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Technology Strategy & Roadmap Overview September 2014 DRAFT v0.1.

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Presentation on theme: "Technology Strategy & Roadmap Overview September 2014 DRAFT v0.1."— Presentation transcript:

1 IT@MIT Technology Strategy & Roadmap Overview September 2014 DRAFT v0.1

2 Lifecycle IT Portfolio Management & Investment Strategy Retire (Reallocate) Retire (Reallocate) Innovate (Invest) Innovate (Invest) Manage (Seek efficiencies) Manage (Seek efficiencies) Deploy (Invest) Deploy (Invest) Mission Critical Potential Mission Critical Differentiating (or Closing a Modernization Gap) Non-Differentiating (or Compliance Activity) Discovery, Pilot, or Sandbox Deploy-at-Scale, Grow, Replace, or Modernize Run, Maintain, or Optimize Sunset or Alternatively Source Software Development Funds GIB Funding GIB Funding, or Deferred Maintenance Funds IT Modernization Funds, Infrastructure Modernization Funds, or TNSC Funds “INSTITUTIONAL” IT@MIT PORTFOLIO* * The “Institutional” IT@MIT portfolio includes all IT systems, services, & infrastructures that are provided for Institute-wide use.

3 Major Changes in Technology Are Pushing IT into a “Third Age” Focus TechnologyProcessesDigital Services Capabilities Programming, system management IT management, service management Digital business models Engagement Isolated, disengaged internally and externally Treat internal community as customers, unengaged with external community Treat internal community as partners, engage external community Outputs and Outcomes Sporadic automation and innovation, frequent issues Services and solutions, efficiency and effectiveness Digital services and user experience innovation IT CraftsmanshipIT IndustrializationDigitalization Most of the world is here ADAPT ENGAGE CREATE IDEATE OFFER MONETIZE Major Changes  Commoditization  Productization  Consumerization  Social/Mobile/ Cloud/Big Data

4 Transformation Required for IT@MIT

5 Transforming IT@MIT IT@MIT should be seen by its constituents as: Fast  Days/weeks  Prompt, reliable response Agile  New technologies  Unexpected needs  The variety of MIT Service-Oriented  Simple, elegant, useful services  Engaging user experience  Self-service Innovative  New and creative  Enabling high velocity innovation across MIT

6 2020 Vision for IT@MIT What it means: IT services will be packaged for intuitive, mobile, self- service use Faculty will be able to leverage APIs and data to create new services and platforms for teaching and research Students will be able to leverage APIs and data to create new applications and sites by properly using institutional data that can be made available to them DLCs and administrative units with suitable capability will be able to independently create new services and platforms that address their specific needs DLCs and administrative units in need of greater assistance from IS&T will be better served by IS&T’s enhanced capacity Individual members of MIT’s increasingly global community will be able to create new data and applications IS&T will have greater capacity for supporting innovation

7 Portfolio of Enabling Services Technology Developer / Creator Support Services Enterprise System App. Programming Interface (API) Services Rapid End-User Solution Development Services Business Intelligence & Information Management Services Business Process Support Services Workplace Support Services Portal and Web Publishing Services Creator & Consumer Support Services Infrastructure Services Digital Content and Document Storage Services

8 Five Features of the New IT@MIT Operating Model 1. Enabling Services 2. Pace Layering 3. Bi-Modal Development 4. DevOps5. Hybrid Cloud

9 1. Enabling Services service: Comprehensive combination of tools and capabilities: there when needed, easy to use/“consumer ready” enābling: Empowers a community member to easily build something useful and/or innovative Students learning and experimenting Faculty teaching and communicating Researchers analyzing & discovering Institute staff serving the community

10 Life Without Enabling Services Without the enabling services, members of the community must each solve a variety of technical problems before they can focus on their core challenge. Servers Storage Multiple cloud service providers Development tools Testing Security

11 2. Pace Layering Developing and managing systems differently based on user needs: Daily or Weekly Monthly or Quarterly Semi-annual Changes to Base Code Sets Pace of Changes:

12 3. Bi-modal Development The ability to use different development approaches as appropriate: Waterfall/Se quential Governance Change Agile/Iterativ e Systems of Record Systems of Differentiation Systems of Innovation Design driven by user experience

13 4. Pairing “DevOps” with “Agile” Admin Units & DLCsDevelopersOperations Adopting Agile development methodologies removes this barrier, and engages business unit staff in short iterative sprints – incrementally developing and expanding functionality Embracing DevOps culture & principles removes this barrier, and engages ops staff in automating and accelerating the release/deployment of new (or updated) apps Traditional “Waterfall” app development processes create a time & space barrier between business unit staff and developers Traditional app testing, release, and deployment processes create a time & space barrier between developers and ops staff Leveraging Agile & DevOps Methodologies, Cultures, & Principles to Boost Productivity

