Information & Communication Technology Infrastructure Strategy. November 2012

Transcription

1 UNIVERSITY OF GLASGOW Information & Communication Technology Infrastructure Strategy Executive Summary November 01 Technology Review Group This Information & Communication Technology (ICT) Infrastructure Strategy sets out a medium to longterm vision of how the ICT infrastructure will develop to support the University in its increasing dependency on Information Technology (IT) and help enhance the performance of the University in achieving its mission. The ICT strategy consists of the following elements: A vision and set of guiding principles to shape the strategy Building blocks for the technical (IT) infrastructure A framework of processes to guide the implementation and evolution of the strategy A methodology for implementation of University wide activities A mechanism for enabling the most effective use and support of information technology and systems through timely and effective training Integral to the ICT Strategy is the annual ICT roadmap presented as an appendix for ease of annual update. The roadmap identifies the proposed work programmes that would be required to meet the strategic aims of the ICT strategy and includes budgetary estimates of cost. This appendix will be updated and presented to IPSC each year for approval. The strategy as a whole is intended to provide a clear articulation of the evolving ICT infrastructure to permit effective planning of central and College developments. The University IT Strategy is the set of documents comprising this ICT Infrastructure Strategy and College IT Strategies. Introduction The University s ICT Infrastructure Strategy underpins the Information Strategy and identifies how IT resources can be utilised in such a manner that they are made to work towards the greater organisational objectives. The strategy is also a key element in the realisation of the University s Strategic Plan. Technological provision must be well planned and well targeted to get good value from the investment. The ICT Infrastructure Strategy is designed to achieve this as it provides a framework and set of processes for maximising the effectiveness of limited budgets. The Technology Review Group (TRG) a group formed to report to IPSC on IT related issues, prepared this ICT Infrastructure Strategy Vision The rate of change of technology churn shows no signs of abating, indeed rather the reverse. The IT industry displays an increasing drive towards technology integration and personalisation. The widespread deployment of PCs in the early 90 s was the first step in the chain. This is the context in which the IT Strategy is set. In formulating the ICT Infrastructure Strategy, the Technology Review Group (TRG) has: Engaged with Colleges so that the ICT Strategy is based on clearly evidenced needs Drawn from the recommendations made by Information Strategy Working groups Taken account of feedback received Taken account of external influences or initiatives The University will provide a feature rich, integrated, supportable and secure technological environment that provides staff and students with seamless, any time, any place, access to the Information Technology resources that support and enhance their activities. This environment may be categorised as follows: Persistent through an infrastructure that provides the facilities, security and support structures that facilitates always on services Transparent through services that are integrated, easy to use and reliable Dynamic will remain relevant in line with technological advances Borderless accessible from any where, at any time and to anyone within prevailing technology and security limits Flexible within agreed frameworks Community based - to enhance learning, teaching, research and administration activities

2 Guiding Principles The University is committed to the following set of guiding principles The University recognises the strategic importance of information technology and is prepared to invest in the continual development of its IT resources The University will develop and communicate policies and strategies that will govern the use of IT and provide direction on support of IT resources The University sees value for money as an important consideration in all IT investments and will seek to take advantage of economies of scale and solutions that reduce overall support costs wherever possible The University will implement industry standards, best practice and supportable solutions The University will promote an ICT Service ethos supported by the most appropriate technology The University is a major research led institution and as such places demands on the technical infrastructure The University will seek to maximise the opportunities offered by external funding where the activities to be undertaken can be properly resourced in terms of staffing and which dovetail with the IT roadmap IT resources must be of a high quality, secure and universally available to authorised users The University recognises that support overheads must be addressed when costing IT investments The University will increasingly adopt IT to support its core functions, users will become increasingly IT aware and expect access to feature rich, reliable, secure, integrated and easy to use services Users will increasingly require access to IT resources via a variety of devices including personal computers, portable computers, PDAs and other mobile devices Communities will be established to promote effective consultation, knowledge transfer, sharing of best practice and avoidance of duplicated effort The University recognises the need for user and IT support staff training Technical infrastructure to realise the vision The following are the strategic building blocks that must be in place to establish the technical infrastructure that underpins the vision: A pervasive communications infrastructure that must remain relevant over time Standard platforms to host services with server and file store consolidation where practical A system for identity management, namely a directory service that links architectures as the basis for many future developments A security framework to preserve the integrity of the University s information assets and systems A secure and consistent desktop environment as the norm for standard IT activities A set of standard applications for University wide functions that are site licensed wherever feasible Integration of standard applications, core services and infrastructure to provide a feature rich IT environment General Information Technology policies and guidelines covering security, core service direction and standards Strategic infrastructure direction will be to support and improve a set of generic core services, which have been defined by the Central and College Staff Working Group as being the responsibility of IT Services, that is;

