Data Center and Infrastructure Services Project Charter 1/25/2010
Table of Contents Introduction... 3 Objectives... 3 Scope... 4 Principles... 5 Expected Benefits... 5 Project Approach... 6 Project Structure... 9 Project Timeline... 11 Project Resources... 12 Appendix A - Work In Progress... 13 Revision History 12/15/09 Draft 01a...Initial draft 01/25/09 Draft 01b.... Executive Committee review dc services charter csg 2 6/25/2010
Introduction This project will initiate planning for the consolidation of campus data center facilities and IT infrastructure services. The directive for this initiative was provided by two recent planning groups the Cost Savings and Efficiencies Task Force and the IT Planning Task Force: The Cost Saving and Efficiencies Task Force (December 2008 April 2009) was formed to review options for reducing administrative costs and improving operational efficiency in response to state level and University of California budget reductions. Among other areas, the task force identified numerous cost reduction proposals associated with information technology including the consolidation of IT services and infrastructure for data centers and server hosting. Of the IT related proposals, the task force rated the consolidation of data centers and servers as the most important recommendation to implement. The IT Planning Task Force (August 2008 September 2009) was created to define a comprehensive strategic plan for IT at UCLA including IT priorities for enhancing UCLA s academic excellence and administrative efficiency, deriving greater value and efficiency from UCLA s IT infrastructure, and balancing the needs of individual divisions and departments against the benefits of institutional solutions. The UCLA IT Strategic Plan for 2009 2018 drafted by the task force outlines the expected role of information technology at UCLA and proposes a new IT operating model to achieve those aspirations. The advantages of moving toward more centralized planning and sourcing of data center facilities and IT infrastructure for some specified areas was noted by both planning groups. It was also recognized that such a direction would be a major change from how IT infrastructure has been managed at UCLA over the past several decades. The sections that follow outline the proposed approach for planning this change and building a sustainable capability for campus wide IT infrastructure planning and consolidation. Objectives The overall goal of the study is to assess the current state of UCLA s IT infrastructure and develop a plan for the creation, delivery and management of large scale campus IT infrastructure services. This will include (1.) defining what infrastructure services should be provided at an institutional level, (2.) building UCLA s capabilities to efficiently and effectively deploy institutional IT services, and (3.) rationalizing current IT infrastructure through consolidation, standardization, integration and virtualization including: Data center facilities reducing the number of physically separate centers, rooms, closets and other locations where campus computing equipment operates IT infrastructure consolidation and virtualization of the hardware, software and service components that support institutional applications and IT enabled processes dc services charter csg 3 6/25/2010
IT operations rationalizing the management and support processes associated with data center and infrastructure operations The objectives are to be achieved within the framework of the IT Operating Model as outlined in the UCLA IT Strategic Plan. Scope The scope of the assessment will include evaluating opportunities to consolidate and expand UCLA s institutional IT infrastructure. Institutional IT infrastructure encompasses the centrally coordinated, shared IT services that provide the foundation for the university s IT capability. Infrastructure Scope Specific components of the IT infrastructure that will be studied include: Data center facilities, rooms and closets that currently exist at UCLA and options for data center expansion such as data center containers, data center facilities at other UC campuses and commercial or outsourced data center services. Shared computing platforms including the hardware and software for virtualized server environments, shared storage arrays, peripherals, database management, system monitoring and management. Opportunities to leverage cloud computing as a component of institutional IT infrastructure will also be evaluated. Middleware applications and services that include shared solutions such as identity and access management, data warehouse, content management and collaboration tools that are leveraged across many areas. Opportunities for developing and managing architecture standards for application middleware (e.g., enterprise service bus, messaging, workflow, web services, etc.) will also be evaluated. Human IT resources that provide the knowledge, skills, experience and capabilities to convert technology components into useful shared services. Security and risk management (e.g., disaster planning and recovery) related to institutional IT infrastructure will also be evaluated. Infrastructure components that will not be included in the scope of this analysis include network communications, e mail and calendaring, helpdesk and desktop support, institutional data management and enterprise applications as these areas are being addressed by other teams. Institutional Scope The scope will include IT infrastructure required to support the research, education and administrative activities of the university. Technology related to clinical care will not be evaluated. dc services charter csg 4 6/25/2010
