Information Technologies Strategic Plan. Gil Gonzales, Chief Information Officer Jane McGuire, Strategic Planner
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2 ITSP 2012 Page 1 Information Technologies 2012 Strategic Plan Gil Gonzales, Chief Information Officer Jane McGuire, Strategic Planner Moira Gerety, Deputy CIO Duane Arruti, Director, Applications TJ Martinez, Director, Customer Support Services Brian Pietrewicz, Director, Platforms Louis Sullo, Director, Networks Approved October 1, 2012
3 Information Technologies Strategic Plan 2012 Update ITSP 2012 Page 2 Table of Contents 1. Executive Summary 2. Mission & Vision of Information Technologies at UNM 3. Approach & Scope 4. Guiding Principles 5. Desired Outcomes & Goals 6. Appendices a. Environmental Scan i. Internal Scan 1. IT Spending at UNM 2. UNM Budget guidelines for FY (scan) 3. FY2011 IT Annual Report 4. Other Departments IT Strategic Plans (HSLIC, ASM, Draft of Safety & Risk Services) ii. External Scan 1. Current thinking on strategic planning 2. Academic Scholarship Directions President Emeritus, University of Michigan 3. Directions IT in higher Ed: University Business Executive Roundtable, 2011; Reinventing IT Services Educause 2011 Top 10 issues, Harvard Business School CIO Building Blocks of Success 4. Notes from conversation with State CIO, Daryl Ackley, August Areas of strategic focus in peer institutions 6. IT Industry Directions b. IT Needs, Directions and Priorities i. IT Needs Summary ii. SWOT content from IT Staff, Faculty, Branch Directors, Staff Council iii. Student Fee Review Board Presentation, Student Survey Summary Report iv. Faculty Survey Summary Report v. Internal Scan of UNM s Academic Technology, May, 2011
4 ITSP 2012 Page 3 I. Executive Summary The 2012 IT Strategic Plan focuses on the institution-wide (enterprise) services provided by the Information Technologies Department under the Office of the CIO. IT provides leadership and direction in both technology and service processes surrounding IT at UNM. The planning approach used in this process included gathering input from constituent groups both qualitatively and quantitatively. An external environmental scan was conducted in the IT industry, IT in higher ed, Peer University IT and an internal scan of students, faculty and staff, of institutional priorities in order to seek closer alignment with University mission, constituent and stakeholder priorities. In alignment with quality best practices, IT is focusing initiatives on the following areas that align with the mission of the University and the customers of direct and indirect IT services. These areas are elaborated on pages 6 and 7 of this document and include Critical Success Factors and assessment: 1. IT Infrastructure and Services in Direct Support of Learning Current 2012 Initiatives include: Wireless, , E-Stop for Students, Desktop Virtualization in the Pods, Lynda.UNM.edu, Print Management, IT Support of Advisement 2. IT Infrastructure and Services Aligned with the Academic Enterprise: Instruction and Research Current 2012 Initiatives include: Campus software licensing, Building Switch Upgrades, Core Network Redesign, Secure Network Access (SSL/VPN), InCommon Affiliation, Infrastructure for rich media instruction, Desktop Backup Service, Server Co-Location 3. IT Services to the University Workplace Current 2012 Initiatives include: Upgrading Voice services to use the internet, Upgrading Banner and Oracle, UNM Sunshine Portal, Meeting.UNM for web-delivered meetings, Enterprise Metrics, LoboTime, Reporting Solutions (WebFOCUS), Upgrading and consolidating and calendar. 4. Services to External and Direct IT Customers Current 2012 Initiatives include: Satellite Support Sites, Improving Tier 1 Service Desk Support and communicating Tier 2 Support, Improve the Help.UNM interface for IT Services, Streamline the process to stand up a new service, tailor services to external, revenuegenerating opportunities. 5. Governance for IT: Decision-Making, Leadership & Management within IT Current 2012 Initiatives include: Realign Governance groups to Policy 2560, Manage and communicate the IT service portfolio, Define IT Project Management standards, Deploy PGP IT-wide, improve the capital and small project process for IT, Physical Building security ENAC Ph2, Move it.unm.edu to Web CMS. With this new alignment of initiatives, IT stays closer to customers and can measure results appropriately.