14 5. Hybrid Cloud MIT-built services and solutions run in the public cloud, and/or MIT’s private cloud, as do third-party solutions used by MIT Traditional IT MIT’s Private Cloud Public Cloud “Hybrid” Cloud IT Units Acting as Providers and Brokers

15 Cloud Services Broker IT Service Consumption Customer Traditional On-premises Private Cloud Cloud Provider 1 Cloud Provider 2 Cloud Provider 3 Outsourcer Public Cloud IT Service Broker

16 Adopting a “Cloud-First” Approach Cloud services should be the first option for new services and for replacing legacy services When evaluating solutions, favor those that can be run on cloud infrastructure Select services that run as high up the stack as possible – selecting SaaS over PaaS and PaaS over IaaS Develop and apply rigorous data classification and security safeguards Give strong preference to services with robust sets of APIs Software-as-a-Service (SaaS) Platform-as-a-Service (PaaS) Infrastructure-as-a-Service (IaaS) On-Premises Solutions Flipping the IT Portfolio

17 Modernizing Educational and Administrative Systems Pre-1997 Classic Best-of-Breed 1998-2014 Modern ERP Suites After 2014 Hybrid ERP GL, AP, FA Package Procurement Custom HR Package Payroll Outsourced Student Records Custom Mainframe Admissions Custom Mainframe Financial Aid Custom Mainframe ProcAPFA HRPRGL AdmSFFA SR Data Warehouse HR/PR Procurre- ment Talent Mgmt Recruit- ing T&E SF SR FA Adm Public and/or private cloud Data Ware- house Integra- tion Core ERP: GL, FA Student Financials Custom Mainframe

18 IT@MIT Ecosystem An ecosystem of integrated technology tools and capabilities based on next-generation technology will deliver the enabling services and support the work and innovation of the MIT community: Legacy applica- tions Applica- tion Develop- ment and Life Cycle API Manager Cloud- based Data- base and Mgmt BPM & Work flow User Exper- ience and Web Content Mgmt BI and Analytics External SaaS Applica- tions Cloud Management Platform Self-Service Portal Business and Academic Applications Cloud Management Platform Public Cloud Server Virtualization Private Cloud Server Virtualization Public Cloud Physical Infrastructure Private Cloud Physical Infra Mobile Integra- tion (on- prem and cloud) Integra- tion (on- prem and cloud)

19 Building the Ecosystem Legacy applica- tions Applica- tion Develop -ment and Life Cycle API Manager Cloud- based Data- base and Mgmt BPM & Work flow Web Content Mgmt BI and Analyt- ics External SaaS Applica- tions Cloud Management Platform Self-Service Portal Business Logic Cloud Management Platform Public Cloud Server Virtualization Private Cloud Server Virtualization Public Cloud Physical Infrastructure Private Cloud Physical Infra Relatively complete solution Parts of solution in production Not started or experimental To reach the end-state, MIT can leverage existing tools and skills. New components will be added over time. Mobile Integra- tion (on- prem and cloud) Integra- tion (on- prem and cloud)