Principles A number of principles for how IT planning at UCLA should proceed were outlined in the IT strategic plan and the cost efficiencies report. These principles represent a starting point for engaging campus stakeholders in developing the business plan and model for the delivery of IT infrastructure services. IT is a strategic tool that represents a significant investment. IT efforts and capabilities must be aligned with the goals of the institution to better enable the achievement of its mission and maximize the overall benefit of IT investments. Opportunities to consolidate common services should be actively explored. Redundant provisioning of common services increases support costs, results in uneven service levels and inhibits the ability to leverage economies of scale. Centralization should not automatically be viewed as the solution to every challenge. Conversely, centralization should not be automatically resisted. Choices should be made with an enterprise perspective and justified on the basis of the value they generate. Local IT autonomy, especially at the frontlines of research and education, is highly valued and is recognized as a critical component of innovation. Change initiatives must have strong support from campus leadership and broad support from the university community. Planning and implementation must involve faculty, staff and students as appropriate. Effective cost optimization may need new or continued investment to reap long term benefits. Some initiatives may take a period of years to implement. Expected Benefits The consolidation of IT infrastructure provides an opportunity to improve the business value of IT in a number of areas. The potential quantitative and qualitative benefits associated with infrastructure consolidation, standardization, integration and virtualization will be identified and validated in a business case for campus infrastructure services. Opportunity IT planning IT cost reduction IT integration Business Value Improve the ability to plan, forecast, manage and govern campus IT infrastructure. Reduce overall capital, operating and energy costs. Increase IT asset utilization. Rationalize architecture complexity. Improve real-time integration and data management capabilities. dc services charter csg 5 6/25/2010
Opportunity IT integrity IT agility Service quality Business Value Improve system availability, security and disaster recovery capabilities. Accelerate server and storage provisioning. Improve flexibility to accommodate new applications, peak loads and variable demand. Improve service delivery, management and measurement capabilities. A new IT funding model that provides appropriate and sufficient investment to effectively operate shared IT infrastructure services will also be necessary. Components that have been identified as important to this funding approach include: An institutional view and understanding of all IT infrastructure investments that are being made across the campus A systematic way of linking IT investments to the business strategy of the campus and an appropriate mechanism to allocate campus funding resources to IT A new baseline and total cost of ownership model for each institutional IT service that includes annual operating costs and amortizes replacement costs of hardware and software over the life of the service The creation of an IT reserve fund that will provide development and operational funding for institutional IT service needs over a ten year horizon Project Approach The analysis and planning for data center and infrastructure services will focus on three major areas data center facilities, infrastructure services and a new service delivery plan. Data center facilities: (1.) evaluation of current data center capacity, (2.) forecast of future data center needs, (3.) recommendations for optimal use and operation of existing facilities, and (4.) sourcing of additional / future data center capacity Work currently in progress to assess the structural and environmental features of the Math Sciences Addition (MSA) data center are outlined in Appendix A. Infrastructure services: (1.) evaluation of current infrastructure assets and technologies, (2.) identification of the needs and value associated with rationalized sourcing of infrastructure services related to data centers, servers, storage, data management, IT management systems, middleware, integration software, security and disaster recovery solutions, (3.) definition of the campus infrastructure services catalog including the scale, sourcing, sequence and timing of delivery, and (4.) specification of the infrastructure standards and architecture necessary to support campus services dc services charter csg 6 6/25/2010
