Presentation on theme: "Future IT How information technology will support students, staff, faculty, and researchers. ToolsRealityContext."— Presentation transcript:
Future IT How information technology will support students, staff, faculty, and researchers. ToolsRealityContext
The Decline & Fall of Traditional IT
Who do you need?
How do you measure success?
Maximize resources Socialize change Enable research innovation Empower teaching and learning Collaborate everywhere Embrace client service
We have reached “the end of growth.” Our new normal is reduced government funding. Adapt information systems by leveraging of peers, partners, and externals. Externalize utility computing (hosted services) Drive shared service initiatives across provinces and Canada On-premise cloud services opportunities Maximize Resources Demonstrate systems effectiveness in academic programs & services Strengthen strategic focus on knowledge creation
To support an institution where change is inevitable, the underlying technology must be seamless, agile, and flexible. Create “one IT” where all information systems are truly integrated through effective socialization processes. Communities of interest Change management process Consistent culture Project management process IT stewardship model Socialize Change University-wide integrated planning needs IT at the table for the simple reason that information systems are integral to everything.
IT is part and parcel of research’s rich tapestry. A pervasive culture of research and scholarship depends on systemic integration of information services into the research mission of the institution. Research administration Specific IT services for researchers (service catalog) World class HPC data centre services International, national, & provincial network services Infinite data management Enable Research Innovation Recruit the best researchers because of best IT Support faculty & grad students to succeed Signature areas of research demand IT Tri-agency success depends on IT
Current teaching and learning technology is functional and administrative in nature. Improved learning outcomes are not the core goal of many ed-tech initiatives. What does the class of 2020 need? What is your 20/20 vision? Digitize the learning experience More wireless, less paper All services are mobile services Integrate research technology into teaching Expand digital resource breadth for all teachers & learners Empower Teaching and Learning Interdiginization: Two horses moving together each understanding & celebrating each other’s culture & tradition Learner-centred ecosystem driven by learning analytics
Information systems can facilitate and accelerate the collaboration process by delivering new and inventive ways of working together. Social media is as much about internal collaboration as it is about external marketing Islands of isolated technology rapidly become islands of obsolescence Collaboration transcends technology tools: requires integration of people, process, organization, and technology Collaborate Everywhere “We cannot have segments of our institution act as bystanders to our mission.”
IT is no longer about delivering technology with a service component, it is about delivering services with a technology component. Client expectations drive future information systems directions. Measure and report Focus on access vs. asset Socialization processes frame all service delivery IT stewardship Embrace Client Service Be diverse Be sustainable Service level agreements Trust
PeopleProcessProjectsTechnologySuccess ① Stewardship ② Planning ③ Leadership ④ Client Service ⑤ Process Excellence ⑥ Perspective ⑦ Innovation
① Stewardship IT exists to realize the dreams and aspirations of its stakeholders IT acts as a steward for the information systems resources of the institution Stewardship is the engagement of key leaders across campus discussing IT issues and making campus-based decisions, not isolated IT decisions Stakeholders make the decisions about IT, and IT implements those decisions IT’s role is to facilitate decisions made by the stakeholders
W HO W HAT W HERE Strategy Governance Enterprise portfolio Policy VPs, AVPs, Deans, Executive Directors Data centres HPC: capability/capacity Storage, networks Researcher services Researchers, Faculty, AVP-R, & Research Office Student labs Learning management Audio Visual Classroom technology Deans, Faculty, AVPs, Learning & Teaching Centre Student, Finance, HR, Advancement, Facilities, Research Admin, & Systems Scheduling Resource allocation Project oversight Prioritization Information Systems Steering Committee Educational Technology Advisory Committee Research Computing Steering Committee Research Computing Steering Committee Administrative Systems Operating Committee Project Review Committee Inform New ProjectsMonitor Priorities Objectives Working Groups
Fit Utility Balance
RankInitiative 1Project A 2Project B 3Project C 4Project D 5Project E 6Project F 7Project G 8Project H 9Project I 10Project J 11Project K 12Project L 13Project M 14Project N 15Project O Base funded Approved by governance process Base funding of notional allocation Recommended through working groups Largest component of work underway at a given time Project funded One-time project funds Example: Research Administration System fund Fee for service Client sponsored and funded Ancillary funded Ancillary department funded Example: Housing System Waitlist Beyond capacity of functional units and IT at this point in time
② Planning “Plans are nothing. Planning is everything.” (Eisenhower) Planning model collaboratively engages the entire university in setting a long- term vision with measurable progress steps Builds a sustainable and renewable planning process that engages all IT services providers to the institution Links IT long term strategy to annual planning to personal performance plans Uses the institution’s strategic plan for the IT planning context
Vision Strategy Operations Tactics Fix Fine tune strategy Create personal improvements Realign resources & schedules Plan STRATEGIC PLANNING ANNUAL SERVICE PLAN PERFORMANCE PLAN GOVERNANCE Check Annually evaluate strategic success Measure goal progress quarterly Assess personal achievements Do DECISION RECOMMENDATIONS PROGRAM INITIATIVES INTEGRATED PROJECTS ASSIGNED TASKS
③ Leadership Execute the plan decisively Measure everything Strategic thinking; operational excellence Enthusiasm for the future is the ultimate motivator Create opportunities and reward appropriately “Optimism is a force multiplier” (Colin Powell) Set the goals Provide all the resources Clear the obstacles Get out of the way Monitor Delegate, don’t abdicate
④ Client Service IT will compete for its clients IT will compete for its clients Values Leadership by example Live the client service value Culture Past: technology with service component Now: service with technology component Pull vs. push Discipline Define expected behaviours Measure performance Build client assessment into appraisals
⑤ Process Excellence All institutions manage systems with processes – knowingly or not. They may do them well or they may do them wretchedly, but they always do them. (~ Peter Drucker) Apply organization-wide discipline to extract value from technology Processes applied by IT are equally applicable to functional unit partners Re-engineering Benchmarking Project management If you want to do something new, what are you going to stop doing?
Control Mechanisms Steering Committee Role Project Flow Portfolio assessment Priorities Risk Strategic fit Status reporting Fiscal budget Risk plan Scope Resource plan Schedule Quality plan Communication plan Vendor management Base budget Support resources Benefit measures InitiationPlanningExecutionClosureAsset Maintenance Reject Approval Review Charter Not Needed Cancel Monitor Status Approval Not Successful Continue Execution Accepted Review Deliverable Not Accepted Reject Review Plan Approval Not Sufficient Plan Project Document Implement Plan Revisions Progress Shutdown Project Final Product Maintain Asset Initiate Next Phase Benefit Realization Support Work New Project Work Issue log Change control Develop Project Charter Needs Document
⑥ Perspective Universities are managed by a vast array of interwoven matrices IT uniquely transcends the silos What are the core competencies of central IT? What does the institution need you to be good at? What business do you want to be in? What do you centralize? Decentralize? Outsource? Rationalization Empowering clients to move up the food chain
How do you assess core competencies? Efficiency Data centre Efficiency Data centre Economies of scale Economies of scope Collaboration Web services Collaboration Web services Knowledge Enterprise architecture Knowledge Enterprise architecture Control Identity management Control Identity management
⑦ Innovation There are no silver bullets Leverage unique perspective Integrate people, process, projects, and technology
Success Time Manufacturing is the New Agriculture ResearchDevelopmentCommercialization