20 Proof-of-Concept Projects: Validating Key Components of Our Proposed Platform-based Ecosystem Strategy Application & Integration Platforms (APIs & Cloud Middleware) - APIs for MITSIS Student Accounts- Knowledge Base API as a Drupal Extension - APIs for MITSIS Academic Records- Mendix Application Development Platform - APIs for Mobile Apps- SAP APIs for Summer Session Faculty Effort App - OpenID Connect for Authentication- Shibboleth Delegated Authentication for Touchstone - WSO2 as API Management Platform- Integration Platform Service using SAP Process Orchestration/Integration Application & Integration Platforms (APIs & Cloud Middleware) - APIs for MITSIS Student Accounts- Knowledge Base API as a Drupal Extension - APIs for MITSIS Academic Records- Mendix Application Development Platform - APIs for Mobile Apps- SAP APIs for Summer Session Faculty Effort App - OpenID Connect for Authentication- Shibboleth Delegated Authentication for Touchstone - WSO2 as API Management Platform- Integration Platform Service using SAP Process Orchestration/Integration On-Premises – Legacy “As Is” Systems & Systems-of-Record - “As Is” use of SAP as a System-of-Record Platform for the Summer Session Faculty Effort App, & for the IS&T Vacation App - “As Is” use of MITSIS as a System-of-Record Platform for the Membership App, & for the Gradebook App On-Premises – Legacy “As Is” Systems & Systems-of-Record - “As Is” use of SAP as a System-of-Record Platform for the Summer Session Faculty Effort App, & for the IS&T Vacation App - “As Is” use of MITSIS as a System-of-Record Platform for the Membership App, & for the Gradebook App Private Cloud – New Systems & Services - Cognos Multi-tenant Platform - Self-Service Private Cloud Platform using Openstack Private Cloud – New Systems & Services - Cognos Multi-tenant Platform - Self-Service Private Cloud Platform using Openstack Public Cloud New Software- as-a-Service (SaaS) System - Dropbox Net-gen Storage Services Platform Public Cloud New Software- as-a-Service (SaaS) System - Dropbox Net-gen Storage Services Platform Locally Developed Apps - Integration of Class Membership Service with Sloan’s Active Directory using MITSIS APIs - Vacation Tracking App for IS&T - CSAIL P-Card Receipt App using Mendix & SAP APIs - RLE Lab Management App using Mendix & SAP APIs Locally Developed Apps - Integration of Class Membership Service with Sloan’s Active Directory using MITSIS APIs - Vacation Tracking App for IS&T - CSAIL P-Card Receipt App using Mendix & SAP APIs - RLE Lab Management App using Mendix & SAP APIs Centrally Developed Apps - iPad MIT App using Mobile APIs - Room Inventory App using Mendix - Reduced Load Petition App using Mendix - HR Compensation App using Mendix - Metadata Management System App - Integration of Gradebook & Class Membership Apps with MITx using MSF APIs - Timesheet App using Mendix & SAP APIs Centrally Developed Apps - iPad MIT App using Mobile APIs - Room Inventory App using Mendix - Reduced Load Petition App using Mendix - HR Compensation App using Mendix - Metadata Management System App - Integration of Gradebook & Class Membership Apps with MITx using MSF APIs - Timesheet App using Mendix & SAP APIs 3 rd Party Developed Apps - Summer Session Faculty Effort App using SAP APIs 3 rd Party Developed Apps - Summer Session Faculty Effort App using SAP APIs Note: An application programming interface (API) is an architectural construct for controlling the sharing of content and data between applications, systems, and platforms. Apps APIs & Platforms ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔

21 Collaborate with IT Service Providers on Four Types of Initiatives Initiatives to Nurture and Grow Existing Enabling Services Initiatives to Launch New Enabling Services Initiatives to Modernize Administrative & Educational Systems Initiatives to Improve IT Unit Capabilities

22 Types of Projects within Each Initiative Nurture and Grow Existing Enabling Services Launch New Enabling Services Modernize Administrative & Educational Systems Improve IT Unit Capabilities 1.Share MIT API & Reusable Code Repositories 2.Mature Rapid Development Service 3.Automate MIT Infrastructure as a Service 4.Extend & Integrate Web Publishing and Hosting 5.Enhance Data Management and Business Intelligence 1.Research Computing Shared Services 2.Content Management Services 3.Cloud-Based Email, Office Productivity, & Collaboration Tools 4.Support Services for IT Service Creators 1.Projects to Improve Decision Making 2.Administrative Systems Modernization 3.Education Systems Modernization 4.Data Warehousing & Analytics Modernization 1.Training to Close Skills-Gap 2.Agile Service Dev. & Support Teams 3.DevOps Practice Development 4.Develop Project and Portfolio Management (PPM) Capabilities 5.Establish Initial Enterprise Architecture

23 Initiative Impacts Should Help Inform Priority Setting Low Impact/Low Contribution High Impact/Low Contribution Low Impact/High Contribution High Impact/High Contribution Contribution To Growth of IT@MIT Ecosystem Direct Impact on MIT Community Priorities Quick Wins Not Done  MIT API & Reusable Code Repository Initiatives  Rapid Development Service Initiatives  Data Management and Business Intelligence Initiatives  Support for IT Service Creators Initiatives  Administrative & Education Systems Modernization Initiatives  MIT Infrastructure as a Service Initiatives  Agile Service Dev. & Support Teams Initiatives  Portfolio Management Capabilities Initiatives Foundational  Content Management Initiatives  Cloud-Based Email, Office Productivity, & Collaboration Tool Initiatives

24 2015 2014 2016 Roadmap and Major Milestones 2017  Service Consulting/Support Team  Agile Development Team  API & Reusable Code Repositories  Rapid Dev. Service Mature  Infrastructure as a Service  Web Publishing & Hosting Expansion  Email & Productivity (Google & Microsoft)  Content Mgm’t (Objects)  HR/Fin/Pro Rollout Plan  HR/Fin/Pro POC  HR/Fin/Pro Market Scan  PPM Team  Edu Sys Rollout Plan  Edu. Sys. POC  Edu. Sys. Market Scan  Academic Sys.  Admissions Svc.  Student Finance Sys.  Meta & Master Data Mgmt  Data Hub  Data Analytics Service  Rapid Dev. Project A  Rapid Dev. Project B  Content Mgm’t (Dropbox MIT- Wide)  Content Mgm’t (Video Platform)  MIT App Dev SDK  Helpdesk Interface  ServiceNow – Request Portal  ServiceNow Full Rollout  Error Handing

25 Transformation of IT @ MIT The expansion of IS&T, DLC, and administrative unit capacities for innovation will be facilitated by the adoption of open APIs and “platform- based” models that are designed to create and connect ecosystems of diverse participants as producers and consumers of IT services.