3 Core Infrastructure services: The campus network supporting high speed Local Area Networks, Routing services and external connectivity with ClydeNET and SuperJANET Flexible network access services including; o o VPN over Broadband and GPRS/3G networks On campus self service facilities, i.e., Flexaccess and eduroam Corporate Web servers DNS services and IP address management File store services including backup and retrieval services relays, servers and SPAM filtering End user personal communications services including standard and diary management Network Directory services supporting network operating system and resource management Network Directory service integration to synchronise relevant information between directories Authentication and authorisation systems providing near single sign on and federated services between authentication domains including partner institutions Serviced Desktops providing a secure and productive environment for administrative, academic and student support Information Technology security services including policies, advice, training, best practises and incident handling Help Desk service Virtual Learning Environment to support new methods in learning and teaching A feature rich collaboration environment supporting personal, group and teaching space audio and video communication with application/information sharing Application support and training for standard packages Training programmes for IT support staff Negotiation and management of University-wide agreements e.g. Microsoft and other software licences All of these services will be the subject of Service Definition Agreements (reference Service Levels and Expectations Working Group). This set of generic core services will be augmented in response to demand and changing technology and will provide the basis for Colleges and Schools to develop added value or subject specific services. Examples of new services that will be developed within the planning horizon are Portals providing staff and students with seamless access to a wide range of IT resources Virtual/Managed Learning Environments improvements Web Content Management Systems (CMS) Student Records System Unified communications including , collaboration tools and IP telephony E-Science support services Improved services for bring your own devices (BYOD) All of these institution wide developments will depend on the core infrastructure elements to underpin their delivery and support. All services, whether centrally or College provided, will require to be monitored and managed effectively in order to maximise service delivery to the user community and reduce the support burden on IT support staff. Process to realise the vision The Technology Review Group (TRG), a group of senior IT staff from IT Services and each College who maintains the ICT Infrastructure strategy on behalf of the Information Policy and Strategy Committee (IPSC) TRG helps to develop the ICT infrastructure strategy via short life working groups whose role is to investigate and report on various technologies, IT developments and service improvement options, allowing TRG to make recommendations to IPSC on the costs, timing and manner of technology adoption. TRG reports are published on the Web for a period of consultation allowing time for formal stakeholder feedback before they are submitted to IPSC for approval. Working in partnership to identify research and evaluate technologies that are potentially important to the University s ICT strategy results in a broad consensus, helps develop commonality of purpose and promotes standard practice for implementation. This process enables Colleges to develop their IT planning in a way that interlocks with the University ICT Strategy and is consistent with it. Management of Process The implementation processes of many IT infrastructure activities are major projects affecting the entire University. For such projects TRG is the natural Project Board as it is representative of all Colleges. The TRG ensures openness and transparency in the work of the Project Teams. 3

4 Awareness and training In a rapidly evolving technology environment there is a need for continual development of skills so that the University can fully realise the benefits that proper and confident use of technology can bring. This truism applies as much to IT support staff as to those using technological solutions as a tool to perform their daily work. IT Service, the Staff Development Service and other training agencies offer a range of courses from introductory to task orientated and will develop new courses and appropriate delivery methods in response to user feedback and evolving needs. Whilst such training is essential, these courses are designed to meet end user requirements. Commensurate resources must be targeted at IT support staff allowing them to engage in continual professional development so that they have the skills required to undertake complex tasks. Roadmap for IT evolution The ICT Roadmap is a summary of the developments and investments recommended by the TRG for the current financial year. They are explained and costed in Appendix 1. 4

