CiCS Programme Definition 2009

Transcription

1 Corporate Information and Computing Services CiCS Programme Definition 2009 Version 2 March 2009 NB This is a static pdf edition of the web-based CiCS Programme Definition. For the latest version of each section please view on the web.

2 Contents 1 Programme Overview 2 Background and Management Strategies 3 CiCS Vision The Vision covers the whole of CiCS activities. This Programme manages the major new developments and benefits within that. 4 CiCS Strategy As with the Vision this covers the whole of CiCS activities, with this Programme managing the major new developments and benefits. 5 CiCS Objectives As with the Vision this covers the whole of CiCS activities, with this Programme managing the major new developments and benefits. 6 Programme Plan 7 Benefit Profiles and Plan 8 Stakeholder Map and Communications 9 Risk Log

3 CiCS Departmental Programme - Overview Admin Team CiCS Departmental Programme Projects Benefit Streams Application Groups Implementation Programmes The CiCS Departmental Programme includes all projects managed by CiCS. Projects will usually have an impact way beyond CiCS of course, and there is representation on the Project Boards and Application Groups from across the University. The Programme: Maintains an overview of all CiCS projects and manages interactions and resource clashes between them. Identifies, prioritises and commissions projects, in conjunction with the Application Groups. The Admin Team resolves difficulties if necessary. Manages Benefits Realisation alongside the Application Groups and the Projects. Projects identify likely benefits and ensure roll-out and support structures are in place before closure. However most of the possible benefits for most projects are realised long after project closure, and the Application Groups will help to enable and manage the effective usage of our systems for the benefit of the University. Manages Programme-level risks. Project Management System A quick overview of the CiCS Project Management organisation and processes. Organisation Programme Board Initiates, co-ordinates & supports projects. Manages Benefits Realisation. Deals with strategic issues. Programme & Project Unit Supports Project Managers. Maintains and develops the methodology & system. Organises & administers the system. Project Board Owns and controls the Project. Roles (which may be merged or split): Sponsor: Project champion - may not be on Project Board. Project Manager: Plans, co-ordinates, communicates. Customer: Specifies, signs off deliverables. User: Represents end users. Technical : Other key stakeholder/s. Team/s Do the work. CiCS Programme Overview: Page 1 of 2

4 Project Processes and Documents Benefits Management Monthly Highlight Reports Gateway Reviews Project Proposal Project Definition Project Plan Communications Plan Risk Log Issues Log Quality & Test Log Budget Plan Milestone Reports Service Launch Checklist Project Closure Lessons Learned Review Post-Implementation Review Project documents are shown at the stage where they are completed, with key documents in bold. ProjectsLite CiCS has developed light weight versions of key Project Management docs, with guidance on their usage. These are suggested for informal projects, perhaps within a team. As they are not formal CiCS projects they are not supported directly by the PPU and do not report to the Programme Board. Teams and individuals can use and modify the templates just as they like. The aim is: To help people structure their work. To make greater use of people s APM-IC skills. To help embed project management principles more firmly across the board. Glossary CiCS Project and Programme Management systems are based on the complementary PRINCE2 (for Projects) and MSP (for Programmes) methodologies. Project Managers in CiCS all have qualifications from the Association of Project Managers (APM). The principles are entirely compatible, but there are different terms used for some key concepts. This is a rough translation: PRINCE2 Project Initiation Document (PID) = APM Project Management Plan = CiCS Project Definition + Project Plan + Risk Log + Quality & Test Log PRINCE2 and APM Outline Business Case + Project Brief = CiCS Project Proposal The PRINCE2 and APM Business Case is within our Project Definition, though some large projects may have a separate Business Case document. The CiCS Departmental Programme is a typical portfolio Programme in MSP terms. However APM defines Programme very narrowly, so our Programme is an amalgam of a Portfolio and a Programme in APM terms. CiCS Programme Overview: Page 2 of 2

