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Centrally-Coordinated/Locally-Directed:
- 1. Centrally-Coordinated/Locally-Directed: An Innovative IT Management Model for Decentralized Institutions John Charles Chief Information Officer California State University, East Bay Educause Western Regional Conference April 1, 2008
- 5. Dark Ages & IT Fiefdoms
- 10. Reflection
- 13. Creating a New Future for IT@CSUEB: “Centrally-coordinated, locally-directed”
- 17. Transition Plan
- 24. Service Level Agreements (SLAs)
- 33. Living the New Model (2007-Present)
- 37. Seven Mandates
- 39. Win-Win Outcomes (so far…)
- 45. Lessons Learned
Editor's Notes
- 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