5 Appendix 1 - Roadmap for ICT Infrastructure Development This Appendix details the work programmes required for the current financial year to meet the aspirations of the ICT strategy. Roadmap 0011/1 Outcome Project requests to IPSC (11/1) Head Count Staff Allocation Funding Source Time Estimate Funding Requested Funding Allocated Start Date End Date Priority 1=high, =Med, 3=Low Enhance Networks Network Team 1.0 FTE in University Buildings 7FTE (4) IPSC 5 Months 50,000 50,000 01/05/01 30/09/01 Network segmentation Network/ Security 7FTE 1.0 FTE (3) IPSC 5 Months 50,000 50,000 01/05/01 30/09/01 Flexible Access Network Team 10FTE.0 FTE IPSC 5 Months 50,000 50,000 01/06/01 31/10/01 Directory Integration Novell Team FTE 1.0 FTE () IPSC 7 Months 5,000 5,000 01/03/01 30/09/01 WEB.0 Developments CS/MIS/TRG 0.5 FTE (5) IPSC 6 Months 15,000 15,000 01/04/01 30/09/01 Software Licensing DST 1.0 () IPSC 6 Months 10, /04/01 30/09/01 Not funded IT Staff Training Admin/Help Desk/Training 4FTE 0.1 FTE (1) IPSC Month 5,000 5,000 01/05/01 30/06/01 Service Sustainability All teams 8FTE 1.0 FTE IPSC 6 Months 160, ,000 01/05/01 8/10/01 1 DR/BC enhancements All teams and E&B.5 FTE IPSC 6 Months 75,000 75,000 01/04/01 30/09/01 Partial No time to initiate power works 1 Student clusters Admin/Novel/ DST/DTT/TIG 4FTE 0.0 FTE (1) IPSC 0 Months 0 n/a 01/04/01 No requirement 3 Business case for central file store provision SST/TRG 7FTE 1.5 FTE (4) IPSC 9 Months 150, ,000 01/0/01 8/10/01 1** Teaching space upgrades AV/IT (8) FTE IPSC 3 Months 100, ,000 15/07/01 15/09/01 1 Sophos DST 0.1FTE IPSC 1 Month 0,000 0,000 1/07/01 1/08/01 1 antivirus (4) (1) Investment Staff Resource Capitalised Revenue Consumables 13.7FTE 870,000 17,500 60,000 Underspend due to timescales for DR/BC 5

6 Roadmap 01/13 The items for 010/11 have been extended and modified to take account of new strategic priorities and the opportunities presented by changes in the external environment and funding Enhancement of Campus LAN switching Infrastructure Status Ongoing Improve the network infrastructure within University buildings through the replacement of ageing Ethernet equipment. Priorities for this year include provisioning works, and additional Fibre Optic circuits required to support the VoIP project implementation and the Network Upgrade Project. Dedicated bandwidth to the desktop, particularly for researchers, and specialised research facilities and enhanced Network security, quality of service and management tools (Ref. Information Strategy Universal Access Working Group, e-science and the Grid working group, University Strategic Plan 1.6.3). Users experience poor network and applications performance. Ageing equipment leading to increased failure rates and Network downtime. Inadequate network management and security capabilities requiring more staff effort to maintain service levels Network Segmentation Status Ongoing Implement Network segmentation to limit the exposure of key services and provide inherent containment measures against hacking, viruses, worms etc. (Ref. Information Strategy Information Systems Security Working Group and Universal Access Working Group; University Strategic Plan 3.3.5) Reduce key systems exposure and provide inherent containment measures against hacking, viruses, worms etc. (Ref. Information Strategy Information Systems Security Working Group and Universal Access Working Group; University Strategic Plan 3.3.5) High risk of systems compromise, virus and worm propagation leading to potential loss of confidentiality, integrity and availability of the University s information assets. Significant staff resources required for handling security incidents. Wifi Flexible Access Provision Status ongoing Improve flexible network and IT infrastructure access solutions. Priorities for this year include replacing end of life Access Points (APs) and improving Wifi coverage within University buildings. Allow staff, students and authorised visitors to use their own personal systems to access IT resources from a consistent, secure and reliable network infrastructure. (Ref. Information Strategy Universal Access Working Group; University Strategic Plan 3.3.4) Ad hoc solutions will result in increased security incidents, inconsistent solutions across campus, duplicated efforts, confusion amongst users and higher capital and support costs Directory Integration Status ongoing Improve the infrastructure that provides secure authentication and authorised access to IT resources for the individuals who are entitled to use them. Priorities for this year will include Guest account management system improvements for approved visitors and guests e.g., conference delegates, visiting academics etc. Ongoing Maintain Active Directory populated staff and student accounts serviced via the Identity Vault including password self service Additional Federated authentication services against central directories to promote GUID adoption. TRG to oversee. JISC sponsored Shibboleth federated services and Public Key Infrastructure PKI investigations - Ongoing (Ref. Information Strategy Authentication and Access Control Working Group; University Strategic Plan 3.3.4) Comprehensive Identity management system enabling a variety of current and future developments including CSCE, SSD, SSO, Shibboleth realms, Virtual organisations, portal developments and unified messaging including IP telephony Poor or limited Identity management provisions will result in: Increased security incidents and staff efforts to resolve Proliferation of different authentication domains and systems Leading to Duplicated staff efforts and in-ability for staff in one authentication domain to access resources out with their domain 6