5 CiCS Programme Definition 2009 Background 1 Background CiCS introduced formal Project Management in January 2001 and formal Programme Management of our portfolio of projects in 2004, following a formal review of our systems. Programme Management has helped us to better co-ordinate projects and resources, to prioritise projects and deliver benefits more effectively, and to improve reporting and analysis of the department s projectbased activities. MSP Methodology Our Project Management methodology is based on PRINCE2, the industry-standard method controlled by the OGC (Office of Government Commerce). Our Programme Management is also based on the relevant OGC methodology, MSP Managing Successful Programmes. MSP focuses on Programme Planning, Benefits Management, Stakeholder Management, Risk Management and Quality Management. This is recognisably similar to project management, as are the key processes - Identifying, Defining and Establishing a Programme, Managing the Portfolio of Projects, Delivering Benefits, and finally Closing the Programme. The last does not apply here as CiCS has a rolling Business Cycle programme which is reviewed annually. CiCS Programme Management: Main Features Programme Board: The Programme Board is made up of the CiCS Executive plus the Programme Manager, ie Christine Sexton (Programme Director), Dave Speake, John McAuley, Kath Winter and Pablo Stern (Programme Manager). Programme and Project Unit: Undertakes Programme Management of the department s portfolio of projects and also performs the functions of a project support office. Programme Definition: The document of which this is a part. As well as sections like the Programme Plan (below) it includes other key departmental documents, eg the Departmental Vision. Programme Plan: Details all projects and their main phases and inter-project dependencies. A Gantt-style chart aids planning and analysis. Benefits: Projects deliver capabilities but Programme Management is concerned more with the benefits that are reaped from these. Projects have their benefits for the University (and dis-benefits) clearly identified at start-up and beyond, and the Closure Documents indicate ongoing responsibility for these. Over 2007 there was improved liaison between projects and the Customer Services section to help improve rollout and systems usage, and in 2009 we hope to strengthen our work on benefits realisation. Discussions are ongoing with the Application Groups regarding them refocusing to take a more strategic and proactive role in systems development, and also to be much more active in ensuring the organisational processes change to really get the benefits of new and existing systems. Resource Planning: CiCS works in a rapidly changing and dynamic environment and the conflicts between regular business as usual work and project work can make longer-term resource planning problematic. Each project defines in the Project Definition what resources will be needed for each phase and the appropriate Assistant Directors will assess what is available and CiCS Programme Background: Page 1 of 5

6 liaise with the Project Manager. The agreed resource levels will be reviewed at the end of each phase. Annual Revision of the Programme: CiCS has, in MSP terms, a Business Cycle Programme. This implies a rolling Programme Definition: much of the Project Definition (Programme Plan, Blueprint, Benefits profiles etc) should be fully revised annually, and updated as projects come on stream. Ongoing Project Control: The Programme Board meets monthly, fed by monthly highlight reports from every project: o Projects progress is monitored. Issues are discussed and any which have been identified by the Project Manager as requiring decision or action are dealt with, and the Project Manager informed appropriately. o Project highlight reports will include any major changes in deliverables or timescales. These can then be agreed and included in the Programme Plan or questioned if problematic in terms of the programme plan (knock-on effects) or strategy (CiCS/University priorities). They will also have clear milestone reporting. o Proposed Project Definitions will be looked at with regard to departmental strategy. o Post-Implementation Reviews will be formally monitored. Lessons Learned: Many projects review the project process itself, sometimes with a formal Lessons Learned document. The lessons learned from both successes and failures are brought into the Project Management methodology. Other Programmes The CiCS Programme intersects with other Programmes, and this overlap has to be managed effectively: University Collaboration Improvement Programme This Programme started in early Projects with significant collaboration aspects report to the UCI Programme and are managed by it as far as the collaboration aspects are concerned. Benefits management is key to this programme. Estates Programme CiCS intersects with the Estates Department programme of works both as customers, eg Brunswick m/c room, and as internal suppliers, eg residences. CiCS monitors progress in these projects, and incorporates requirements into CiCS projects or sets up new projects where appropriate. 2 Management Strategies 2.1 Benefits Management Strategy Methodology CiCS organised formal Benefits Realisation Management training in 2005, initially for the SAP Programme and then for other staff. This has resulted in a more coherent approach to benefits management, and in particular: a. The application of benefits management in the SAP Programme. CiCS Programme Background: Page 2 of 5

7 b. The setting up of the University Collaboration Improvement Programme, which started in early This has been set up specifically to co-ordinate and actively manage the roll-out and benefits management of the collaboration aspects of a number of projects, some of which have extensive overlaps in potential capabilities and benefits. c. A Benefits Realisation Toolkit for Project Managers and practical assistance from the PPU in project start-up meetings focussing on strategy and expected benefits. d. As noted above it is hoped that during 2009 the Application Groups will take on a role in benefits management Benefits Identification Projects deliver capabilities, whilst the programme is more concerned with the benefits achieved for the University. This is a rolling portfolio programme, so the expected benefits of the programme as a whole cannot be pre-defined. The expected benefits to the University from the current and potential projects however can be identified and summated, and the prioritisation and orientation of projects can be made in the light of the overall benefits. a. Each project should identify the benefits to the University which it expects will result from the capabilities it will deliver. b. There may also be cross-project benefits, and these should be identified by the project team, departmental leaders, the Programme Manager and in Post-Implementation Reviews. c. There can be unexpected benefits from projects and these should also be included in the Benefit Profiles. These are most likely to be identified by the project team and Post-Implementation Reviews Benefits Realisation Responsibility for the realisation of the benefits varies according to the type of project. a. Where projects re-engineer or improve business processes the relevant department is responsible for realising the benefits, and minimising dis-benefits. They will always be represented on the Project Group. b. Some projects impact on large numbers of departments, particularly those delivering capabilities to academic departments. There will be a representative of the departments on the Project Group, but the Project Group as a whole will be responsible for roll-out and publicity, in order to maximise benefits accrued. c. It is hoped that during 2009 the Application Groups will be more proactive in ensuring the benefits of new and existing systems are realised. d. Some projects are enabling projects internal to CiCS, particularly infrastructure ones. They may for instance keep the technology up to date and facilitate the delivery of new facilities, like the Network Upgrade project. In these cases the benefits realisation is implicit, providing that the new facilities or requirements do emerge. Nevertheless they may have a high profile, like the Managed XP project, and there may be potential benefits which still need to be actively sought, such as the extended use of Managed XP possible if academic departments take advantage of the local application installation facility. e. Other CiCS-centred projects do require active promotion of the new capabilities in order to deliver benefits, like the Wireless Network, and the Project Definition and roll-out plan should make clear which CiCS staff group is responsible for realising the benefits, and minimising disbenefits. CiCS Programme Background: Page 3 of 5

