Presentation on theme: "INFORMATION TECHNOLOGY TRENDS IMPACTING THE UNIVERSITY OF SCRANTON IT Forum September 26, 2012 Jerry DeSanto, Ed.D. VP for Planning and CIO."— Presentation transcript:
INFORMATION TECHNOLOGY TRENDS IMPACTING THE UNIVERSITY OF SCRANTON IT Forum September 26, 2012 Jerry DeSanto, Ed.D. VP for Planning and CIO
Discussion of Trends 1. IT CONSUMERIZATION 2. CLOUD SERVICES 3. INFORMATION SECURITY 4. TEACHING AND LEARNING TECHNOLOGIES 5. NETWORK EVOLUTION 6. BIG DATA, BUSINESS INTELLIGENCE AND ANALYTICS 7. BUSINESS CONTINUITY AND DISASTER RECOVERY 8. IT WORKFORCE AND SERVICES (INCLUDING CIO) 9. CHALLENGES AHEAD
Consumerization of IT ("consumerization") is a phrase used to describe the cycle of information technology (IT) emerging in the consumer market, then spreading to business and government organizations, largely because employees are using the popular "consumer market" technologies and devices at home and then introducing them in the workplace. information technology (IT) Source--Webopedia
Consumerization Includes the broad range of technology devices and services like mobile phones, tablets, online services, online data storage, social media/networking etc. BYOD (Bring Your Own Device) grew out of this broader movement Will consumerization enhance productivity? Will consumerization save money? Will consumerization introduce more risk?
How is the consumerization of IT impacting your campus? Significantly………….43.6% Moderately…………..54.4% Not at all………………2% Source: 2012 LBCIO Survey of higher education CIOs
Source: 2012 LBCIO survey of higher education CIOs
At Scranton….. Strategy and support model being devised Policy development about BYOD ITS restructuring being planned New tools being acquired for staff Mobile Applications being rolled out Security tools needed especially surrounding mobile device management Network bandwidth must be watched ($1 million invested in wireless network over the past year) Desktop virtualization occurring simultaneously Device evolution on campus is being planned
The term cloud computing refers to the delivery of scalable IT resources over the Internet, as opposed to hosting and operating those resources locally, such as on a college or university network (Educause, 7 Things You Should Know about Cloud Computing, 2009). More practically, we think of these resources as services such as Gmail, Google Docs, Dropbox, WordPress, PayPal, or Flickr that many of us use as everyday conveniences. They have also grown to encompass virtually every area of information technology used in higher education today, including our own email and calendaring tools in Live@edu, learning management and other administrative systems. Source: Cloud Services GuidelinesUniversity of Scranton 2012
Cloud Services Internal vs. External Cloud Terms of service Which data is safe to move to the external cloud? Who owns the data? Is the data secure? Is it backed-up routinely? Integration challenges Pricing model
At Scranton…. Cloud Services being used judiciously Due diligence on significant contracts including IT and legal review Guidelines for Use of Cloud Services just endorsed Internet transport being monitored carefully Watching for possibilities for the future, e.g. ERP in the cloud, servers in the cloud, more extensive use of file storage in the cloud, disaster recovery in the cloud
Safe-guarding an organization's data from unauthorized access or modification to ensure its availability, confidentiality, and integrity.organization's dataunauthorized accessmodification availability integrity Information Security Source: BusinessDictionary.com
Information Security Area of escalating importance that transcends industries Key part of enterprise risk management program Compliance with federal and state statutes e.g. FERPA, HIPPA, PCI-DSS etc. Strong connections with consumerization and cloud Identity theft, virus infections, denial of services, malware most common Direct connection with desire to migrate towards thin clients
At Scranton… Evolution of a strong IS Office Tools and know-how Recruiting a new director of ISO Protection and prevention are key User Education is essential: (SANS Securing the Human Training) outstanding series highly encouraged for all employees Evaluating cyber-insurance at present Two factor authentication coming as well as forced password changes Remote Access Guidelines also close to being finalized
Teaching and Learning Technologies Learning Management Systems (LMS) Classroom Instructional Technologies Lecture Capture On-line and MOOCs Learning Analytics BYOD instead of PC Labs
At Scranton…. Loyola Science Center (LSC) and Brennan Hall as examples of mediated facilities Lecture capture in pilot in LSC LMS (ANGEL) hosted on campus while LMSs for Deltak and Bisk hosted elsewhere Beginning conversations about learning analytics with Deans BYOD should reduce PC lab systems in time. The challenge of software licensing model remains
Network Evolution The network refers to the Internet and the campus network Amount of Bandwidth is important Redundancy and high availability is desirable given the reliance of the network Networks are under stress due to increasing video streaming and interactive gaming Network usage continues to increase
At Scranton… Examining the feasibility of 10g network speeds as opposed to the current 1g. Major $$$ investment needed Scranton will be an aggregation node on PennRen. Looking at how to leverage this connection Wireless networks going through a $1.0 million phased upgrade with outdoor areas the last phase
Big data analytics is the process of examining large amounts of data of a variety of types (big data) to uncover hidden patterns, unknown correlations and other useful information. Such information can provide competitive advantages over rival organizations and result in business benefits, such as more effective marketing and increased revenue.big data The primary goal of big data analytics is to help companies make better business decisions by enabling data scientists and other users to analyze huge volumes of transaction data as well as other data sources that may be left untapped by conventional business intelligence (BI) programs.data scientists(BI) Source: WhatIs.com
Big Data, BI, Analytics Universities have amassed huge volumes of data..and this continues Despite the fact that most universities store much of their data in central databases/repositories, additional data is stored elsewhere. Think auxiliary systems, cloud applications. For-profits are making extensive use of big data to tailor their products and services to consumer needs as well as marketing their products and services Higher education is trying to figure out how to best do this, especially since higher education tends to be much more decentralized than for-profits.