7 In ability for the University to fully participate in national initiatives e.g., Athens realm, E- Science collaborations and cross institutional federated services National Middleware Initiatives Dependant on Directory Integration Extend and support the JISC framework for national middleware services based on the open source, open standards Shibboleth framework, which is designed to integrate with institutional directories. Provide robust authentication and authorisation services for staff and student access to institutional services and also datasets and other sources of electronic information, which are held externally. It is intended that the X.509 certificates used by Grid middleware will be integrated into the national middleware initiative. Whilst HEFCE have allocated 3.M for the rollout of Shibboleth in England, SHEFC have not indicated, as yet, that there will be commensurate financial commitment for Scotland. Progress to date includes the Athens replacement authentication system now being used by the Library, the Janet roaming service and Eduroam Failure to participate in National developments will isolate the University and make it more difficult to for the University to participate in future collaborative projects including GRID/e-science research projects. Serviced Desktop for Staff and Students Status ongoing Improve and actively promote solutions for desktop systems management and security. This area was considered a significant concern in various information security audits carried out by Delloite s. Priorities for this year include; Promote Standard Staff Desktop (SSD) version 7 based on Windows 7 and AD facilitate the SSD migration from Novell based file and print services to Active Directory (AD) managed servers. Investigate Windows 8, SCCM 01 and App V, application virtualisation Improve security, productivity and reduce IT support overheads so that some resources can be redeployed to value added activities at the College/School level (Ref Information Strategy Working Group Common Baselines and Delivery Platforms; University Strategic Plan 3.3.4) SSD stagnation would result in poor uptake, increased security incidents and duplicated IT staff effort Service Sustainability Status ongoing Priorities for this year include Server virtualisation to provide additional disaster recovery and business continuity capabilities and reduce the environmental impact of introducing new services Additional filestore to support teaching and research developments Designing sustainable services will require a higher initial investment however the expectation is that over the lifetime of the service the benefits in terms of the service levels provided will be greater and overall costs in terms of management and other support costs will be less. All too often services evolve from a basic level supporting a few users to a critical mass with many watersheds along the way that require significant support efforts, service downtime for upgrades and user dissatisfaction during periods of poor service performance. Service sustainability is about designing and improving services to ensure that they are: Robust and resilient Scale to meet user demand and legitimate expectations over time Provide continued high performance, availability and reliability Provide service assurance metrics that indicate when improvements, upgrades and replacements are required. This implies that suitable funding is made available for server upgrades and replacements. This would be analogous to the agreed workstation four-year replacement cycle. Are supportable and secure Increased frequency of Systems and Applications failures Poor applications performance Leading to User dissatisfaction Poor business continuity and disaster recovery capabilities Increased support load on systems teams In ability to introduce new productivity features and other service enhancements 7