8 Also, Project Closure Documents always include handover details, and these include responsibility for further rollout, publicity, process consolidation etc as appropriate. The Customer Services Section will be actively involved in managing the transfer of responsibilities, and the realisation of benefits. The Post-Implementation Review, which happens a few months after a project ends, may also include a new approach to benefits realisation, particularly of course where new potential benefits have been identified Benefits Monitoring The Benefit Profiles and Plan section of this document (held separately) brings together the strategic benefits expected from the Programme and how each project contributes to it. This is reviewed bi-monthly by the Programme Board, and is also of course fully reviewed and updated at the annual review of the programme. Again, it is hoped the Application Groups may become more active here through One of the central purposes of the Post-Implementation Review, which happen a few months after a project ends, is to examine how benefits are being realised and take appropriate action. Regarding collaboration benefits, these are being actively managed and monitored by the University Collaboration Improvement Programme. 2.2 Risk Management Strategy Programme (not project-only) risks are dealt with here Identification of Risks A thorough strategic risk assessment was carried out at the start of the Programme, and will be repeated at the annual review stage. Additional strategic risks may be identified through the year, particularly if major projects are newly identified or there is a significant change in CiCS strategic aims Monitoring of Risks Programme Board meetings will quarterly include a review of the identified risks in the Risk Log, and consideration of potential new risks. This review may include modifying the perceived impact or probability of risks, and may of course involve initiating appropriate action to forestall risks or minimise their impact. 2.3 Quality Management Strategy Organisation and Processes Projects are organised and run in accordance with the industry-standard PRINCE2 methodology. The Programme organisation is based on the government-recommended MSP methodology. 1 Project Level Each Project Group is responsible for the quality of its deliverables. All deliverables are signed off by the Project Group, the Service Launch Checklist helps ensure a controlled delivery, and the Post- Implementation Review directly assesses the quality of the products as used Live. Many projects also undertake a review and complete a Lessons Learned Report, to assist in improving the quality of future projects. Each Project Manager reports monthly to the Programme Manager for the monthly Programme Board meetings (below). CiCS Programme Background: Page 4 of 5

9 2 Programme Level The Programme Manager and monthly Programme Board meetings monitor and support each project, ensuring that minimum standards of reporting and accountability are maintained, and ensuring that projects operate properly individually and collectively. The monthly and in particular the annual Programme Boards also monitor the Programme outputs and how these match the expected benefits and the University s strategy. 3 University Level At a higher level, the quality of the Programme s outputs is monitored by Admin Team and the University Executive Board Information All project documentation uses standard templates developed on PRINCE2 principles for the University by CiCS. At project start-up all projects produce a Project Definition which includes an agreed definition of requirements and deliverables, against which actual deliverables can later be measured. Where these are significantly modified during the life of the project such changes are recorded in the Change Log section of the Project Definition. A Communications Plan is also created for every project and is used to manage all aspects of communications, including documentation, publicity etc. Some projects will have a Quality and Test Log, which defines in a standard format how each deliverable is approved and signed off. Some projects do not warrant this level of documentation, either because they are too small or because the deliverables make it inappropriate - where the only deliverable is a report for instance. The Service Launch Checklist ensures that every service launch is undertaken in a controlled manner. All projects issue a Project Closure document which identifies the project s deliverables and what body approved them. A Lessons Learned Report may also be produced Configuration Project Managers are responsible for project documentation. The Programme Manager and Programme Director ensure that projects produce the necessary documentation for effective communication and record-keeping at both project and programme level, and provide support where necessary. The Programme Manager keeps Programme documentation up to date, in particular the dynamic sections of this Programme Definition, which are held separately from the main document. The Programme Manager also produces reports as required by Programme Board meetings, by the department and by University bodies. All Programme documentation is fully reviewed and updated on an annual basis. Project and Programme documentation are held on a shared file-store, available to the appropriate CiCS staff. Much higher-level and support documentation is available on the CiCS Programme and Projects website. CiCS Programme Background: Page 5 of 5

