Management Operations Review Team (MORT) Report of the IT Organizational Structure Tiger Team

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1 ManagementOperationsReviewTeam(MORT) ReportoftheITOrganizationalStructure TigerTeam CommitteeCharge ExecutiveVicePresident(EVP)DiazandProvostWoodsoncreatedaManagementOperationsReview Team(MORT)toseekandimplementimprovementstoouroperationalservices.TheMORTteam consistsofdeanakridge(agriculture),deanjamieson(engineering),deanweiser(liberalarts),vice PresidentAlmond(BusinessServices),VicePresidentBuckius(Research),VicePresidentMcMains (PhysicalFacilities),VicePresidentMcCartney(InformationTechnology),andManagingDirectorKen Sandel(OfficeofEVPandTreasurer). TheMORTgroupselectedinformationtechnology(IT)ontheWestLafayettecampusasthefirstfocus areatoexaminepotentialsynergiesandcostssavings.sixcommittees,calledtigerteams,wereformed toexaminethefollowingareas:datacenters,campusitorganizationalstructure, services, OnePurdue,desktopcomputingservices,andthecomputerlabs.Eachteamwastaskedtoprovide recommendationstoimprovethemanagement,efficiency,andaccountabilityofcampus wide informationtechnologyoperations. ExecutiveSummary TheMORTITOrganizationalStructureCommitteewasaskedtodevelopaplanforexamininghowwellIT needsarebeingmetbythecurrentitorganizationalstructure.however,itisunderstoodthattwo prioritiesexistinthecurrentfiscalenvironment.theneedremainstoreviewitacrossthecampusto ensurethattheorganizationalstructurepositionscampusittomeetthestrategicprioritiesofthe University.Atthesametime,circumstancesdictatethatweidentifyspecificopportunitiesfor immediatecostsavings.thisdocumentrepresentsthecommittee seffortsinbothregards. ThefirstportionspeakstothechallengesofthecurrentITorganizationalstructureasgenerally observedbymembersofthecommittee.itthenmakesspecificrecommendationsforchangesin organizationalstructurethatareviewedaspreliminarymeasuresthatcouldfacilitateamoredirect meansofcoordination.theseactionswillfacilitateidentificationofopportunitiesforimmediately increasingiteffectivenessthatcouldreturnshort andmid termcostsavings.itshouldbeemphasized herethattheserecommendationsaremadeintheabsenceofafullreview.assuch,theyaremadeonly forthepurposesofprovidingashort termmechanismtobetterfacilitatethedecision makingprocess. Thereisnoexpectationthattheserecommendationsobviatetheneedforthefullanalysis. ThesecondportionlaysoutadetailedplanforacomprehensivereviewoftheITorganizationalongwith adescriptionofthegoalsandobjectivesdesired.thissectionreflectstheneedtoconductathorough analysistoensurethatitisorganizedforthelong termsuccessofallenterpriseswithintheuniversity. Thecommitteesuggeststhattheoveralljointevaluationbeconductedandmanagedbythecurrent MORTITSteeringorsubsequentassessment/implementationcommittee.Asenseofurgencyshouldbe MORT ITOrganizationalStructureReport Page1