8 Improve e-science support Network Status Ongoing Build on existing relationships between the National e-science centre, e-science researchers, GRID computing systems administrators and other GRID support personnel to establish an e-science support team. No financial priorities for this year. Significant co-ordinated support network for GRID computing at the University Disjointed approach to GRID/E-science computing, resulting in duplicated efforts amongst support staff and a loss of prestige in the e-science research community Implement Disaster recovery and Business continuity solutions for Core infrastructure services Review Disaster Recovery and Business Continuity plans for all Core services. Update and amend operational procedures and roles and responsibilities as appropriate. Expand the Boyd ORR building DR site to include systems that will provide DR and BC solutions for critical services as per DR/BC plans (Ref Information security/continuity working groups). Priorities for this year include; Increased power provision within the James Watt North, Boyd Orr and St Andrews server rooms and improved power protection. Additional backup capacity to support the increased data foot print for a wide range of core services Develop additional server room space within the James watt North Building Ensure core services continue to operate at acceptable levels during disaster situations affecting core sites or major hardware or network failures. Significant expansion of Standard Staff Desktop deployments and the exchange service will protect user file store and folders against local system failures. Expanding the central backup capabilities will allow IT services to provide an enhanced back up service for the University s critical data. Prolonged failure of core services or data loss will seriously impact the University s ability to conduct business and fulfil its legal and statutory duties with respect to information processes. Lifecycle Replacement and Enhancement of Student (PC) Clusters Annual Student PC cluster replacement To ensure that reliable and modern workstations are available for student use and to improve the workstation to student ratio. (Ref. Information Strategy Provision of on-campus Student C&IT Facilities Working Group; University Strategic Plan 3.3.6) Increased failure rates on cluster systems would lead to higher support costs and increasing complaints from students re IT facilities. Unreliable and or slow workstations could cause difficulties for students to deliver assignments on time. Poor ratings in HE surveys Review File store and Server consolidation strategy Assess and address the impact of ever increasing filestore requirements and the potential savings offered by server and filestore consolidation strategies Quantify the benefits obtained from a centralised file store and server consolidation strategy and propose future strategic direction. Reduced cost for file store and server provisions for all Colleges based on economies of scale, consolidated purchasing power, lower operating costs and a reduction in staff resources allocated to file store management. Inappropriate strategic direction leading to higher cost for core service deployments IT Staff Training Deliver flexible options for IT support staff training following the TRG working group recommendations for IT support staff training. The benefits would be improved skill sets, IT staff morale and productivity IT support staff expected to perform technical, sensitive and critical functions without proper training and staff development 8

9 Review of Computer room provisions on campus Status Ongoing Server and file store consolidation, Service sustainability and HPC cluster provisions are placing heavy demands on existing computer room (Data Centres) facilities including space, floor loadings, electrical provision/protection and air conditioning/handling. It is important to continue to review existing provisions to determine whether or not University strategies with respect to Disaster recovery, Business continuity, service sustainability and e-science are likely to be compromised by inadequate computer room provision. It was projected that the existing computer rooms operated by IT services will have reached full capacity by 01. Service outages caused by power overload and air conditioning deficiencies are increasing. Significant funds have been used to improve the environmental conditions within existing data centres however the fundamental problems associated with the poor condition and limited space of existing data centres remain a significant risk to core services, in addition College requirements for Servers, storage and associated data centre space are increasing. This indicates that a holistic approach to Data centre provision across campus is adopted so that the requirements of IT Services and all the Colleges are addressed in the most efficient and cost effective way. Priorities for this year include; Increased power provision and protection within the James Watt North and Boyd ORR server rooms Power protection for the St Andrews building communications room. Consultancy to identify the s/ of server room consolidation in terms of economies of scale, improved BC/DR capabilities, reduced power consumption and reductions in carbon emissions Identify the risks associated with the condition and capabilities of existing Data Centres to the University s business and IT strategies with respect to Disaster recovery, Business continuity and service sustainability. Poor computer room accommodation will result in significant risks to a progressive IT strategy and business continuity/disaster recovery planning. Unified communications and Web developments Investigate and propose strategic solutions for end user access to integrated , diary management, telephony, fax, IM, document and applications sharing and other forms of personal communications. Priorities for this year include investigating the potential impact of a number of new developments in improving the overall IT based collaboration environment; Specifically The VoIP telephony service The emerging lecture capture service Exchange 010/013, SharePoint 010/013 and Lync 010/013 features Skype developments Unified communications will provide a more productive end-user communications environment and allow users to more quickly find and communicate with the people they need to. Developments in Web technologies are likely to provide a greater choice in the way IT applications are deployed and supported. It is therefore desirable for the University to be made aware of these developments and any measurable benefits that may impact the University s ICT strategy. Areas of particular interest would be social networking and collaboration tools, Software as a service paradigm, Virtual desktops and a variety of productivity tools based on Rich Internet/Interactive Applications (RIAs) e.g., special purpose widgets, gadgets and sidebars. Poor or badly integrated personal communications systems will frustrate users and lead to more time being spent managing communications channels and communications content Portal Services Improve and develop Portal services for Staff and Students, based on SharePoint, and align with other infrastructure developments including SSO/Identity management, SLP, SSD and CSCE developments. Student portal services will be important to the student laptop scheme and would integrate WEB based student resources including Moodle, WebSurf, ExamSurf, , file store and print services Staff portal services would provide simplified access to web based resources including , diary management and other collaboration tools e.g., Desk Top conferencing, instant messaging, Wikis, Blogs and IP telephony Without a robust portal service it will be hard to integrate, in a consistent way, the web based services that are being used or likely to be used to front end core applications. Poor or badly integrated Portal services will frustrate users and reduce the effectiveness of web-based applications. 9