10 CiCS Programme Definition 2009 Vision "We will be an innovative and influential department, respected by the University and recognised as a leader in the sector, delivering excellent customer-focused services" The vision covers the whole of CiCS activities. The CiCS Programme, defined in this document, manages the major developments and benefits. CiCS Programme Vision: Page 1 of 1

11 CiCS Programme Definition 2009 Strategy The strategy covers the whole of CiCS activities. The CiCS Programme manages the major developments and benefits. 1. Information Technology Strategy 2. Learning and Teaching Strategy 3. Research Strategy (tba) CiCS Programme Strategy: Page 1 of 12

12 CiCS INFORMATION TECHNOLOGY STRATEGY PURPOSE This strategy replaces the previous IT strategy and is an integral part of the overall strategy being developed by Corporate Information and Computing Services (CICS). The purpose of the strategy is to ensure alignment with the University's Shared Vision, with the Information Strategy , and with the requirement to build on and improve service to CiCS' customers and stakeholders. 2. CONTEXT 2.1 Information Technology Information technology, now more than ever, is crucial if the University is to deliver on its vision of becoming one of the top 5 research Universities in the UK. Research, teaching and learning, student recruitment and retention, and the business processes of the University are all increasingly dependent on IT in one form or another. Both students and staff come to the University with an expectation that the services we provide will respond to their needs, rather than meet the needs of 'The University'. We are now nearing universal ownership of desktop/laptop computers amongst the student population (currently at c90%), while ownership of sophisticated network devices such as PDAs and phones is also rising rapidly. 2.2 Changing Environment 2.3 CiCS Mission 2.4 CiCS Aim The changing environment presents us with several opportunities and threats: Delivery of more services to our users on their own computers; Removal of the need to store ever-increasing amounts of student filestore as personal devices hold more and more data; Increasing expectations of us as service providers; Unpredictability of future requirements, particularly in the research computing area. In order to clarify its role in supporting the University's mission and strategic objectives CICS has defined its mission as: to support the University in maintaining the highest levels of excellence as a research-led institution of international standing; to provide an infrastructure, systems and services which make available appropriate and accurate information to members of the University and external stakeholders; to provide information services that support research and teaching to the highest levels. The aim of CICS is to ensure that the University has the appropriate levels of computing, telecommunications, network services and technical support to allow it to achieve its corporate aims and objectives. The primary responsibility of CiCS is to manage the computing CiCS Programme Strategy: Page 2 of 12

13 resources and information facilities to promote an environment conducive to excellence in academic scholarship, research, teaching, learning and management. It is within this context that the following Strategic Objectives and Implementation Plan have been devised for the development of the University's IT services in the next five years. 3. STRATEGIC OBJECTIVES The strategic objectives listed below have been identified as being fundamental to achieving our mission during the period They are in part aligned to overall University priorities, and in part reflect specific technological and staff development objectives which will need to be achieved in order to underpin service provision. 3.1 OBJECTIVES LINKED TO UNIVERSITY PRIORITIES: A mechanism which ensures that CiCS staff development and training anticipates changes in University requirements; A greater emphasis on the identification of external funding opportunities which will contribute towards the achievement of other objectives; Increased support for research, in particular in relation to the use of the High Performance Compute facility; Commitment to reducing the environmental impact of IT within the University; Focus on delivery of services to the new faculty structures. 3.2 TECHNOLOGICAL OBJECTIVES: An infrastructure which will meet the needs of the next five years and beyond; Applications and services which have a clear relationship with the business of the University; A reduction in the variety of technologies in use; A reduction in the number of core systems and applications providing similar functions; Delivery of services in a way that meets the needs of the user, rather than CiCS or the University; An effective system for ensuring that new and emerging technologies are evaluated; A robust system to ensure effective monitoring and review of technical infrastructure and services. CiCS Programme Strategy: Page 3 of 12