5 ITSP 2012 Page 4 II. Mission & Vision of Information Technologies at UNM Information Technologies Mission IT's primary mission is to provide quality and professional service to the UNM community, especially fast response and timely solutions to customer needs and questions. Principles guiding this service consolidation include: Providing access, support, privacy, and security to all of the University's IT customers. Improving the effectiveness of IT services and sharing IT resources across UNM. Supporting UNM's mission, goals, and values. Coordinating IT planning and communication for better use of resources. Ensuring the development and sustainability of high IT standards for UNM. Information Technologies Vision We envision a future in which UNM s dynamic learning communicates have limitless access to individualized information, enfettered by technology and distance. Therefore: Students, faculty and staff flourish in an environment where ideas are spontaneously created and knowledge is shared, enriching the academic experience. Economic development t is substantially improved by a competitive workforce that effectively access and applies information to meet the challenges of a rapidly evolving world. This information-enabled culture establishes New Mexico as a leader for innovation and life-long learning that enhances the overall quality of life. III. Approach & Scope IT first developed a strategic plan published in With the change of University Presidents in 2007 and CIOs in 2007 and 2008 along with other Vice Presidents, however, continuity of planning and coordination of execution were lost. The approach for this plan was to focus on the services provided by the Information Technologies (IT) department under the CIO. The Office the CIO collected direct qualitative and quantitative information from constituent groups through surveys and focus groups, and comparative information from peer institutions. The IT Leadership team of Directors within IT identified current initiatives that support the directions of the organization. The draft plan has been presented to the Deans and the IT Cabinet, and discussed with executive leadership.
6 ITSP 2012 Page 5 IV. Information Technologies Guiding Principles The following guide IT thinking when: Handling University Data: University Data should be defined, integrated, non-redundant, openly available and accessible, secure, compliant with legal and ethical requirements, with defined roles and responsibilities for access, management and accountability. Addressing Governance: It is the role of governance to envision the future, and to have the means to design and implement that vision, as well as sustain the processes of continuous improvement and cycle of re-visioning and reimplementing. Governing bodies, executives and managers, seek the balance between innovation and stability, standards and autonomy, accessibility and privacy, consensus and decision-making, central and distributed delivery and support, between proprietary and open source. Driving Innovation and Change: Measure, Be Transparent, and Communicate: Strategies, goals, initiatives, projects and services must provide the means for widely gathering needs, managing expectations and assessing value as well as improving their own process. This includes continual data-gathering and crowd-sourcing of new needs and requirements, public communication, and publicly-accessible storage of plans, criteria, documentation artifacts, communication releases and metrics, as well as measurement and management of processes and business functions. IT can lead the University in radical transparency and quality of service to drive change and innovation. Processes need to be measured in order to be managed and improved. Proactive communication demonstrates value and is the job of management. Balancing Process Efficiency and Quality: IT respects internal processes and those of the University (project or program management, sourcing and acquisition, asset reuse, etc.), not only for legal and ethical compliance, but also for effectiveness. IT seeks the highest level of efficiency by developing and refining light-weight processes. Processes, while incorporating efficiency and ROI measures, should be robust enough to include security and privacy concerns and to not increase the total cost of ownership by oversimplifying and neglecting due diligence. Relating to Customers: IT considers the benefit and impact on the customer of services and of the processes defined and changes made. Customer satisfaction is an essential component of IT projects and services. It is a result of satisfying clearly-articulated requirements, by agreeing upon, documenting and meeting expectations, and by understanding and responding in a timely way to the University academic and business environment. Satisfaction is not only a result of direct service, but also of leadership in IT service strategy and design that understands the technology landscape and can anticipate needs in the selection and deployment of new technical components. Evaluating Resource Allocations: The IT organization and staffing assignments, as well as IT services and projects, are considered in the context of the needs of academic and administrative strategy. Organization is fluid enough to enable the best use of the skills of staff to meet business needs. People are the primary asset of IT and need to be wellmanaged and appropriately used.