2 established,andweshouldensurebothexecutiveandpeersponsorship.aclearandconcisevision shouldbedeveloped apictureofthefuturethatisrelativelyeasytocommunicate.avisionis recommendedbythiscommittee,butshouldbefurtherdevelopedandagreeduponwiththe participationoftheorganizationalassessmentreviewcommitteeandtheitcommunity.changeshould beplainlyaimedataddressingthehighest priorityissues(bothopportunitiesandchallenges)facingus andtheorganization.thelanguageshouldinstillasensethatthechoiceisnotwhethertochange,but how. Otherpossibleopportunitiesforcostsavingsviewedasoutsidethiscommittee soriginalchargeto developareviewofitorganizationalstructurecanbefoundinappendixb.thelistisofferedbythe committee,inconjunctionwiththebuildingitsynergyteam,asobservationsofwhereadditional opportunitiesmightlie.theyhavenotbeeninvestigatedbythiscommittee. Finally,theStateRegionalcampusesarebeyondthescopeofthisinitiative. Background Theneedfor,anddifficultyaround,overallcoordinationandmanagementofIThaslongbeen recognizedbyitleadershipthroughouttheinstitution.thedistributedmannerinwhichindividualit unitsoperateautonomouslytowardthespecificgoalsoftheirrespectiveunitshasledtobothgoodand badoutcomes.ononehand,thedistributedmodelhasenablediteffortsthataresharplyfocusedon localpriorities.thismodelenablestop levelleadership(deans,academicdepartmentheads,and administrativeunitheads),towhichlocalitgroupstypicallyreport,toestablishthelevelsofit investmentmostappropriatefortheirneeds.italsofacilitatestheabilityforlocal unitleadershipto focusthatinvestmenttowardsunit specificgoalsandpriorities. WhilethehistoricallydistributedmodelofITorganizationalstructurehasservedtoeffectivelymeet localneed,overallcoordinationtowardinstitutionalstrategicgoalswasmadedifficult.similarly,it becamedifficulttoeffectivelymanagetheoverallitenterprisetowardmeasureableaccountabilityand continualimprovement. IthasalsocreatedautonomouslyoperatingITunitsinwhichdecisionsareoftenmadewithout awarenessofothereffortsoccurringacrosscampus.thesemodesofoperationledtoduplicationof effortandgreatlyvaryinglevelsofcoordinationandcollaborationacrossindividualitunits.italsomade difficultanyconsistencyintheapproachto andtype,quality,andtotalcostof ITservicesbeing offeredacrosstheenterprise.opportunitiesforleveragingeconomyofscaletowardgreaterbuying powerorlowermanagementcostswerealsofrustrated.skillsets,training,jobtitles,descriptions, expectations,andperformanceevaluationsallvariedgreatly,creatingchallengesforhuman resource managementandmakingitallbutimpossibletoidentifytheitstaffservingtheuniversity.itisequally difficulttoidentifytheitexpenditures. TheserecognizedchallengesmotivatedmanyITleaderstobegincollaborativelydevelopinginnovative methodstowardmoreeffectiveandefficientapproachestoitserviceprovision.theseeffortsledtothe developmentofthesmartcomputingprogram. TheoverallgoalofSMARTcomputingistoprovideasecurecomputingenvironmentthatismanagedand administeredinacollaborativemanner,dividingresponsibilityfordesktopsupportbetweenthecentral MORT ITOrganizationalStructureReport Page2

3 anddistributeditgroupsatpurdueuniversity.responsibilitiesareassignedbasedonefficiencyand effectiveness.forexample,thegrouprecognizedthatmanagementofbaselinehardwareand applicationsconfigurationsisbestleveragedatthecentrallevel,whereassupportforspecialized hardwareanddisciplinespecificapplicationsisbesthandledbyindividualdepartmentalitareas. Toachievethisgoal,theSMARTcomputingprojectteam,undertheleadershipofa12 membersteering committee,workedwithmorethan25itdepartmentsto: Identifystandardizeddesktophardwarethatcouldmeetthecomputingneedsfor80percentof campusandleverageanrfpformultipleyearswithasinglevendorpartnerselectedto maximizecostsavings. Identifyabaselinesoftware applicationconfigurationthatwouldmeettheneedsofall departments. Identifyacentralizedenterprise managementtooltoservebothcentralanddepartmental needsandsubmitasinglerfpfortheinstitutiontoachievecostsavings. Maximizethemanagementofexpendituresbystreamliningcostsassociatedwiththeprocesses forpurchasing,provisioning,andmanagingthedesktopenvironment. Proceedundertheassumptionthatsavingsonthedesktopandthecentralizedmanagement toolwouldpayforthecostsassociatedwiththeprogram. Determineaprogram governancemodel,withanorganizationalstructurethatrepresentsboth thecentralanddistributeditunits,tooverseethesmartcomputingprograminthefuture. Asaresultoftheprogramandstrategicsourcing,morethan$1,000,000hasbeenretainedwithin Purdueandiscurrentlyspenttowardtheabovegoalsorrealizedindepartmentalsavings. ThesuccessofSMARTcomputing,anditssubsequentexpansiontoothercomputingplatforms,ledto theformationofadedicatedcommitteefocusedtocontinuebuildingitsynergy(bits). ThemissionofBITSwillbetodevelopprocesses,templates,andframeworkssimilartothoseusedin SMARTcomputingthatpromote,foster,andfacilitatenewandstrategicallyalignedservicesunderthe auspicesofthedistributeditleadership.theframeworkconsistsofagovernanceprocess,italignment process,andprocedurestosubmitinitiativesforconsideration.foritinitiativesthatwarrantaction,adhoccommitteeswillbespunoffundertheleadershipandsponsorshipofbits. ThecontinuedsuccessesoftheSMARTcomputingandBITSprogramsaresubstantial.Theyarealso, however,veryslowandcumbersomeineffectingchangeand,ontheirown,willnotbesufficientto developtheflexibleandagileitorganizationrequiredtodayandinthefuture.theteamrecognizesthat greaterlevelsofmissionclarity,manageability,measureableaccountability,andcoordinationwillbe neededtoaligntheitenterprisetowardthemissionanddefinedgoalsoftheinstitution.atthesame time,theorganizationalstructuremustempowerlocalunitstoinvestin,andfocus,ittowardunitspecificpriorities.thefollowingorganizationalstructureconceptisofferedtothemanagement OperationsReviewTeamforconsideration. MORT ITOrganizationalStructureReport Page3

