of New Jersey (1989)  Stanford University (1900)  Stony Brook University-State University of New York (2001)  Syracuse University (1966)  Texas A&M University (2001)  Tulane University (1958)  The University of Arizona (1985)  University at Buffalo, The State University of New York (1989)  University of California, Berkeley (1900)  University of California, Davis (1996)  University of California, Irvine (1996)  University of California, Los Angeles (1974)  University of California, San Diego (1982) matt.hall@vanderbilt.edu 7  University of California, Santa Barbara (1995)  The University of Chicago (1900)  University of Colorado at Boulder (1966)  University of Florida (1985)  University of Illinois at Urbana-Champaign (1908)  The University of Iowa (1909)  The University of Kansas (1909)  University of Maryland, College Park (1969)  University of Michigan (1900)  University of Minnesota, Twin Cities (1908)  University of Missouri-Columbia (1908)  University of Nebraska-Lincoln (1909)  The University of North Carolina at Chapel Hill (1922)  University of Oregon (1969)  University of Pennsylvania (1900)  University of Pittsburgh (1974)  University of Rochester (1941)  University of Southern California (1969)  The University of Texas at Austin (1929)  University of Toronto (1926)  University of Virginia (1904)  University of Washington (1950)  The University of Wisconsin-Madison (1900)  Vanderbilt University (1950)  Washington University in St. Louis (1923)  Yale University (1900)
  8. 8. matt.hall@vanderbilt.edu 8
  9. 9.  NIH provides leadership and financial support to researchers in every state and throughout the world  84% of the total NIH budget supports  over 325,000 extramural scientists and research personnel  at more than 3,000 institutions nationwide. matt.hall@vanderbilt.edu 9
  10. 10. matt.hall@vanderbilt.edu 10
  11. 11.  22,192 employees  32,820Telephones  Many academic, professional, medical disciplines  333 acres, 18.2 million sq. ft.  238 buildings on Campus  100 Oaks Complex  VMG Clinics  Various diagnostics, lab work, and imaging  Geographic dispersion matt.hall@vanderbilt.edu 11
  12. 12.  Distributed knowledge communities that collaborate and communicate across disciplines, distances and culture matt.hall@vanderbilt.edu 12
  13. 13.  1.64 quadrillion Calculations per second matt.hall@vanderbilt.edu 13
  14. 14.  Distributed knowledge communities that collaborate and communicate across disciplines, distances and culture matt.hall@vanderbilt.edu 14
  15. 15.  Technical awareness  TechnicalCompetencies  Security Awareness  Web 2.0 Savvy matt.hall@vanderbilt.edu 15
  16. 16.  Bigger science  Digital pervasiveness  Unbridled demand  The net generation matt.hall@vanderbilt.edu 16
  17. 17.  Multiple disciplines  Many funding agencies  Many institutions  Many investigators  Expensive, remote instruments  Mass data generation  Outside the realm of human cognition  Computation and visualization aid understanding matt.hall@vanderbilt.edu 17
  18. 18. matt.hall@vanderbilt.edu 18  Collaborate & Discover  Web / video conference  Fixed line and mobile phones  Instant text and mobile messaging  Application sharing and joint editing  Extemporaneous  RealTime & Immediate: across time & distance  Learn  Expand the classroom  Active participation  Extend the hours of learning  Disseminate  Time Shift  Lecture capture  Digital content on-demand  Digital distribution
  19. 19.  The foundation of Cyberinfrastructure matt.hall@vanderbilt.edu 19
  20. 20.  Aligns investments to mission  Reduces systemic complexity  Deploys standards and guidelines  Retains staff talent  Maintains skills  Assures Long term Sustainability  Operates efficiently  Focuses on flexibility, not rigidity matt.hall@vanderbilt.edu 20
  21. 21.  business users by giving them easy ways to customize their environment and modify processes as their needs and roles evolve  understanding that changes occurs at the edge of the organization – not at the bureaucratic center matt.hall@vanderbilt.edu 21
  22. 22.  Vision andTechnology Leadership  Skills and market currency  Articulate , frequent, concise communications  Daily Operations  Management control and daily execution  Regulatory and policy compliance  Business interaction  Mission engagement matt.hall@vanderbilt.edu 22
  23. 23.  focuses the essential task of governing platform policies, security, access control, and overall strategy, without taxing their resources and turning IT into a bottleneck of business change.  drives standardization and leverages economies of scale, rather than simply automating structured processes. matt.hall@vanderbilt.edu 23
  24. 24.  Financial & HR  IT Expense Management  IT Expense Allocation  People  Operational  Reliability / Availability  Serviceability  Security matt.hall@vanderbilt.edu 24

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