7 ITSP 2012 Page 6 V. Desired Outcomes & Goals Desired Outcomes Areas of Critical Success Strategic Focus Factors 1.Infra-structure and services in direct support of learning - Productivity and Academic software are accessible by and available to students - Technology for learning is accessible to students - Information about IT services is easy to find - Academic content (lectures, e-books, research sources) are enabled - Electronic collaboration is facilitated - Security portfolio is appropriate for students Goals, Projects and Evaluation 2012 Goals IT Services 2012 Initiatives - Define baseline services offered to students directly and through the Pods - Establish a student-centered governance process for direct studentfacing IT services - Improve , messaging and calendaring services and support for students. - Establish technology training offerings through CBT to students - Apps & Web (10) - Classrooms & Labs (10) - & Calendar (4) - Networking (2) - PC Hardware & Software (3) - Phones & Pagers (2) - Professional Services (4) - Security & Access (6) - Strengthen wireless services - Student conversion to MS E-Stop for Students - Application & desktop virtualization for Pods - Enterprise student print program Ph2 - Training (Lynda.Com) - TechFinder Assessment - Student satisfaction on IT services - Student fee funding 2.IT services and infrastructure strategically aligned with the academic enterprise : research and instruction - Common Infrastructure is secure, robust and services are easily accessible, and easy to opt into. - Bundle pricing incentives subscription - Self-configuration (authenticated, ondemand) enables incremental adoption and autonomy. - Service delivery is scaled for large numbers (automated, routinized). - Data Centers are sufficient and appropriate to support departments. - Services are scaled to increasingly large numbers of users - Regional research and networking collaborations to support UNM;s academic and economic development objectives and obligations - Services are appropriately secure - Formalize instructional delivery methods and hybrid methods of delivery. - Define baseline IT services for UNM s instructional and research faculty - Define baseline network, voice and video IT services - Redesign the UNM network in collaboration with the HSC - Support statewide networking projects such as the BTOP/NTIA funded projects; state, regional and national projects - Establish a faculty-centered governance process for direct facultyfacing IT services - Coordinate regional broadband collaborations - Develop a pilot to scale learning management systems to be available and supported beyond UNM - Improve collaboration tools for faculty - Establish on- and off-premises hosting services - Establish the Identity Management program and define component milestones in provisioning, federation - Deploy and expand IT data centers, co-location sites and off-campus data centers for business continuity, colocation and disaster recovery. - Develop cloud services and a consistent, easy-to-use authenticated interface for users/customers - Scale and polish infrastructure services for sale, use and support to customers outside of UNM (virtualization, NOC, Data Center Management) - Disaster Recovery and Business continuity services can be delivered within UNM and to outside customers - Apps & Web (11) - Classrooms & Labs (10) - & Calendar (4) - Networking (6) - PC Hardware & Software (6) - Phones & Pagers (10) Professional Services (9) - Campus Software Licensing Program - Faculty Tool kit - Edge Switch Upgrade - HSC MOUs in place - Edge switch upgrade - Network redesign - Data Center / Core network refresh - Bldg 153 Power maintenance - SSL/VPN Implementation - InCommon SSL Certificate Service - UNM on itunesu - Support model for collaborative teaching & learning environment - Desktop Backup service -Implement IPv6 - FFA funding - Faculty Satisfaction with IT services - Increased infrastructure customers