4 MORT ITOrganizationalStructureReport Page4 OrganizationalStructureConcept Arecurringobjectivethroughoutourtaskforcemeetingshasbeentheneedforbettersynergy, coordination,andcommunicationacrosstheitfunctiononcampus.improvementsincoordination, bothintasksandsourcing,areexpectedtoleadtothesynergiesandresultingfinancialbenefitsthe campusseeks.improvementsincommunicationsbetweenunitsthatprovideitservicesoncampus couldbothimprovethetransferofbestpracticesbetweenunitsandidentifyandrectifyissueswhere aspectsofservice deliverymodelsofaparticularunitdecreasesecurity,increasecost,orreduce effectiveness.themostcommonwayinwhichorganizationscoordinatetheiractivitiesisthroughtheir organizationaldesignandsupervisory reportingrelationships.thedesireformore,andbetter, coordinationsuggeststhatachangeinstructureisneeded. Thatsaid,anequallyvigorousdiscussionhasrevolvedaroundtherelativemeritsoflocalautonomyand decentralizationversuscentralizedcommandandcontrol.theconcernaboutthelossofresponsiveness andflexibilitythatcentralizationmightbringaboutwaspresentinalltheunits,butwasmost pronouncedintheacademicunitsthatsupportourfaculty. ItisimportanttorealizethatinITfunctions,asinallcross cuttinglateralfunctionsintheuniversity, autonomyandcontrolneednotbeaneither/orchoice.therewillbecasesinwhichaserviceorsolution isbetteraddressedinacentralizedfashionandinstancesinwhichamoredecentralizedapproachis warranted.thesedifferentapproachesmustbereviewedandanalyzedtoascertainwhichapproachis bestunderwhatcircumstances.itisalsoimportanttopointoutadistinctionbetweencentralizationof managementversusacentralizationofservicedelivery.clearly,toberesponsiveandtoperformwell, sometasksandservicesmustbedeliveredinaco locatedanddistributedfashion.thefollow on decisiononhowtomanagethedistributedservicewilldependonadditionalfactors,including,butnot limitedto,cost,standards,specialization,redundancy,andsecurity.ourreviewprocessoutlinesa formattouseforthatanalysis. Sensitivetothetimingchallengesofoureconomicrealities,andguidedbyourcommitteediscussions, wedofeelwecanproposeanorganizationalmodelforearlyreviewandconsiderationbythesustaining NewSynergiesteam. Tobegin,basedonthesurveyofITstaffoncampus,roughly70percentofthetotalstaffcountresides outsidetheacademicunits 50percentintheITaPorganization,andanadditional20percentinthe othercentraladministrativeofficesoncampus(i.e.,housing&foodservices,studentservices,business Services,PhysicalFacilities,etc.).Theremaining30percentofcampusITstaffresideintheacademic units.basedonthesameaudit,atleast75percentofanystaff countincreasesince2003hasoccurred outsidetheacademicunits. WhileITaPdoesprovidemanycommoditycoreservicestotheacademicunits,theproposedstructure takesasafunctionalpremisethatthereisagreaterdissimilarityintheapplicationsandsoftware neededtosupportfacultywithintheacademicunitsthaninadministrativestaffoffices. Asafirststepinorganizationalrealignment,weproposethatallthenon academicitsupport organizationsbeconsolidatedintoasingleorganizationalenterprisereportingtotheofficeofthevice PresidentforInformationTechnology(OVPIT)ina solid line fashion.thisnewconsolidatedstructure willhavedotted linecoordinatingrelationshipstotheadministrativevicepresidentsasappropriate.