14 4. IMPLEMENTATION In practice, the strategic objectives listed above can be reordered as: aspirational objectives short- and medium-term technical solutions involving the introduction/development of new technologies re-adjustments of existing services to fit with users' new operational requirements 4.1 OVERVIEW CiCS will continue to be committed to selecting software and hardware which conforms to open standards. By this we mean that we will prefer those solutions which enable us to connect together disparate systems and technologies in a non-proprietary way, and which enable us to replace components relatively easily. We will also consider open-source alternatives to commercial systems as part of any tendering processes. We will press forward with the existing strategy of making services available over the web. Many services are available over the web, but many have different interfaces, different user device requirements, etc. We must seek to ensure that the user experience of our services is a great deal more seamless than it is currently. In practice this means that, at least for the casual user who does not require the full functionality of any particular system, the underlying complexity must be hidden within the portal (MUSE). As a consequence MUSE will become the central point of delivery for most services. We will extend the reach of current desktop applications such as those delivered on the managed desktop by integrating them within the portal. We will ensure that users of our systems can choose how, when and where they access services such as change module for students or goods requisitioning. Use of portal standards for such 'applets' will allow users to create their own set of commonly used functions which can be delivered to their pda/phone as well as the traditional portal on a desktop or laptop computer, and will allow us to respond more rapidly to technological change. The last five years have seen an explosion in the number and variety of services we provide. In order to make best use of existing and new services, we will put greater effort into their integration, using where possible Service Oriented Architecture and web services techniques to minimise duplication and overlap. Collaboration, between colleagues, students and external partners, is now a crucial part of the University's work, and our services will give increasing support for this way of working. We will take advantage of the opportunities afforded by the latest generation of web technologies (web 2.0) in order to enable and facilitate collaboration. With increasing volumes of data, and increasing variety in storage locations and technologies, metadata storage and search facilities which enhance our understanding and use of this resource will become increasingly important. CiCS Programme Strategy: Page 4 of 12

15 4.2 SERVICES FOR STUDENTS We will create an environment where students are able to access information and services from wherever they are and with whatever device they have available to them. Students will be more in control of their University experience, with information systems which allow them to interact with the University in a dynamic and seamless fashion. 4.3 SUPPORT FOR RESEARCH We will increase support for research with the creation of a Research co-ordinator post (funds permitting) within CiCS who will pull together the various strands of support which we currently provide. Efforts will be concentrated on making the experience of using the High Performance Compute facility as painless as possible for users, so that they can concentrate on research rather than computing. We will continue to fund the upgrade and increase in power of the HPC, taking advantage of the increase in computing power, and using the opportunity to minimise our environmental footprint. We will consider how to create a Virtual Research Environment, building on the work done by JISC and others. 4.4 SUPPORT FOR FACULTY STAFF The new faculty structure will create particular challenges for CiCS, both in information provision and in technology support. We will ensure that the reporting needs of less frequent users of our core systems, and those who must report on many different areas, are met within a single user interface. Work is already under way to ensure that reporting is at an appropriate level for faculty use. We will also seek to move appropriate functionality for systems to the portal, so that much of the work of the faculty can be done from a single point. Collaboration tools will become increasingly important, and CiCS' role here will be to ensure interoperability between systems, and to optimise their use. 4.5 SUPPORT FOR PROFESSIONAL SERVICES STAFF As well as core operational systems such as SAP, CIS and so on, collaboration tools play an increasingly important role in the work of Professional services staff. We will press forward with integration of those tools already in place so that tasks and processes can be streamlined from end-to-end, and so that best use is made of the technology. While professional services staff will continue to use a variety of systems in the course of their work, we will, as for faculty staff, try to minimise the differences between systems, by providing common functionality through the portal. CiCS Programme Strategy: Page 5 of 12

16 4.6 INDICATIVE ACTIVITY The following provides an outline of the principal technical activities which we would envisage undertaking during the implementation phase: Infrastructure Developments PHYSICAL ESTATE We will build on the work already done in our data centres to ensure full resilience for missioncritical and high importance systems in the event of a disaster affecting one of the centres. We will monitor regional and national shared data centre initiatives with a view to the establishment of an off-site third data centre to be used for archive and/or HPC computing. In conjunction with Estates, we will pursue measures to reduce energy usage where practicable and affordable. BACKUP STRATEGY We will conduct a complete review of the way backup and archiving of computer data is managed, in order to serve better the current and future needs of the University, to reduce the burden on operational staff within CiCS, and to meet regulatory requirements. STORAGE We will continue to centralise storage provision both for corporate systems and for departmental and research needs. Increasing requirements for large scale data storage mean that we will have to participate in regional and national initiatives for shared data storage. GENERAL PURPOSE FILESTORE AND PRINTING. We will conduct a review to establish how we can build on the investment already made in centralised storage in order to provide a more streamlined and cost-effective service. UNIX Rationalise the server estate by consolidation of multiple services on to fewer computers. Phase out older releases of Solaris as and when possible subject to application requirements. DATABASE Continue to use and upgrade Oracle as the database of preference for all corporate applications. Accept the use of mysql, SQL Server for point solutions. NETWORK Increase core resilience by building on work done with dual data centres. Collapse back aggregation centres into data centres where resilience features are already available. Current aggregation centres to be passive, supported by UPS for telephone functions and dual physically separate network feeds. CiCS Programme Strategy: Page 6 of 12

