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Future IT

Future IT. How information t echnology will support students, staff, faculty, and researchers. Context. The Decline & Fall of Traditional IT. Ideal IT. Who do you need?. How do you measure success?. Reality. Maximize R esources.

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Future IT

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  1. Future IT How information technology will support students, staff, faculty, and researchers.

  2. Context

  3. The Decline & Fall of Traditional IT

  4. Ideal IT

  5. Who do you need?

  6. How do youmeasure success?

  7. Reality

  8. Maximize Resources • 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 Demonstrate systems effectiveness in academic programs & services Strengthen strategic focus on knowledge creation

  9. Socialize Change • 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 University-wide integrated planning needs IT at the table for the simple reason that information systems are integral to everything.

  10. Enable Research Innovation • 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 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

  11. Empower Teaching and Learning • 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 Interdiginization: Two horses moving together each understanding & celebrating each other’s culture & tradition Learner-centred ecosystem driven by learning analytics

  12. Collaborate Everywhere • 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 “We cannot have segments of our institution act as bystanders to our mission.”

  13. Embrace Client Service • 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 Be diverse Be sustainable Service level agreements Trust

  14. Tools

  15. Stewardship • Planning • Leadership • Client Service • Process Excellence • Perspective • Innovation

  16. 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

  17. Who Where What • Strategy • Governance • Enterprise portfolio • Policy Information Systems Steering Committee VPs, AVPs, Deans, Executive Directors • Student labs • Learning management • Audio Visual • Classroom technology Educational Technology Advisory Committee Deans, Faculty, AVPs, Learning & Teaching Centre • Data centres • HPC: capability/capacity • Storage, networks • Researcher services Researchers, Faculty, AVP-R, & Research Office Research Computing Steering Committee • Scheduling • Resource allocation • Project oversight • Prioritization Student, Finance, HR, Advancement, Facilities, Research Admin, & Systems Administrative Systems Operating Committee Priorities Objectives Working Groups Working Groups Working Groups Working Groups Working Groups Working Groups Working Groups Working Groups Working Groups Inform New Projects Monitor Project Review Committee

  18. Fit Utility Balance

  19. Base funding of notional allocation • Recommended through working groups • Largest component of work underway at a given time Base funded Approved by governanceprocess • One-time project funds • Example: Research Administration System fund Project funded • Ancillary department funded • Example: Housing System Ancillary funded Fee for service • Client sponsored and funded • Beyond capacity of functional units and IT at this point in time Waitlist

  20. 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

  21. Fix Plan Do Check GOVERNANCE DECISION RECOMMENDATIONS Vision Fine tune strategy Annually evaluate strategic success STRATEGIC PLANNING PROGRAM INITIATIVES Strategy Realign resources & schedules Measure goal progress quarterly ANNUAL SERVICE PLAN INTEGRATED PROJECTS Operations Create personal improvements Assess personal achievements PERFORMANCE PLAN ASSIGNED TASKS Tactics

  22. Leadership

  23. Client Service • Values • Leadership by example • Live the client service value • IT will • compete for its clients • 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

  24. 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?

  25. Initiation Planning Execution Closure Asset Maintenance Revisions Develop Project Charter Plan Project Implement Plan Shutdown Project Maintain Asset Needs Project Flow Document Document Progress Final Product Support Work Approval Approval Approval Review Charter Review Plan Monitor Status Review Deliverable Benefit Realization Steering Committee Role Accepted New Project Work Not Needed Not Sufficient Not Successful Not Accepted Reject Reject Cancel Continue Execution Initiate Next Phase Base budget Support resources Control Mechanisms Benefit measures Issue log Change control Status reporting Fiscal budget Risk plan Scope Resource plan Schedule Quality plan Communication plan Vendor management • Portfolio assessment • Priorities • Risk • Strategic fit

  26. 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

  27. How do you assess core competencies? Efficiency Data centre Control Identity management Economies of scale Collaboration Web services Knowledge Enterprise architecture Economies of scope

  28. Innovation • There are no silver bullets • Leverage unique perspective • Integrate people, process, projects, and technology

  29. Cloudonomics

  30. Infinite Data

  31. Manufacturing is the New Agriculture Success Time Research Development Commercialization

  32. The Future is Now

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