5 MORT ITOrganizationalStructureReport Page5 Thisrestructuringwillimmediatelyleadtoadditionalscaleandscopeeconomiesacross70percentof theitorganization. Inmakingthisrecommendation,werecognizethatalladministrativeareasarenotidenticalandthat thereareuniquesystemsandapplicationssupportedintheseareasthatdifferentiateandenablethem toexcel.therewilllikelybemanygroupsthatareoperationallyefficientandeffective.wealso recognizethatitwillbeimportant,inmanycases,toretainthislocalitpresenceandexpertise.this structurewillallowustocapitalizehighlydevelopedpracticesandextendthatexpertiseandefficiency tootherareas.thenewlyconsolidatedunitswouldbeexpectedtobeorganizedinsuchawaythat keepsthemresponsivetotheirunits. Asafurtherstep,weproposethateachdeanofeachacademicunitconsolidatetheITorganizationsin eachcollegeintoasingleorganization withallitstaffsolid linereportingthroughacollegeit director,andwithadirectorreportinginasolid linearrangementtothedeanofthecollegeortheir designee.thisconsolidationwillallowthedistributedunitstobemorelikelytoachievescaleandscope economiesacrosstheremaining30percentoftheitorganization. Directorsineachcollegewillbeexpectedtorepresenttheneedsoftheirfacultyandstudentswith respecttocoreacademicserviceswiththeovpit soffice,whileimplementingpolicydecisionsmadeby theuniversitywithrespecttoitprovision. Tofacilitatecoordination,itmaybedesirabletodesignateasmallsubsetoftheacademic unitdirectors asseniorliaisonsclusteredalong similar academicteachingandresearchendeavors(i.e.,social sciences,lifesciences,etc.).inthismodel,eachcollegedirectorwillhaveadotted linerelationshipto theseniorliaisonand,inturn,theseniorliaisonadotted linereportingrelationshiptotheovpit.(thisis similartothewaydirectorsoffinancialaffairsarecurrentlymanaged.)itisimportanttorecognizethat theseroleswouldbefulfilledbyexistingdirector levelstaffinthecolleges/schools. Certainacademicunitssupportstaffpositionsthatareverysimilartothosesupportedoutsidethe academicunits.clearly,therearesynergiestobegainedinadoptingthebestpracticesthatoccureither centrallyorinthedistributedunits.consequently,boththeexpandedovpitofficeandthecollege directorswillbeexpectedtoimplementnewitbusinessmodelsasappropriate.intheacademicunits, theseadjustmentswouldoccurfirstforstaff,thenforfaculty. Further,thereareclearlyIT relatedacademic businessprocessesthataresimilaracrossallacademic units,allowingforadditionalsynergytobecaptured.theacademicitleaderswillbechargedwith seekingoutandcapturingthatsynergyacrosstheirunits. AfurtherconsolidatedorganizationwillallowforacriticalanalysisoftheprovidedITapplicationsand solutions discontinuingtasksthataddlimitedvalueandseekingamoreparsimoniousandefficient environmentforthesolutionswedoprovide. Itisimportanttonotethatwhenthecommitteereviewedtheinformationtechnologystaffauditand thesubmittedorganizationalcharts,wecametothebeliefthattheauditwillneedfurtherreview.we believean informationtechnologyprofessional isanindividualwhoworkswiththetechnology hardwareandsoftwaretofacilitatethedeliveryofinformation.noteveryoneinvolvedin information technology onthecampushadbeencapturedbytheaudit(e.g.,someindividualsinvolvedwithweb sitesupport),norwaseveryfull timeemployee(fte)listedintheauditanindividualwhomight

6 appropriatelybeconsideredan informationtechnology professional(e.g.,someofthebusinessor dataanalystswhomakeorfacilitatedecisionsbasedontheinformationdelivered).clearly,additional review,andamoregranularjobdescriptionanalysis,willneedtobeconductedduringtheproposed reorganization. Wefurtheremphasizetheimportanceofsupplementaryanalysis.Asobservedinsomeofthefeedback receivedbytheteam, thisreportsimplypresentsrecommendations,andtherearefewdetailsatthis timeastohowthefinishedreorganizationwouldactuallylookorfunction. Overthecourseofimplementation,thisnewstructurewillleveragecampusresources,allowing: expensereductionsthrougheconomiesofscale;thedevelopmentofcampusstandards;the improvementofmanagementapproaches,reporting,andmetrics;andunifyingthetraining,pay structures,andpositiondescriptionsofitstaff. MORT ITOrganizationalStructureReport Page6