10 Teaching Space Improvements Status ongoing Improve and develop IT and A/V provisions within all centrally supported Teaching Space (TS) in accordance with the proposed Teaching Space strategy and associated roadmap. Priorities for this year include replacing old projectors, AV upgrades to various venues to support Lecture recording or Video Teaching and improving the effectiveness of the remote diagnostic and management systems. (within available budgets) Ensure that Teaching Space facilities are kept up-to-date with respect to technology and reasonable expectations Ensure that Teaching Space support is fully co-ordinated across all relevant service boundaries and measured against agreed performance indicators Ensure teaching spaces are flexible and capable of supporting new requirements e.g., lecture recordings, video teaching. Teaching Space IT and A/V facilities remain inconsistent between venues and difficult to use Teaching Space support remains uncoordinated and inefficient Poor Teaching Space provisioning and support leading to significant user dissatisfaction Review of Student provision The focus for this year will be to continue the review the current the Microsoft Exchange based student and calendaring solution. Options for cost savings will be explored including service provisioning using lower cost disks and the possibility of externally hosting the service at Microsoft s live.edu or Google s G-mail. The Student service is embedded as a pivotal service within the University s Student IT provisions. Most out of band communications between the University and the Student population occurs via and indeed it is viewed as a critical means of communications for important alerts such as exam reminders, assessment reminders, tutorial and lecture changes etc. Our student provision should provide the following: High Performance and sufficient mail box size User friendly interface and functionality including spell checking, address books and diary management Integration with other student IT facilities e.g., VLE, SRIP, Portal etc Failure to address future Student provisions will result in the following: Deterioration of existing service Potential inability to deliver important messages when needed User dissatisfaction leading to ad-hoc uncontrolled solutions Software Licence Policy Management Status ongoing Review the implementation of the software licence policy management project. Specific objectives for this year will be the role out of the auditing tool, based on Microsoft s Systems Centre Configuration Manager, to all SSD and CSCE desktops and establish a robust auditing and reporting process. Reduce the University s exposure to the risk of litigation due to software copyright infringements. (Ref. Implementation of Software Licensing Policy approved by Court) Copyright infringements resulting in significant staff time to resolve and potential legal actions against the University 10

11 Projected s for 01/13 All Priorities. Activity Project Enhance Networks in University Buildings Network segmentation Capitalised Revenue Consumables Source University Funded separately ,000 1,500 University Flexible Access ,000 18,750 University 1 Directory Integration University Student clusters ,000 University 1 Unified communications and WEB.0 Developments ,000 University Software Licensing ,000,500 University IT Staff Training ,000 University Service Sustainability Disaster recovery/business continuity including Power upgrades and addition server room space* Increased central file store provision Teaching space upgrades to extend lecture capture service ,000 37,500 University ,000 68,750 University 1* University ,000 5,000 University 1 Totals 660, , ,000 Funds Requested Revenue Plus Consumables 705,000 Priority 1=high, =Med, 3=Low * Power upgrades, increased power protection and additional server room space are budgetary estimates; Implementation would be handled via E&B. Projected s for 01/13 Priority One elements only Activity Project Capitalised Revenue Consumables Source Flexible Access ,000 18,750 University 1 Service Sustainability Disaster recovery/business continuity ,000 37,500 University ,000 68,750 University 1 Student clusters ,000 University 1 Teaching space upgrades ,000 5,000 University 1 Totals 600, , ,000 Funds Requested Revenue Plus Consumables 650,000 Priority 1=high, =Med, 3=Low 11

