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Proposal for Enterprise IT Support

Proposal for Enterprise IT Support. Seattle Community Colleges District May, 2009. Opportunity for Change. Current budget climate requires new and innovative approaches to delivering services. “A budget crisis is a terrible thing to waste”. It’s time to think outside the box!.

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Proposal for Enterprise IT Support

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  1. Proposal for Enterprise IT Support Seattle Community Colleges District May, 2009

  2. Opportunity for Change Current budget climate requires new and innovative approaches to delivering services. “A budget crisis is a terrible thing to waste” It’s time to think outside the box! How do we save money In the short run? In the long run? Do we have to spend money now to become more efficient in the future?

  3. Proposal Enterprise IT Services Serving all campuses and the District Office

  4. Staffing • IT Staff organized functionally,not geographically • Re-distribution of staff and managers based upon functional and technical expertise • Enterprise IT Organization functions as a single agency serving all 5 locations

  5. Chancellor Presidents Example of Proposed Functional Organization Central Information Technology Services Networking and Infrastructure Systems and Directory Services Systems Analysis & Web App Development Campus Based Lab and Desktop Support Network Administrators Wiring Specialists Management of Wiring closets & infrastructure Development of standards for all SCCD locations Training of local campus networking specialists Systems Administrators Database Administrators Management of Servers Directory Services / Identity Management Email Server (or externally hosted system) Database Structures Data Warehouse Liaison with Go Forward, LMS Admin, etc. Systems Analysts Application Developers Web Developers Middleware Developers App & Web developers meet with users, define, simplify and automate processes using web-based and other tools. Provide portalized application tools, content management tools, intranets, etc. Project Management and Systems Analysis Lab Staff Desktop Support Teams Campus-based management of instructional labs Campus based management of help desk and desktop support for instructional and administrative desktops

  6. Collaborative Organizational Structure

  7. Characteristics of Enterprise IT Organization • Flexible team orientation • Cooperation and collaboration – Strong leadership • Shared technical knowledge • Eschew “hype” and shiny new technologies • Educate users • Not bound by historical organizational competition • Not affiliated with any one campus, so it can support all • Not affiliated with Instruction or Administration, so that it can support both • Total support and buy-in from the Chancellor and Presidents for the new structure – including budgetary support

  8. Enterprise-centric IT Support • Tier One Help Desk Support / Initial Call Center • Network & Infrastructure Management / Design • Juniper Project & Telecom examples • Directory Services / Identity Management • Systems Analysis / User Needs Analysis • Project Management / Process Improvement • Application Development • User Training and Documentation • Development of Standards / Service Level Agreements

  9. Campus-centric IT Support • Tier Two Help Desk • Desktop Support / Face-to-face Customer Support • Computer Labs • Infrastructure installation and repair • Network troubleshooting

  10. Advantages • Institutional continuity, succession planning • Multiple sets of eyes on every project • Centralized project management • Specialized, standardized and optimized services • Best available resources from all campuses • Human Capital • Hardware • Software • Elimination of redundant services in 5 locations • Economies of scale in purchasing • More sustainable, eco-friendly infrastructure • Time for proactive R&D, rather than putting out fires • SCCD can be placed more strongly within CTC – more clout!

  11. Example : Enterprise Data Center Current Configuration • All campuses have servers to run applications and services • All campuses have staff to manage servers (real and virtual) • All campuses dedicate space to house servers and related equipment • Space for servers is an issue on some campuses, so servers physically distributed • Cost of Storage and other solutions is a challenge • Systems management distributed across partial FTE’s with other responsibilities • Standards are developed at each campus on case-by-case basis • Lack of redundancy and failover North = 42 = 1.2 Central = 39 =.7 District = 30 =1 SVI = 7 =.25 South =40 =2.5

  12. Enterprise Data CenterProposed • Centralized Server Farm • Standard hardware, OS • More energy efficiency • More efficient purchasing • More efficient use of server space • Trained dedicated support staff • Better Backup and Security • Higher level of expertise • Faster response times North Central District SVI South

  13. Enterprise Data CenterProposed Failover Server Farm North Central District SVI South

  14. Enterprise Data CenterProposed • Costs • Space and renovations • HVAC Improvements – servers need significant air flow and cooling • Increased electrical capacity • Equipment Moving / Purchasing / Deployment • Staff Learning Curve • Savings • Space (at vacated campuses) • HVAC and power for one location cheaper than five • Single server space can serve 5 locations optimally • Redeployment of staff across other IT functions

  15. Example: Enterprise Systems Analysis and Application Development User needs across 5 locations more similar than different Electronic forms and applications can serve multiple locations from a single instance IT resources at individual locations are stretched thin – so users are not getting what they need North Central District SVI South

  16. Enterprise Systems Analysis and Application Development Current Process – decentralized approach “We need a new Application / Form / Process” Programmer meets to determine user needs Purchase new software / hardware (if necessary) Programming and testing Application rollout and training Happy Users . . . But great expense on each campus North Central District SVI South Hi! I’m your friendly IT guy and I’m here to help! We like happy computer users! What can we do for you? How can we make things easier for you? Let me stop what I’m doing to help!

  17. Enterprise Systems Analysis and Application Development Proposed Process – centralized approach “We need a new Application / Form / Process” Programmers meet campus users to determine user needs Call the data center to set up new application Hi! What do y’all need? Programming and testing Application rollout and training Happy Users . . . with only one expense for all 5 campuses North Central District SVI South

  18. Opportunities Opportunity to Improve IT Service, which we don’t have time or resources to do now Continuous Process Improvement Guarantee quality of service Stay in touch with user needs Opportunities to Explore what’s on the horizon in IT

  19. Efficiencies • 1.5 Data Centers vs. 5 Data Centers • Optimized use of server space (less boxes, more functions) • Shared Applications, procedures, software licenses • Optimized power management • sustainable, eco-friendly power management models • utility savings • possible rebates (district collaboration with City Light) • Optimized use of specialized staff, fewer staff required over time • Faster, better development of efficiency tools and processes to streamline the work of campus staff across the campuses • Better poised as an organization to migrate to state-wide resources as available • proof of concept model for the rest of the state • SCCD becomes the “800 pound gorilla” as initiatives move forward

  20. Conclusion A responsive, centralized IT organization can help the entire district to manage this budget crisis Good for Students Administrative Savings = More money for student programs Potential for Common shared applications to streamline the student experience Common Identity Management Good for Faculty and Staff More responsive IT services More and better online resources Good for Management Efficient processes / Continuous improvement Building a safety net for data communications and transactions Better stewardship and management of scarce resources

  21. Where are we now? • Directors: • Meeting weekly • Staffing considerations • Planning • AD Team: • Planning for shared directory • Examining best practices • Standardizing service levels across 5 locations • Data Center Team: • Considering location • Cost Estimates • Standardizing service levels • Considering Citrix for all 5 locations

  22. A New Way of Doing Business Status Quo  Innovation Planning  Action Maintenance  Creation Bring only what is necessary from the past Leap of Faith

  23. Role of DITAC • Advisory • Make sure project is on the right track • Sounding Board for the working teams • Communication • Feedback from constituents • Information and “marketing” to constituents • Management of Expectations • Support for the Teams

  24. Your Questions?

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