7 Recommendations ProposedOrganizationalStructure MORT ITOrganizationalStructureReport Page7

8 MORT ITOrganizationalStructureReport Page8

9 AnalysisProcess OrganizingforLong TermEffectiveness Theanalysisprocessdepictedbelowdescribesacomprehensiveandinclusivereviewprocesstoward long termeffectivenessofcampusitorganizationalstructure.itisdesignedtovetoutboth organizationalstructureandapproachesforitservicedelivery.thefollowingillustratestheprimary stepsandassociatedtimelineoftheprocess. MORT ITOrganizationalStructureReport Page9

10 DevelopPlan(3months) A. Establishgoals,objectives,outcomes,andtimeline. Assumption:Anyrecommendationsmustmapbacktooverarchinggoalsoforiginal purposeandchargeoftheitorganizationalassessmentteam.atalltimes,the University ssustainingnewsynergiesstrategicplanshouldbeaguidingfactor. 1. EstablishGoals(why): a) Extractthesegoalsfromcharterdocument. b) Re mapthesegoalstothegoalsoftheassessmentteam. c) Whoneedstoprovideinputofgoalofassessment?Determinethe appropriatestakeholders. d) Determinationof whatisinandwhatisout ofscope. 2. EstablishObjectives(how): a) Createaroadmapfortheassessmentteam. b) Decideontheapproachandcomponentofrecommendation. 3. EstablishOutcome(what): a) Whatarethecomponentsofthefinalrecommendation? (1) Approachtoassessment. (2) Advisoryorconsultinggroup. (3) Internalversusexternalassessment. (4) DetailedWBS(plan)asadeliverable. 4. Establishdeliverables,timeline,andmeasuresofsuccess. a) SiftthroughtheinformationcomingintotheSustainingNewSynergies Websitetolookforideasforcost savingapproaches. b) IncorporateacceptedrecommendationsdevelopedbyotherTiger Teams. c) AssesscurrentcampusITservices. (1) Lookforduplication,overlap,andinefficiency. (2) Lookformissingcomponentsthatcanbesolvedinabetterway. d) IdentifytheITpeoplewhomightbemoreefficientlyplaced.Theymust moveuptopositionsofgreaterresponsibility.thiswillnecessarily resultinalossofcontrolatthedepartmentlevel. e) Evaluationofvariousreportingstructures.Examples: (1) CentralizedthroughITaP. (2) Business officemodelofansweringbothcentrallyandlocally. (3) Competingservicesapproach;allowingITaPtochargeata competitiverate. f) Encouragetheuseofcampus widestandardssimilartothe SMARTcomputingprogram.Thiscouldincludeservicessuchas accountantmaintenance,softwareinstallation,softwareupgrades, patches,imageinstallation,andbackups. MORT ITOrganizationalStructureReport Page10

11 g) Bettercommunicationaboutsoftware/functionalitydeploymentbyITaP andothergroups. B. Establishexpectationsandkeyrolesduringtheprocess. 1. Establishprojectteam,whichreportstotheMORTITSteeringCommittee. 2. FormalizeapointofcontactforallITorganizations. 3. Communicateguidingprinciplesandpriorities. C. Establishlanguageanddefinitionsaroundtheprocess. Assumptions:Semanticsandjargoncansometimesdivertintendedmeanings.Aglossary oftermsshouldbeconstructedtoensureallparticipantsin,andfinalrecipientsof,tiger Teamreportshaveaclearunderstandingoftheintendedfinalproduct. 1. IdentifyandclarifylanguagerelevanttoITeffortandstructure,forexample: a) Efficiency b) Metricsforsuccess c) Levelsofsupport d) Distributedsupport/processing e) Centralizedsupport/processing f) Desktop g) Server h) Mainframe 2. PublishandmaintainsingleglossarytoaWebsite. II. ConductAssessment(5months) A. Jointdiscoverytoidentifyprioritiesforchange. 1. CaptureinformationonthecurrentITorganizationalstructure. 2. Consideralternativestructures. 3. InvestigateotherorganizationsandotherIT businessmodels. 4. SurveysomeITpeople;considerexistingchallengesandopportunities. a) Careerdevelopment b) Changetoreportingstructure c) Training B. Jointevaluation 1. Identifystakeholders. a) Faculty/Staff b) Students c) DCM d) AITL e) ITaP f) OrganizationalAssessmentReviewCommittee(MORT) 2. Involvefocusgroups.Focusgroupstoassessneedswillbeconductedby membersoftheanalysis implementationteam.focusgroupmemberswillbe MORT ITOrganizationalStructureReport Page11