17 Increase building resilience as and when feasible and affordable. Institute a program of replacement of edge switches. TELEPHONY Build on the installation of the IP based switches to provide new and enhanced functionality such as converged voice/voic / etc Service developments SEARCH Use collaborative systems such as the newly purchased clearspace product to increase our ability to find expertise within the University community. Increase our ability to extract knowledge from data by making use of the facilities provided by existing technologies such as the Cognos reporting tools. PORTAL Make more applications and information available. Upgrade Portal to take advantage of portlet standards. Increase integration of portal with applications, through use of channels. Make portal, or channels within portal visible and usable on other devices where appropriate. Move desktop applications currently on the managed service to the portal. Review current portal technology. SAP Continue integration work and making data available for use by non-sap users. Undertake necessary SAP upgrades. Evaluate new developments to determine whether SAP should be used. Work on improving user interface where practicable and cost-effective. CIS Move away from Forms applications to Java. Convert forms 6 applications to forms 10. Support simple developments in PHP in order to decrease time to deployment. Conduct second review of CIS systems. REPORTING/MANAGEMENT INFORMATION Make increasing use of the the Cognos toolset to deliver a greater degree of integration in reporting. At faculty level, enable reporting on all data through a single interface. Divert resources to this function in order to improve the level of support for management information although this may mean decreased resource elsewhere. VLE Build more resilient service to reflect increasing in strategic importance. Increase capability and space. Consider replacement/review in COLLABORATION CiCS Programme Strategy: Page 7 of 12

18 Deploy recently purchased Clearspace product as widely as possible for all University communities. Deploy next generation mail and calendaring product. Complete and evaluate Document Management system pilots now under way. Conduct a review of mail services for students, in order to compare value for money of our in-house service with services provided by commercial suppliers. RESEARCH COMPUTING Continue funding of HPC 75k pa. Replace every 4 years. Encourage centralisation of HPC installations across University. Increase support from CiCS, within available resources. DESKTOPS Move to provision of applications over web - to all devices running modern web browser. Replace PCs in open-access areas with thin client devices. Encourage the use of thin client devices elsewhere. 5. SUMMARY This strategy aims to increase our focus on providing innovative services to our customers, to build a reliable and resilient technical infrastructure which is both cost-effective and sustainable, and to keep environmental costs to a minimum. CiCS Programme Strategy: Page 8 of 12

19 CiCS LEARNING & TEACHING STRATEGY PURPOSE As part of its overall purpose to support the University s mission and strategic objectives, CiCS aims to play its part in achieving the University s aspiration to ensure that the highest standards of excellence are maintained within the student learning experience (University LTA Strategy). More specifically: CiCS will seek to play a 'catalytic' role to enable the University to provide the best possible learning experience for its students by encouraging and supporting the effective use of technology and space. The University has articulated its vision to be a world leading University that produces distinctive graduates. The purpose of this document therefore is to align those CiCS objectives that affect the student experience with those of the University; and to support and influence the policies, processes and strategies elsewhere that also seek to contribute to this aim. 2. CONTEXT CiCS has always played its role in support of learning and teaching at this University, mainly through the delivery of technology and spaces. However, the context in which these are delivered has changed quite significantly over the last few years. New collaborative and interactive technologies have emerged and have become the dominant model for many forms of interaction, and alongside these there have been similar developments in the thinking about how learning spaces work and teaching might be delivered. The Information Commons being a concrete example. In light of this, and so as to provide direction and impetus to the work of CiCS in this area, this current document describes a framework to be used to develop the support for learning and teaching provided by CiCS. In doing so it describes areas of work and roles that are also in the domain of other departments within the professional services as well as academic colleagues and formal processes of the University. The intention is not to suggest that CiCS is the only or dominant contribution in any of the areas mentioned (although it may be in some), but more to map out the areas in which CiCS currently makes a contribution and where this should be increased or otherwise developed. In this way it hoped that this document will also facilitate collaboration and alignment with other departments working in this area. 3. OBJECTIVES In order to help the University provide the best possible learning experience for its students, CiCS will: CiCS Programme Strategy: Page 9 of 12