Service delivery plan: (1.) the business and operating plan for the development, introduction and delivery of data center and infrastructure services, (2.) the roadmap for data center and IT infrastructure consolidation, (3.) investment needs for start up and funding model for sustaining on going service delivery, and (4.) a governance model for on going planning, sourcing and management of data center and infrastructure services dc services charter csg 7 6/25/2010
The assessment of opportunities associated data center and infrastructure services is dependent on a related initiative to inventory current UCLA IT assets. The inventory will provide a baseline for institution wide technology planning and benchmarks for the comparison of UCLA infrastructure to that of comparable institutions. As with any major initiative, effective project management will be critical to achieving successful outcomes. Project management activities set and manage the overall direction and timing of the project; help ensure effective project communication; coordinate activities across teams; manage issues and the quality of project deliverables. Implementing a new delivery model for data center and infrastructure services will also involve some significant changes in current practices and a well planned, well executed change leadership program will be required to help promote acceptance of these changes. An effective change leadership plan is needed in the initial stages of this analysis to appropriately engage campus leadership, involve campus stakeholders and communicate project activities in a manner that addresses the political challenges associated with IT infrastructure consolidation. dc services charter csg 8 6/25/2010
Project Structure The proposed structure for the planning initiative is depicted below. IT Plan Steering Committee Stakeholder Groups Vice Chancellors Deans Council Academic Senate Health System IT Planning Board (ITPB) Institute for Digital Research and Education (IDRE) Faculty Committee on Educational Technology (FCET) Committee on IT Infrastructure (CITI) Campus Computing Council (CCC) Common Systems Group (CSG) Sam Morabito Administrative Vice Chancellor Jim Davis Chief Academic Technology Officer Virginia McFerran CIO, UCLA Health System Steve Olsen Vice Chancellor Finance, Budget and Capital Programs Christopher Waterman Dean, School of the Arts and Architecture Project Directors Andrew Wissmiller Assistant Vice Chancellor, Administrative Information Systems Mike Kusunoki CIO and Director of Anderson Computing and Information Services Management Advisory Group Tito Deveryra Director, Information Technology School of Theater, Film and Television Bill Labate Director, Research Computing Technology and Academic Technology Services John Min Director, Housing IT Tom Phelan CIO, Social Sciences Computing Bill Jepson Director, School of the Arts and Architecture David Snow Manager, School of Medicine Information Technology Services Michael Storlie Senior Director, IT Operations Medical Information Technology Services (MITS) Albert Woo CIO, School of Law Change Leadership Project Manager Project Administration IT Inventory & Benchmarks Data Center Facilities Infrastructure Services Services Delivery Plan David Snow, TIER Tito Deveryra, TFT Mike Van Norman, CTS Albert Woo, Law Tony Escobar, AIS Bill Labate, ATS Albert Woo, Law C&T Engineering (Structural Assessment) Hewlett-Packard (Environmental Assessment) Tom Phelan, SSC Tito Deveryra, TFT Karen Melick, AIS Readius Hinton, AIS Anton Dembowsk, AGSM dc services charter csg 9 6/25/2010
Key project roles and responsibilities include: Executive Steering Committee Executive sponsors who provide strategic direction and support for the overall initiative and set priorities. Address and resolve issues related to business direction and organizational responsibilities. Support the project in securing necessary resources and funding. Stakeholder Groups Standing committees who are apprised of the initiative s progress, findings and recommendations. Provide input on project approach, issues and key recommendations. Support the project in evaluating opportunities and new service delivery models. Project Directors Program leaders responsible for managing the overall project scope, approach and execution. Coordinate assessment, planning and communication activities. Liaisons to executive sponsors and stakeholder groups. Facilitate issue management and provide quality assurance. Management Advisory Group Key stakeholder representatives who provide guidance on the project scope, approach and communications. Solicits support for the project, provides input on key project decisions and signs off on project deliverables. Project Manager Dedicated project manager to coordinate the project plan, timeline, resources and activities; facilitate issue resolution, quality assurance, change leadership and communication; and report project status. Project Teams Team leaders and resources who execute the assessment and planning activities related to Data Center Facilities, Infrastructure Services and the Services Delivery Plan. Project Support Project resources that provide administrative support, coordinate project logistics and support for the change leadership and communication plan. dc services charter csg 10 6/25/2010