12 assignedbytheassessmentteam.focusgroupswilldeliverreportofneeds assessmentwithinfourweeksoftheircharter.oneofthestakeholdersshould co chairalongwithonememberfromtheanalysis implementationteam.for ITaP,asktheChiefInformationOfficer(CIO)toorganize,andberesponsiblefor, deliverables.theorganizationalassessmentreviewcommitteewillprovide imperatives,directives,andanydollaramountofcostsavingsrequired. a) Empowerallstakeholderstoactonthevision inclusive,crossrepresentativegroupstodesignsolutions.stayoutoftheirway(i.e., providedirectionandgoals,butdon ttrytoinfluencesolutions). b) Howwouldweorganizetoaccomplishit?Formcross representative groupswithpertinentexpertisetoproposeidealorganizational structuresthatservetoenablehighlyeffectivedeliveryofthat particularservice(i.e.,afocusgrouptoconsiderhow isbest managedisformedfromthosealreadydeliveringthisservice). c) Whataretheopportunitiesandchallenges?Opportunities:Diverse viewsfromthepeopleacrosscampusdoingtheworkonadailybasis. Peoplefeelempoweredandcreateeffectivesolutions.Challenges: Time consuming,riskofrecommendationscomingfromalimited perspective. d) Howdowedeterminethemostimportantvalueswewanttomaintain oradd?focusgroupswilldetermine,andreport,valuesthatwillbe incorporatedbytheassessmentimplementationteam(fromaholistic perspective). e) Whataretheshort termwins?showthatitservicesareoperating normally(continuity)orinanimprovedway.ensurethatmilestonesare communicatedandcelebrated.communicateallsavings(e.g.,merging costcentershassavedestimate$$$$).demonstrategreater opportunityfortrainingandcareerdevelopment.communicatethe visionofstrategicalignmentandthenshowmeasurablemilestones towardthesegoals. 3. Vetrecommendationsatallkeymilestonesoftheorganizationaldevelopment plan.ensureinclusionandvettinginthesefourkeyareas: a) Visiondevelopment b) Plandevelopment c) Timelinegoals&roles d) Recommendations 4. Developimplementationtimeline. III. PrioritizeOptions(1month) A. Jointdevelopmentofprioritiestomeetobjectives. MORT ITOrganizationalStructureReport Page12

13 B. Jointorganizationdevelopment. 1. Aproposedassessmentapproachforthetechnicalinfrastructureand applications. a) Catalogthe what, thevarioussolutionsandservicesthateachunit dependsonforitsbusinessprocesses. (1) Serviceandsolutionvalueandimportanceshouldbe determinedbytheunitclientsandnotsolelybytheunitit organization. (2) Examplesofthisconceptare:course managementsolutions, ,groupware,printermanagement,wireless,etc. (3) (a) Ascertainthe80percentthataremostcentraltotheir functioning. (i) Thesearemorelikelytoholdservicesthat wouldpotentiallybe commodities. (b) Ascertainthe80percentofremainder. (i) Thesewouldbemorelikelytobespecialized services. (c) Ascertainthelast4percent. (i) Thesewouldalmostalwaysbelocaland specializedneeds,andoftenleading edge. b) Catalogthe how, thesoftwareorarchitecturethatsolutionsor servicesareprovided.anexampleforcoursemanagementwouldbe BlackboardfromcentralITandKatalystinKrannert. c) Catalogthe who, whatorganizationsprovidethesolutionstheunits drawupon whatunitsprovidethesolutionsthatareutilized. d) Ascertainthe howwell, determiningthecombinationofqualityand efficiencyforeachserviceorsolutionprovidedforaunit.some effectivenessmeasuresforthesolutioninquestionmustbedeveloped. Thiscouldincludeclientsatisfaction,systemavailability,ordesiredand utilizedfunctionality. e) Reviewtheresultingmatrix. (1) Reviewthecommon whats toascertainwheresynergymight begainedacrossthecampus. (a) Whatservicesarewidelyutilizedandhaveacommodity component? (b) Whatservicesaremoreuniqueandhaveaspecialty component? (2) Seekthose hows thatareinferior,orexceptionallyunique, andaddlimiteddiscernablevaluetotheoverallentity. MORT ITOrganizationalStructureReport Page13

