Penn State University IT Assessment. Opportunity Analysis - Advisory Committee March 30, 2011

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1 + Penn State University IT Assessment Opportunity Analysis - Advisory Committee March 30, 2011

2 + Opportunity Analysis 2 n /Calendar n Storage n Virtualization/Co-location n Support n Networking n Sub-set of Advisory Committee and ITS staff met for 3 days n Explored n What is the opportunity? n What benefits could be created? n What hurdles need to be overcome? n How can we estimate costs and benefits?

3 + Outcomes So Far 3 n Refined definition of each opportunity. n Initial description of costs, benefits and critical success factors. n Approach to projecting costs and benefits developed. n Additional data collection is underway

4 + Goal Today 4 n Share a summary of the work of the subgroup. n Seek your feedback on how we are thinking of costs, benefits and critical success factors.

5 + Refined List 5 n /Calendar n Long-term data storage and archiving n Virtualization and co-location (especially for high availability systems) n Support n Expanded client management n Software distribution/license management n Shared service desk management system n Wireless networking as common good n On-line learning support (preliminary)

6 + Goal: Summary of Opportunities 6 Opportunit y/criteria Cost Savings Cost Avoidance Increased Productivity Reduced Risk Investment Degree of Difficulty / Calendar Storage Server hosting/ Virtualiza tion Support Summary evaluation will score each criteria high, medium of low. Wireless network

7 + Opportunity: and Calendar 7 Strategy Rationale Deploy an and calendaring system as a common service for faculty and staff. Continue to support individuals choice of software on their individual computers to read their (e.g., Outlook). Phase in capability to support faculty/staff mailboxes over a three year period. Positive results from initial assessment of Zimbra. Enables campuses, colleges and administrative areas to discontinue investment and support for their own and calendaring solutions. University-wide calendar solution will save significant staff time scheduling meetings and events. Symbolically important area for collaboration.

8 + /Calendar: Anticipated 8 Benefits Note: Where possible, quantitative estimates of benefits will be developed. Cost Savings Some reduction in outlays for servers and licenses fees due to retirement of legacy and calendar solutions. Cost Avoidance Minor future savings from the reduced need to dedicate server and storage capacity in distributed units to . Productivity Some recurring savings of time spent by distributed IT staff to manage / calendar solutions. Reduced time spent scheduling meetings. Reduced Risk Lower cost and effort to comply with e- discovery requests.

9 + /Calendar: Cost/Benefit 9 Collect case examples for cost of legacy . Leverage survey to quantify number of units running own . Benefits Costs Cost proposal for Zimbra implementation.

10 + /Calendar: Critical Success 10 Factors n Feature set has to be robust , calendar and collaboration. n Support for mobile devices. n Cost per mailbox has to be reasonable. n User can continue to use Outlook or other client based mail if they prefer.

11 + Opportunity: Storage 11 Strategy Rationale Design and deploy a common solution for long-term data storage, archiving and management. Designate preferred methods for near-term and medium term storage with easy paths to the longterm archive. Identity preferred solutions and guidelines for locally attached storage. Long-term data archiving and curation is being mandated for research. A common data archiving service will be less costly to create and operate than distributed solutions. Providing recommended solutions for locally attached and short-term storage will improve data security.

12 + Storage: Anticipated Benefits 12 Cost Savings None anticipated, this is a new service. Cost Avoidance Avoids colleges and campuses making own investments for long-term data storage. Productivity Some reductions in time spent by distributed IT staff recovering data or complying with e-discovery requests. Reduced Risk Lower cost and effort to comply with e- discovery requests. Better compliance with e-discovery requirements. Improved security of local storage.

13 + Storage: Cost/Benefits 13 Collect projected spending for long-term storage from select campuses and colleges. Leverage survey being developed by Library/ITS committee. Benefits Costs Benchmark other institutions

14 + Storage: Critical Success Factors 14 n Requires close partnership with the library to develop strategies to organize and manage data. n Opportunity is not quite as mature as the others analysis of the scope of the need and the range of solutions is needed. n Colleges need a solution quickly. n Requires process and cultural change to make it easy and acceptable to use long-term storage solution.

