This document discusses how information technology can enable organizations to be reliable, unified, agile and responsive. It notes that IT allows for distributed knowledge communities to collaborate across disciplines, distances and cultures. It also lists several universities that were early adopters of centralized computing facilities between 1900-2001.

1. Matthew Jett Hall
Summer 2009

2.  Distributed knowledge communities that
collaborate and communicate across
disciplines, distances and culture
matt.hall@vanderbilt.edu 2

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.  Distributed knowledge communities that
collaborate and communicate across
disciplines, distances and culture
matt.hall@vanderbilt.edu 4

5. matt.hall@vanderbilt.edu 5

6. matt.hall@vanderbilt.edu 6

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)
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 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)

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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.
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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
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12.  Distributed knowledge communities that
collaborate and communicate across
disciplines, distances and culture
matt.hall@vanderbilt.edu 12

13.  1.64 quadrillion
Calculations per
second
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14.  Distributed knowledge communities that
collaborate and communicate across
disciplines, distances and culture
matt.hall@vanderbilt.edu 14

15.  Technical awareness
 TechnicalCompetencies
 Security Awareness
 Web 2.0 Savvy
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16.  Bigger science
 Digital pervasiveness
 Unbridled demand
 The net generation
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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
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 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.  The foundation of Cyberinfrastructure
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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
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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
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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
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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.
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24.  Financial & HR
 IT Expense Management
 IT Expense Allocation
 People
 Operational
 Reliability / Availability
 Serviceability
 Security
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