Project Timeline The project timeline is dependent on the level of resources dedicated to this effort. A target / tentative timeline is depicted below. Deliverables As-Is To-Be Business Model M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 Project plan and initiation Assessment of data center options Assessment of data center capabilities Assessment and benchmark of current infrastructure technology Requirements for infrastructure services Business case for infrastructure consolidation Data center forecast and capacity plan Infrastructure architecture and services catalog Market strategy, business plan and operating model Roadmap for data center and infrastructure consolidation Investment requirements and financial plan Change readiness assessment Change leadership strategy and plan Communication strategy and plan Stakeholder engagement and communications IT Inventory & Benchmarks Project plan and initiation Inventory data collection dc services charter csg 11 6/25/2010
Project Resources A preliminary estimate of the project resource requirements follow. Resource M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 Hours Project Director - 1 32 32 32 32 32 32 32 32 32 32 0 0 320 Project Director - 2 32 32 32 32 32 32 32 32 32 32 0 0 320 Mgmt Advisory Group (10 * 10%) 160 160 160 160 160 160 160 160 160 160 0 0 1,600 Project Manager 160 160 160 160 160 160 160 160 160 160 0 0 1,600 Data Center Specialist - 1 160 160 160 160 160 160 0 0 0 0 0 0 960 Data Center Specialist - 2 0 80 80 80 80 80 0 0 0 0 0 0 400 Infrastructure Services - 1 80 160 160 160 160 160 160 160 0 0 0 0 1,200 Infrastructure Services - 2 0 160 160 160 160 160 160 160 0 0 0 0 1,120 Infrastructure Architecture - 1 160 160 160 160 160 160 160 160 160 160 0 0 1,600 Infrastructure Architecture - 2 0 80 80 80 80 80 80 80 0 0 0 0 560 Business Analysis - 1 0 80 160 160 160 160 160 160 0 0 0 0 1,040 Business Analysis - 2 0 80 160 160 160 160 160 160 0 0 0 0 1,040 Change Leadership 160 160 160 160 160 160 80 80 0 0 0 0 1,120 Project Administration 80 80 80 80 80 80 80 80 80 40 0 0 760 ----- Total Hours ----- 1,024 1,584 1,744 1,744 1,744 1,744 1,424 1,424 624 584 0 0 13,640 ----- Total FTE ----- 6.40 9.90 10.90 10.90 10.90 10.90 8.90 8.90 3.90 3.65 0.00 0.00 7.10 Internal Hours 464 864 944 944 944 944 704 704 304 264 0 0 7,080 External Hours 560 720 800 800 800 800 720 720 320 320 0 0 6,560 dc services charter csg 12 6/25/2010
Appendix A Work In Progress MSA Data Center Assessment Objective assess the suitability of the Math Science Addition (MSA) data center for housing the most critical campus administrative and research computing systems Structural and Seismic Assessment Assess the risk of building damage or collapse during a major seismic disturbance Assess the risk to building systems / infrastructure within and adjacent to the data center site including electrical distribution, HVAC distribution equipment, water and other utility lines during a major seismic disturbance Assess the risk to computing equipment from collapse of the suspended ceiling, falling lighting or other objects during a major seismic disturbance Assess the load bearing capacity of the fourth floor data center and potential limitations or load distribution issues that might be associated with increasing the density and weight of computing equipment housed at the site Outcomes Overall understanding of the structural and seismic risks associated with the MSA facility and its appropriateness as a major campus data center facility Recommendations for minimizing property and equipment damage or loss of service related to a major seismic disturbance Facilities Environmental Assessment Assess the adequacy of fire detection, alarm and chemical / pre action water systems Assess the capacity, reliability and redundancy of power and power distribution systems Assess the capacity, reliability and redundancy of HVAC cooling and cooling distribution systems Assess potential risks associated with chilled water distribution for CRAH units and other HVAC related equipment, steam lines, domestic water lines, planter bed irrigation systems and other water sources within, adjacent to or above the data center Outcomes Recommendations to minimize potential risks related to fire and internal / external water sources Recommendations to minimize potential risks associated with failure of power and cooling systems and the optimal use of available cooling, power loading and power distribution systems Requirements (if any) for a reliable and redundant data center facility dedicated power and cooling systems, redundant UPS systems, redundant dedicated A/C units, backup power generation, etc. Operations Assessment and Planning Assess current data center management, monitoring and operational procedures Assess current data center management, monitoring and operational tools Develop planning model for data center space, power, cooling, rack and server capacity and data center floor plan Outcomes Recommendations for improving and automating data center management, monitoring and operations Planning model and what if scenarios for high capacity, high density, green computing center Master plan for data center facility, environmental, floor plan and computing infrastructure dc services charter csg 13 6/25/2010