26 Strategic Planning Timeline Jan-Jun Listening Tour & Community Engagement (Consensus Vision, Goals, & Guiding Principles) Jul-Aug Formulate Findings & Develop Strategies for Realizing the Vision Sep- Oct Community Engagement in Finalizing IT Strategies Nov- Dec Approval of IT Strategic Plan & Publication of Implementation Roadmaps ✔ Consult IT Leaders, IT Partners, SIPB, & ISTAB Consult IT governance and advisory committees Consult key IT@MIT stakeholders Solicit community feedback ✔

27 Questions, comments, or suggestions?

28 IT@MIT Communications Strategy & Roadmap Overview September 23, 2014 DRAFT v0.1

29 Four-Part Communications Roadmap Create Clarity within IT Teams Governance Committees Engaged in 2-Way Interactions with Constituencies Nurturing the IT Service Provider Ecosystem Sustaining Transparency & Clarity within IT Teams Community Awareness FallWinter FallSummerSpring 201420152016 Governance Committees Engaged in 2-Way Interactions with Constituencies

30 Awareness-Building & Feedback-Gathering

31 Building Clarity within IS&T

32 Proposed Governance Communications

33 Nurturing the IT@MIT Ecosystem

34 Questions, comments, or suggestions?

35 IT@MIT Transformation Risks September 23, 2014 DRAFT v0.1

36 Net Risks High Low High Likelihood Impact of Risk Perceived as Shift of Work (&/or Costs) from IS&T to Others IT Staff Unable to Make the Mindset & Skillset Shifts Communication Extensive Retraining & Retooling; Badges: & Recruit Top Talent Ineffective Management of APIs API Management Platform & Processes Gov & Steering Cmts Fail to Embrace Strategies Consultation Unable to Create a Thriving Ecosystem of Service Providers Social Coding Uneven Community Readiness (Capability) Training & Badges

37 IT@MIT Governance & Investment Models September 23, 2014 DRAFT v0.1

38 IT@MIT Governance Roadmap Level 1 Transparency of decision making Roadmaps for service & system groupings Initial allocations of IT modernization investments Defining characteristic: Investment/governance processes are typically ad hoc (or egalitarian), reactive, & limited to IS&T-supported services, systems, & infrastructure Level 2 Institute-wide IT inventory & assessment of capabilities Awareness of admin unit & DLC needs & priorities Project selection & prioritization criteria established Executive sponsor oversight applied on a project-by-project basis Defining characteristic: Investment/governance processes are typically at the project-level (and focused on project milestones) instead of at the program-level (and focused on programmatic outcomes) Level 3 IT policy & data governance processes established Institutional IT portfolios defined & established Processes established for lifecycle management of mission-critical & non-mission- critical, and differentiating & non-differentiating systems & services Processes established for investing in efforts of cross- functional innovation teams Processes established for post- implementation reviews for major programs Two-way communications established between governance committees & constituency groups Defining characteristic: Investment/governance processes are typically at the program-level Project- centric Strategic 2014 - Current 2017 - Target

39 Lifecycle IT Portfolio Management & Investment Strategy Retire (Reallocate) Retire (Reallocate) Innovate (Invest Resources) Innovate (Invest Resources) Manage (Seek Efficiencies) Manage (Seek Efficiencies) Deploy (Invest Resources) Deploy (Invest Resources) Mission Critical Potential Mission Critical Differentiating (or Closing a Modernization Gap) Non-Differentiating (or Compliance Activity) Discovery, Pilot, or Sandbox Deploy-at-Scale, Grow, Replace, or Modernize Run, Maintain, or Optimize Sunset or Alternatively Source Software Development Funds GIB Funding GIB Funding, or Deferred Maintenance Funds IT Modernization Funds, Infrastructure Modernization Funds, or TNSC Funds Reinvest freed-up resources “INSTITUTIONAL” IT@MIT PORTFOLIO* * The “Institutional” IT@MIT portfolio model could be used for all IT systems, services, & infrastructures that are designed for Institute-wide use. Innovation Teams Production Service Delivery Teams Optimization Teams

40 New Operating Model for IT@MIT ASC 2 : Administrative Services Coordinating Committee SSSC: Student Services Steering Committee MITCET: MIT Committee on Educational Technology CRC: Committee of Research Computing FITP: Faculty IT Policy Committee ISTAB: IS&T Student Technology Advisory Board SIPB: Student Information Processing Board


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