15 + Opportunity: Server Hosting and 15 Virtualization Strategy Rationale Expand the current capacity to offer server colocation and virtualization as a shared service. Adjust cost models (depreciation, assumed utilization) to offer more competitive pricing to units. Begin by consolidating servers within ITS and other administrative areas. Reduced cost (power, space, staff time). Provide a cost effective alternative to units without the time or expertise to manage their own virtual servers. Enables reductions in the number of data centers.

16 + Server Hosting & Virtualization: 16 Anticipated Benefits Cost Savings Reduced energy consumption. Some hardware purchases may be avoided or delayed. Cost Avoidance Ability to reduce future hardware purchases or repurpose existing hardware. Better utilization of hardware. Productivity Small portions of IT staff time may be reallocated due to reduced workload to manage servers. Reduced Risk Systems are located in fewer data centers with better redundancy and monitoring.

17 + Server Hosting & Virtualization: 17 Cost/Benefits Leverage case studies of potential consolidation under consideration in F&B and Admissions. Benefits Costs Additional co-location capacity is tied to larger data center strategy. Plan to expand virtualization and new cost model is under development.

18 + Server Hosting and Virtualization: 18 Critical Success Factors n Requires a change in methodology for accounting for depreciation in the charge-back formula. n Service levels and pricing must be comparable to distributed units existing costs. n Requires a funding model that enables the University service to build capacity and base pricing on future demand in order to realize economies of scale.

19 + Opportunity: Support 19 Strategy Rationale Three part strategy Expand the deployment of Big Fix or similar managed desktop software tool. Reduce software license costs by expanding use of common software distribution solution. Create a single support ticketing system and shared knowledge base. Support and answering user questions occupies over 200 IT staff FTE. Units participating in the managed desktop program have realized significant productivity gains for support. A single ticketing system and knowledge base can improve service (especially after hours) and increase productivity. Better integration of central and distributed IT services is foundational to all opportunities. A common software distribution will enable the University to better manage its use of licenses and avoid unnecessary purchases.

20 + Support: Anticipated Benefits 20 Cost Savings Reduced expenditures for software licenses. Cost Avoidance Avoids multiple units developing independent solutions for managing desktops or providing after hours support. Productivity Significant opportunity to save or redeploy staff time from support to other activities. Reduced time spend duplicating efforts to research and resolve common problems. Reduced Risk?

21 + Support: Cost/Benefits 21 Looking at percentage of units using client management solution today. Collecting case studies of productivity gains by campuses and colleges. Evaluating current spending on software that could become part of software distribution solution. Discussing use cases of common service desk system to develop estimate of productivity gains. Benefits Costs ITS developing estimates of investments required to expand desktop management. High level estimate of cost of common service desk solution under development.

22 + Support: Critical Success Factors 22 n Solutions have to work well for both Mac and PC platforms. n Implementation should focus first on staff desktops, computer labs and classrooms. Solutions may not be appropriate for computers used in research. n Shared ticketing system and knowledge base requires an investment in training and processes to appropriately assign and escalate issues. n Software cost savings will depend in part on vendors willingness to negotiate license terms.

23 + Opportunity: Wireless as a 23 Common Service Strategy Rationale Define, provide and fund a baseline level of wireless networking as a common service. Provide flexibility for colleges and campuses to acquire or provide services over the baseline as their needs require. Offer the flexibility for units that require for research purposes to have local control. Addresses unevenness in network capacity and availability especially at University Park. Makes it easier to move from building to building and obtain wireless connectivity. Reduces effort of distributed IT staff to manage wireless networks.

24 + Wireless: Anticipated Benefits 24 Cost Savings May reduce the need for some colleges, campuses or units to hire consultants or contractors. Some savings in procuring network controllers. Cost Avoidance Improved wireless coverage may reduce the need to provide for wired connections in future construction and renovation projects. Productivity Small savings in distributed IT staff time. Reduced Risk Lack of wireless is a competitive disadvantage.

25 + Wireless: Cost/Benefits 25 Case studies of productivity gains by units that have stopped running own wireless. Estimating savings from reduced costs to purchase controllers. Benefits Costs Two scenarios: Impact on telecom fee of establishing wireless as a common good. Investment required to bring units up to a common standard.

26 + Wireless: Critical Success Factors 26 n Ability to delegate some degree of local control. n Must have a flexible model that enables units to beyond the baseline if necessary. n Service capability and capacity can t stagnate.

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