At Scranton…. We are beginning to examine what questions senior management might want to answer and how data might be most useful. Tools to bring the data together, store and organize the data, extract the data, and report on the data are expensive and in early stages of development. Even here there is a fair amount of decentralized data to consider. Dashboards are being conceptualized.
Disaster recovery (DR) is the process, policies and procedures related to preparing for recovery or continuation of technology infrastructure critical to an organization after a natural or human- induced disaster.  Disaster recovery is a subset of business continuity.  While business continuity involves planning for keeping all aspects of a business functioning in the midst of disruptive events, disaster recovery focuses on the IT or technology systems that support business functions. naturalhuman- induceddisaster business continuity  business continuity  Source: Wikipedia
Disaster Recovery and Business Continuity DR has been around for many decades with activities fundamentally initially focused around back-ups of systems and files. DR evolution shifted to moving tape back-ups to off site locations BC has also existed in business for a long time…examples of the federal government and Wall Street come to mind 9/11 and hurricane Katrina really underscored the need for DR and BC An entire new industry has emerged
At Scranton… Two data centers on campus with certain levels of replication and redundancy Strong need to establish a data center presence at a distance. Private companies, other universities who wish to share co-location resources PennRen can perhaps be used for transport Nine (9) BC subplans and a consolidated BC plan have been developed with the help of our consultant, Site2. Two more subplans are being developed currently A joint tabletop exercise with the Critical Incident Response Team was held in June. More will be scheduled to practice our plans
IT Workforce and Services Services and staff skill sets needed to deliver and support the services are changing Training, professional development, certifications are needed BYOD, Cloud, Virtualization, are all driving these changes Vendor business paradigms are also rapidly changing with more SaaS, Cloud-based services Less reliance on owning..with more emphasis on accessing and using
At Scranton… Work is proceeding on a IT Service Catalog Divisional emphasis on professional development and certifications Soft skills are becoming as important as technical skills The CIO role is also evolving rapidly Recent research study…..
Higher Education CIO Role Evolution CatalystFormer RolesEvolving ConsumerizationStandards ArchitectEnabler Rule EnforcerFacilitator Hardware/Software ProcurerEducator The CloudManager of people, things, placesMatchmaker Recruiter and procurer of the physical Broker/Intermediary All powerful IT decision-makerContract Negotiator Controller of all IT finances Service Procurer Integrator Information SecurityPassword ControllerIT legal expert and consultant Enforcer of responsible computing behavior Risk assessor and mitigator Grants accessMaintainer of balance points (risks vs. function)
Synthesis Portrait of the Higher Education CIO 1992 2012 and Beyond Dominant BuildShare SpendOptimize TechnicalWell-rounded PhysicalVirtual ObscureVisible ConsumptionBracketed FunctionalValue-Added User-centricCustomer-centric OperationalStrategic ManagerLeader 1992 2012 and Beyond
IT Challenges/Opportunities Ahead Remaining current with financial constraints and in a turbulent higher education industry Resource optimization Informed decision-making Maintaining a strong overall security posture Talent management (recruiting, nurturing, mentoring, career development, etc.) Adding value that contributes to the Universitys competitive positioning Business process improvement Truly leveraging the data asset Bracing for a wild ride