14 (3) Identifythe whos thathaveanotablelevelofskilland effectivenessthatsuggesttheycouldbeacenterofexcellence forthesolution. (4) Identifythe whos thatareill trainedorpoorlyresourcedto provideanacceptablelevelofservice. (5) Specialattentionshouldbepaidtoareaswithexistingscale economiesorservicesthatlendthemselvestoobtainingscale economies. (6) Specialattentionshouldbemadetofocustheorganizationona parsimoniousandlimitedsetofsolutionsforcommon problems. (7) Specialattentionshouldbepaidtoidentifycommodity solutionsandservicesthatlendthemselvestoeffectiveand efficientprovisionbyindependentthirdparties. 2. Criticalhuman resourcemanagementissuestoconsiderinthedevelopmentof achangeprogram. a) ReconciledisparateITpositiondescriptionsacrosstheenterprise. (1) Developjobfamilies/unifiedpositiondescriptions. (2) Taketheapproacheithercampus wideorperhapsinnewly mergedunits. b) Jobfamily/skillbase. (1) Identifyminimumqualificationsforpositionlevels. (2) Objectiveskillmeasurementtoinsurecompetence. c) Jobfamily/compensationissues. (1) Pulluporpushdowncompensationoutofbandforthejob family. d) Restructuring/performanceevaluations. (1) Havepastevaluationsfollowemployee. (2) Createnew/common/communicatedevaluationcriteriaand feedbacksystem. e) Physicallocations. (1) Co locationaspossibleandappropriate. (2) Distributedstaffliaisonsforsomecentralizedservices. f) Trainingformanaginginthenewstructure. (1) Increasingsupervisoryskills. (2) Skillsdevelopmenttomanageoutsourcingarrangements. g) Service providercoordinationandcommunication. (1) Mechanismsarebuilttofacilitatecoordinationbetween commodity andspecialized serviceprovisionstoreapnew synergies. MORT ITOrganizationalStructureReport Page14

15 (2) Mechanismsarebuilttoensurecoordinationacrossstaffthat provideaservice,fosteringskilldevelopment,training,andbest practices. (3) Mechanismsarebuilttoensurethattheautonomyofunitsis notallowedtoimpedecoordination,cooperation,andthe developmentofcampussynergy. (4) Safeguardswouldbeavailabletoensurethatcompelling strategicrationalewouldresultinreasonablevariationsin approach. h) Clientfeedbackprocess. (1) Clarityonservice levelexpectationsandcommitments. (2) Clarityandcommunicationonappropriatefeedback mechanisms. (3) Dotted lineandsolid linereportingrelationships. i) Newcapabilityandservicecreation. (1) Formalprocessesfornewservice/capabilityscopingand implementation. j) Budgetaryandfinancialissues. (1) Reallocatingbudgetstomatchtheneworganizationalstructure. k) Potentialstaffoutplacementissues. (1) OutofIToroffofthecampus. 3. Changemanagementplan a) Communications 1. Obtaincurrentcommunicationmanagementplan(s),if it/theyexist,andexaminethosecommunications. 2. Linkunitcommunicationsplans,andcoordinate communicationacrosstheenterprise;provideasinglecanonical sourceforinformationonthechangeplanforstakeholders internalandexternaltothecommittee. C. Developimplementationoptions. IV. ImplementOptions(6 24months) A. Determineparticipantsandroles. B. Timelineformakingchanges:Needmultiplephases. C. Implementationandcommunication. MORT ITOrganizationalStructureReport Page15