20 provide innovative yet robust infrastructure and systems that will deliver high quality learning and information resources in a variety of formats maximise learning and teaching space utilisation while providing flexibility and the scope for innovation provide and manage high quality functional learning and teaching spaces that meet current and future needs evaluate and deploy new technologies that enable and facilitate collaboration both amongst students, and between staff and students ensure that CiCS services support existing teaching methods, and enable those that are emerging seek greater involvement and collaboration with the University s learning and teaching community provide support for the development of students skills in the use of information and computing technology support the University assessment processes through the provision of technology and physical space 4. IMPLEMENTATION The overall strategy will be to provide technology, physical spaces and support to ensure that students have the highest standard learning experience in our research-led learning environment. We will manage the use of our learning and teaching spaces ensuring that we maximise usage and develop them in flexible and innovative ways. This development will be in collaboration with others working in the same area, and informed by wide consultation within the University and best practice across the sector and beyond. 4.1 TECHNOLOGY: Provide and develop ubiquitous, reliable and appropriate ICT infrastructure and systems. Investigate and deploy innovative, flexible and robust technology that supports both existing and emerging teaching methods. Retain flexibility to respond to innovations and changes whether driven from within the University or elsewhere. Aim to deliver access to all services via the portal. Deliver academic applications for teaching and self-directed learning via a centrally managed service. Aim to make these applications available on staff and students own computers via the portal. Provide systems to manage access to licensed electronic library resources and services through the portal. Provide and manage the University VLE system (currently Vista WebCT) and work closely with others to develop its functionality. Implement and promote systems that facilitate collaboration and the sharing of resources (includes blogs and wikis, media hosting service). Provide flexible and robust room, course and exam timetabling systems. Provide secure systems for storing, presenting and managing student information (including student admission, registration, academic records, module choice, regulations, assessments). Use information from these systems to drive and control access to and use of other systems. Provide support for access to the on-line plagiarism checking service. CiCS Programme Strategy: Page 10 of 12

21 Deliver systems to support the electronic submission and assessment of student work. Support the use of students own computers to access information, learning and teaching materials. 4.2 PHYSICAL SPACES: 4.3 SUPPORT: Provide and support University network infrastructure to University owned student residences. Increase the range of services available (e.g. via the portal) to students own computers. Extend the availability of services to portable devices. Provide high quality, functional learning and teaching spaces and ensure the maintenance and development of these spaces. Manage the use of teaching spaces to maximise utilisation whilst still providing flexibility. Promote and develop the flexible use of space to ensure maximum use. Develop and promote spaces that support and encourage the adoption of innovative technologies, different learning styles and emerging teaching methods. Specifically develop and promote the Information Commons and its vision so that it continues to lead the way in the delivery of innovative learning and teaching spaces. Seek to provide a range of different types of spaces to suit different needs. Improve the quality of spaces through a rolling programme of physical works Ensure the best possible support for different accessibility needs Provide high quality IT and AV equipment in all spaces Monitor all spaces to understand how they are used, investigate best practice elsewhere, and actively promote services where underused Provide training for teaching staff in use of rooms and their technology Maintain the use of the Drama Studio as a learning space through appropriate development and refurbishment. Support the use of IT room as exam facilities for those with additional support needs. Become trusted partners alongside academic and other professional staff in supporting the use of spaces and technology for learning, teaching and assessment. Be fully engaged with the University s learning and teaching community through involvement in its committees, groups, and capital projects. Contribute to University wide initiatives and projects. Involve others in CiCS led projects. Support academic departments and faculties in implementing their own learning and teaching strategies. Using the Information Commons as a collaborative starting point, develop improved support for students as learners in their use of information and technology. Work closely with colleagues in CILASS to provide ongoing support for the technologies and spaces they deliver. Aim to embed the support for these within CiCS at the end of the funding period. CiCS Programme Strategy: Page 11 of 12

22 Develop the capacity, both within CiCS and by working collaboratively with other professional services, to support the innovative use of technologies and spaces to deliver different methods of teaching. Enable students to develop their own use of technology to support both their learning as well as their development of skills for life: involve students on projects that directly affect their own use of technology for learning and teaching, and on other CiCS projects that will deliver services in this area provide services (such as access to ECDL for basic skills) that facilitate the development of ICT skills ensure that our systems and services are accessible to all users and provide good information on how we support different accessibility needs 5. ALIGNMENT The objectives in this document attempt to align CiCS strategy with objectives contained in the University s Corporate Plan (Our Shared Vision) and the University Learning, Teaching and Assessment Strategy. It is also in line with the University Information Strategy and other CiCS planning documents. It is recognised that CiCS makes its contribution to University processes in these areas by working in partnership with the faculties, departments and other professional services. The document will be discussed with colleagues in these areas and reviewed regularly to ensure that CiCS continues to support the University s vision for the student learning experience. CiCS Programme Strategy: Page 12 of 12

23 CiCS Programme Definition 2009 CiCS Objectives 2008/ Departmental Objectives The following outlines the objectives of CiCS to meet the needs of the University community: 1. To be a customer focused department and improve our ratings in the student and staff satisfaction surveys. 2. To improve internal communication so that all staff have a clear understanding of how they contribute to the department s objectives. 3. To provide an improved experience for students by providing high quality learning and teaching spaces, access to systems and services which are tailored to their needs and staff support. 4. To provide an ICT infrastructure to support the University s research strategy. 5. To provide robust and reliable systems and infrastructure to support a 24/7 operation. 6. To achieve the highest possible quality of service delivery to the University within the resources available, implementing best practice to ensure value for money and customer satisfaction. 7. To manage effectively major developments and changes in services through a coherent departmental programme of projects, involving key stakeholders throughout. 8. To work together as a department to help the University to achieve Our Shared Vision. 2 Section Objectives In addition to the departmental objectives above, each section defines its own objectives, accessible from the following links: Business Services Objectives 2008/09 at Customer Services Objectives 2008/09 at Technical Services Objectives 2008/09 at CiCS Programme Objectives: Page 1 of 1