8 ITSP 2012 Page 7 Desired Outcomes Areas of Critical Success Strategic Focus Factors 3.Services for the UNM Workplace - well-supported with enterprise infrastructure and applications that add value to the business functions - Access & authorization to University data is appropriately governed, easy to navigate, and accountability is enforced. - Access to applications is consistently delivered; applications are easy to use - Application governance includes broad input from users of the applications Goals, Projects and Evaluation 2012 Goals IT Services 2012 Initiatives - Define and affirm the ERP baseline - Develop a pilot to scale Banner services to a state-wide level - Gather quantifiable data on usage and satisfaction with ERP and reporting services - Apps & Web (15) - Classrooms & Labs (7) - & Calendar (5) - Networking (5) - PC Hardware & Software (9) Phones & Pagers (11) Professional Services (13) Security & Access (9) - Upgrade to VoIP - Banner upgrade to Oracle 11g - UNM Sunshine Portal - Adobe Connect hosted at UNM - Enterprise Metrics Reporting via AD Assessment - ERP end-user satisfaction 4.Services to external and direct IT customers are well supported and satisfied. - IT services are managed consistently from design and definition through demise - Service requests are tracked and responded to correctly and timely - Define baseline services offered by Customer Support Services - Establish and coordinate an IT user group, especially for IT Units and tier 2 partners - Pilot new service and support offerings for new dorms - Formalize and scale services offered to departments through the IT Agents program - Market IT services to support adoption of infrastructure and customer-facing services. - Apps & Web (21) - Classrooms & Labs (12) - & Calendar (6) - Networking (8) - PC Hardware & Software (11) - Phones & Pagers (12) - Professional Services (17) - Security & Access (12) - Virtual and satellite support sites - Tier 2 support for departmental IT - Refine Internal process for improved service delivery and incident management - Define how to stand up a new service - Customer satisfaction - Tier 2 satisfaction 5. Governance : Support of IT Decision-Making leadership and management: appropriate and timely information for decisionmaking - Governing bodies effectively serve the CIO and IT leadership - IT staff are wellmanaged (skills and gaps are known; training and hiring support UNM & IT organizational needs - Projects and workload are well-defined for consistent successful delivery - Services are scaled for UNM-wide use - Funding sources for IT are aligned with strategic direction for academics, research and production needs - Design, coordinate and deliver community advocacy program (Cyberinfrastructure Days, Tech Days, Security Days, Faculty Tech Days) - Plan & submit at least $2M in external grants - Complete a Capital Plan for IT - Coordinate OCP/PPD capital Projects - Facilitate programmatic and operational planning activities - Continuously seek efficiencies and improvements in IT operations - Propose and build an independent HR unit to better serve IT - Develop the IT skills matrix, establish performance measures and career ladders for IT employees - Market CIO strategic initiatives - Review the IT business model - Manage capital/external services financial management operations - Manage contracts and agreements that engage IT services - Develop appropriate external funding approaches for various IT services - Light-weight Project Management process - Service Portfolio Management - Problem Management Improvement - PGP IT-wide deployment - Capital & small project process improvement - ENAC Ph 2 - Move it.unm.edu to Web CMS - IT Project and service management metrics
9 ITSP 2012 Page 8 VI. Appendices a. Environmental Scan i. Internal Scan 1. IT Spending at UNM 2. UNM Budget guidelines for FY FY2011 IT Annual Report 4. Other Departments IT Strategic Plans (HSLIC, ASM, Draft of Safety & Risk Services) ii. External Scan 1. Current thinking on strategic planning 2. Academic Scholarship Directions President Emeritus, University of Michigan 3. Directions IT in higher Ed: a. University Business Executive Roundtable, 2011; Reinventing IT Services b. Educause 2012 Top 10 issues, c. Harvard Business School CIO Building Blocks of Success 4. Notes from conversation with State CIO, Daryl Ackley, August Areas of strategic focus in peer institutions 6. IT Industry Directions b. IT Needs, Directions and Priorities i. IT Needs Summary ii. SWOT content from IT Staff, Faculty, Branch Directors, Staff Council iii. Student Fee Review Board Presentation, Student Survey Summary Report iv. Faculty Survey Summary Report v. Internal Scan of UNM s Academic Technology, May, 2011
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