16 AppendixA:TeamMembership TheITOrganizationalStructuretigerteamconsistedofthefollowingmembers: DavidCarmichael DirectorofECNandInformationTechnology Engineering LoganJordan AssociateDeanofAdministration SchoolofManagement JulieKercher Updike AssociateVicePresident ITCustomerRelations ITaP TimothyKorb AssistantDepartmentHead ComputerScience DeniseLaussade DirectorofTreasuryOperations BillMcInerney ProfessorofEducationalLeadership&CulturalFoundations Departmentof EducationalStudies PaulSchwab DirectorofNaturalResources&EnvironmentalScience,Pre Environmental Studies,ProfessorofAgronomy TerrySchroeder AssistantDirectorforBusinessServicesComputing PatSmoker DepartmentHead AgricultureIT(Chair) JohnTurek DirectoroftheMedicalDiscoveryResourceUnit,AssistantDean,Professorof BasicMedicalSciences SamWagstaff ProfessorofComputerScience(ViceChair) MORT ITOrganizationalStructureReport Page16

17 AppendixB:FurtherCost SavingOpportunities Cost savingsuggestionsforsustainability 1. Standardizeonprinters/multi functionalprinter/copynetworkdevices.potentialtoofferthese devicesthroughthesmartcomputingprogram. 2. UseUniPrintandtracknumberofpagesprintedateachprinter.Knowingthatpagesprintedare trackedwillestablishabaselineandhasthepotentialtodiscourageunnecessaryprintingbythe merefactthatpeopleknowwearetracking. 3. Virtualizeservers.Thiswouldnotonlysavehardwarecosts;itwillalsoprovideenergysavings. 4. Establishanad hoccommitteetolookatcostmodelsandservicelevels.today,itapprovides centralizedservicesforbackup,filestorage,co location,etc.,butdepartmentsdon trequire and/orcan taffordthecostsassociatedwithenterprise levelservice.couldconsolidatingsuch servicesatareducedlevelofservicebeofferedatalowercostthanmultipledepartmentscan provideforthemselves? 5. Establishrecruiting,hiring,careerpathforITpersonnel. 6. Lookatoutsourcingweb hostingservicesorconsiderconsolidatinginternally. 7. Wearecurrentlyreviewingvirtualdesktopinfrastructure(VDI).Ifthisprovestobeascosteffectiveandenergy efficientasweanticipate,thenrolloutvdieverywhereitisfeasible. 8. Offeralow endmachinethroughsmartcomputing. 9. Augmentstaffingwithstudentlabor. 10. Eliminatedesktopprintersandassociatedconsumables. 11. Composeandenforceareasonableminimumknowledge,skills,andabilityforIT professionals oncampus.begininearnestaprogramforsomesortofitaccreditationto ensureitworkerscanperform,andrevamphiringpracticestoenforce. 12. RedesignITareasaroundservicesinsteadofdepartments. 13. Leverageexistinginventorysystems.Thisincreasesvisibilityofour footprint ofhostsand providesstatisticsonage,power/efficiency,andspaceusage.thiswouldalsoidentifyhardware andsoftwarepurchasedbutnotimplemented/used. 14. Moreintegrationofhelpdesksacrosscampus. 15. Reassessanyconsultinganddetermineifthefunctionscanbebroughtinhouseforless. 16. Eliminate/consolidateanyduplicate/multipleservices.Forexample: a. domainnameservers b. ticketingsystems c. SharePointservers d. signagesystems e. systems f. Bannersystems g. eposervers h. ActiveDirectorysystems i. networks j. firewallsystems k. DHCPservers l. Storage(backupservices,fileservices,datastorageservices) m. Datacenters n. Labs o. Reportwriting MORT ITOrganizationalStructureReport Page17

18 17. OutsourceBoilerTVtoComcastanddomoreexternaladvertisingwithsomefundscominginto Purdue. 18. SelladvertisementsonPurdueUniversitypages,BoilerTV(increasewhatisalreadydone). 19. EliminatehardcopyforInsidePurdue,etc. 20. Smartlicensing coordinationandinventoryoflicensingoracentralpointthroughwhichall softwaremustbepurchased,maintained. 21. Reductioninnumberofphones. 22. Makeuseofvideo conferencingtechnologytoreducetravelexpenses. 23. Moreeffectiveenergymanagement(green)forcomputing,establishapolicyforallmachinesto beturnedoffatnightorusedincondorpool,usecentralmanagedservicestowakeup machinesforpatchingforthoseturnedoff. 24. LeverageITstaffingandvacanciesacrosstheorganization,providecareerdevelopment,and careerpaths. MORT ITOrganizationalStructureReport Page18