24 CiCS Programme Definition 2009 Programme Plan Defining the portfolio of projects, including inter-dependencies and scheduling. NB This is a dynamic section of the Programme Definition which is updated throughout the year. 1 Projects Statuses: Accepted, Starting, Live, On Hold, Closing Project Status Purpose Manager Sponsor Customer Application Group/s Abode2 Housing System Starting To modernise the existing Abode private sector housing system, and to investigate and if appropriate implement an expansion of the system. Business Intelligence Live To procure web-based Business Intelligence (BI) software and to implement the chosen system as an upgrade of the current Sheffield Web Reports system and to evaluate OLAP reporting software to replace Applix. Computer Asset Register Starting Document Management Implementation Live To set up a central register of computing equipment owned and used by the University. To roll out the EDRMS system acquired through the EDRMS project. erecruitment Live To implement SAP erecruitment with attendant organisational process changes. Innovative Communications International Institutions Database Live Starting Management Information Live Blogs, wikis and other Web 2.0 tools are very useful for learning and teaching and research as well as administrative and general use. This project will investigate the University s requirements and implement a solution. To further the Internationalisation Project through the provision of a central database containing information relating to international institutions. To provide effective access to faculty centred data for senior management in the first instance, and to then extend this to a more general solution. Media Hosting Project Live To provide a centralised hosting service for streaming media, with a searchable catalogue. Microsoft Office 2007 Upgrade Live To upgrade staff and student Windows PCs from MS Office 2003 to MS Office 2007, affecting both managed and unmanaged staff machines. Andrew Stainforth Anne Rodgers Claire Baines Jo Marriot, Vina Khan, Phillip Russell- Lacey Grazyna Whalley Kath Winter John McAuley ~ Simon Geller Chris Sexton Claire Baines, Jackie Gresham Chris Attwell Andy Dodman HR Chris Attwell Darren Stevens Jackie Gresham & Dave Speake Mike Holcombe & Alistair Warren Student Strategic Mgt Portal, Strategic Mgt, Student All Strategic Mgt Andrew Russell Claire Baines Claire Baines Strategic Mgt Ken Grace Dave Speake, Stephen Beck ~ Jackie Gresham Darren Stevens Chris Sexton John McAuley ~ 27-Mar-09 CiCS Programme Programme Plan: Page 1 of 3

25 Project Status Purpose Manager Sponsor Customer Application Group/s Network Resilience Improvement Next Generation & Calendaring Live Starting To reconfigure and upgrade the core network infrastructure in order to improve resilience and simplify maintenance. Investigate and if appropriate implement the Zimbra mail/calendaring solution for certain sections of the University population. Pay on the Day Parking Live To investigate the options and then implement Pay on the Day car parking, in order to encourage the use of alternative modes of transport. Print Submission and Ordering System Regulations Management System Starting Live Risk Management System Approved To facilitate the most effective usage of print facilities and allow automatic submission of print jobs for print service. To put in place a system to support the Regulations Process Review. To buy or develop software that can help support the management of risks at corporate, faculty/operating, and departmental level. Scanning Solution Live To provide a scanning solution that will integrate with Livelink, SAP and other University Systems. Student Learning Community2.0 Live Claire Coleman Chris Sexton Dave Speake ~ Simon Geller Chris Sexton John McAuley Portal, Strategic Mgt, Student Mark Morley Kath Winter Neil Pepper ~ Chris Sexton Kath Winter ~ Roddy Flynn Paul White Liz Hall, Jackie Gresham Chris Willis Peter Armstrong Chris Sexton This is a SeeChange project: it is not within the CiCS Programme, but is included here as it is linked. It aims to develop partnerships between CiCS, students and departments to encourage the use of web2.0 tools in student learning and research; beyond the classroom and outside the formal structure. Patrice Panella ~ Student Timetables Live To use Facility timetable teaching with attendance, so students would have timetables, and departments could plan better. University Collaboration Improvement Programme Live This is a Programme which manages collaboration aspects of some projects and benefits realisation of these plus other systems. The aim is to ensure that the benefits that improved collaboration can bring to the University are realised. Zahir Chaudhary Paul White Tim Snow (Programme Manager) Bob Rabone (Chair) [Student Services, Acad, CiCS] ~ ~ Student Strategic Mgt Finance, HR, Student, Strategic Mgt Student 27-Mar-09 CiCS Programme Programme Plan: Page 2 of 3