12 Project requests to IPSC (1/13) Head Count Staff Allocation Funding Source Time Estimate Funding Requested Funding Allocated Start Date End Date Priority 1=high, =Med, 3=Low Enhance Networks in University Buildings Network Team 7FTE 3.0 FTE (4) IPSC 5 Months /05/01 30/09/01 1 Network segmentation Network/ Security 7FTE 1.0 FTE (3) IPSC 5 Months 50, /05/013 30/09/013 Flexible Access Network Team 10FTE.0 FTE IPSC 5 Months 75, /06/013 31/10/013 Directory Integration Novell Team FTE 0.5 FTE () IPSC 7 Months /03/01 30/09/01 WEB.0 Developments CS/MIS/TRG 0.5 FTE (5) IPSC 6 Months 15, /04/013 30/09/013 Software Licensing DST 1.0 () IPSC 6 Months 10, /04/013 30/09/013 IT Staff Training Admin/Help Desk/Training 4FTE 0.1 FTE (1) IPSC Month 5, /05/013 30/06/013 Service Sustainability All teams 8FTE 1.5FTE IPSC 6 Months 150, /05/013 8/10/013 1 DR/BC enhancements All teams and E&B.5 FTE IPSC 6 Months 75, /0/013 30/09/013 1 Student clusters Admin/Novel/ DST/DTT/TIG 4FTE 0.5 FTE (1) IPSC 0 Months 500, /03/013 8/07/013 1 Increased central SST/TRG file store provision 7FTE 0.5 FTE (4) IPSC 9 Months /0/013 8/10/013 3 Teaching space upgrades AV/IT (8) FTE IPSC 3 Months 100, /04/01 15/09/01 1 Investment Staff Resource Capitalised Revenue Consumables 15.1FTE 660, , ,000 1

13 Other road map projects with staff commitments Project - Other Head Count road map projects with staff commitments Staff Allocation Funding Source Time Estimate Start Date End Date Priority 1=high, =Med, 3=Low National middleware initiatives (Shibboleth) Novell/Server/ 0.5 FTE MIS/E-science (5) 5FTE IT Services Ongoing N/A 1 Serviced Desktop for Staff and Students Novell/DST/ Server 9FTE 4.0 FTE (9) CS Ongoing N/A 1 Improve e-science support Network Server Team FTE 1.0 FTE () CS Ongoing N/A IP Telephony MCU/network /E&B 1 FTE 7.0 FTE (1) CS Ongoing N/A 1 Campus Network Upgrade Network teams 5.0 FTE (9) CS 36Months N/A 1 9FTE Managed Print Project Not on Roadmap Netware/HD/ Demons (5) FTE (5) CS Ongoing TBC Investment 19.5 FTE Totals 34.6 FTE 13

14 Appendix TRG short life working group reports The following TRG reports have been produced Report on Professional Development of Distributed IT Support Staff Report on Software Audit Tool Report on Student Clusters Report on Patch Management Report on Platform Flexibility Report on Multimedia Communications Report on , Diary Management and unified messaging direction Review of file store and server consolidation strategy Review of Computer room provisions Report on Flexible access provisions for teaching, research and administration support Teaching space strategy Future TRG reports may include Review of file store and server consolidation strategy Report on Domain Name Service and IP address management direction Report on Apple OSX requirements and support Report on Linux requirements and support Report on Open Source Software solutions Report on Authentication and Authorisation services on campus and with other Institutions Report on Network and Information systems security Report on e-science support Report on Web.0/3.0 and the potential impact on the University s ICT strategy, IT support and the services and applications that would be relevant to the University s IT user base 14