IT Transition Team

1. IT Transition Team Infrastructure Workgroup Kickoff January 5, 2011 1pm-3pm Infrastructure Team isites: http://isites.harvard.edu/icb/icb.do?keyword=ucio_transition&pageid=icb.page398036

2. Agenda • Introductions • Overall Program Structure and Goals • Roles & Responsibilities • Co-chairs • Program Management Support • Work team members • Work team Goals and Expected Key Outputs • Total Service Delivery Model and Guiding Principles • Working Assumptions • Brainstorm Exercise: Develop list of infrastructure services • Homework & Next Steps

3. Agenda • Introductions - All

4. Overall Transition Program Structure and Goals • KEY GOALS • Enable strategic investment and use of IT • Redirect resources to highest and best purpose • Elevate level of service excellence INFRASTRUCTURE ADMINISTRATIVE IT ACADEMIC IT SECURITY CLIENT SERVICES • Data centers • Storage • Network • Telecom • Video • Enterprise apps • FAS Admin • Email • Identity manage-ment • Web • Classroom technology • Web-assisted instruction • Student apps • Innovative pedagogy • Enterprise info security policies • Security technologies • Desktop/LAN support • Helpdesk • Desktop HW/SW procurement • Instructional tech support • Local applications SERVICEDELIVERY FINANCE HUMAN RESOURCES COMMUNICATIONS FOUNDATION

5. Transition Team Organization(Working Definition—Team Membership Subject to Change) • TRANSITION TEAM • Charge • Define mission, vision, values, name • Oversee working groups • WORKING GROUPS • Charge • Define services needed by faculty, staff, students • Define service delivery model • Define resources required INFRASTRUCTURE ADMINISTRATIVE IT ACADEMICIT SECURITY CLIENTSERVICES • Co-Chairs • Joe Bruno • Jacques Laflamme • Co-Chairs • John Jurus • Katherine MacRostie • Program Mgt: • Noah Selsby • Jeff Lazarus • Co-Chairs • Katie Vale • Paul Bergen • Co-Chairs • Jay Carter • Christian Hamer • Co-Chairs • Bob Cahill • David Sobel Program Mgt: Susan DeLellis Eric D’Souza Program Mgt: Karen Slaton Program Mgt: Liz Eagan Program Mgt: Katie Kilroy • FINANCE / FACILITIES • Co-Chairs • Penny Kaligian • Vaughn Waters • COMMUNICATIONS • Co-Chairs • Ellen Gulachenski • HUMAN RESOURCES / ITL / PM • Co-Chairs • Penny Kaligian • Vaughn Waters Program Mgt: Laurie Gamble Program Mgt: tbd Program Mgt: tbd

6. Roles and Responsibilities Co-chairs Joe Bruno Jacques Laflamme Program Managers Susan DeLellis Eric D’Souza * Co-leadership * * Joint Partnership * • Technical expertise guidance • Team building • Working session preparation • Quality management • Overall coordination • Within respective workgroup and across all workgroups • Overall design approach • Structure, process, tools • Working session preparation and facilitation • Progress, issues, risks management Working GroupTeam Members (You!) • Identify customer needs • Define corresponding IT services & required resources • Meet / exceed both program and workgroup goals • Define scope and timing of provisioning • Identify known critical path dependencies • Work together as teams; think “what’s possible”

7. Workgroup Team Goals and Expected Key Outputs Our Goals Expected 6/15 Outputs • Look ahead to new era of IT as a Harvard priority • Define what services will be needed by faculty, staff, students • Define delivery model and high level resource mix for each service (skills and hours) • New Organization, Mission, Vision, Values, Name, and Structure • New culture defined • New leadership team in place • Everyone understands their place in the new structure • New Service Catalog* • HR, Finance, Space, Tools defined • 1-Year Implementation Plans* (to support new organization) * Note: Red italics denotes the outputs the workgroups will produce.

8. Total Service Delivery Model Components to keep in mind as we think about Services and Service Delivery Architecture & infrastructure components are only one piece of the Total Service Delivery Model (albeit a critical piece) High Quality Service incorporates a number of key components Periodic review and updates to the Service Delivery Model is key Strategic Development of Services Delivery Model

9. Guiding Principles – Infrastructure Workgroup • Available– All infrastructure components are capable of supporting a full range of application/services SLAs • Flexible– Components enable higher level services to change and move easily in response to new demand • Scalable – components can easily and effectively grow to meet new demand for services • Integrative – Components fit well together thereby enabling seamless operation at all layers of the technology stack • Extensible – New functionality can be introduced quickly and easily as customer demand requires • Enabling – Architectures and components are perceived as effective building blocks for (and add clear value to) higher level services • Efficient/Effective– All infrastructure components are based on industry standards and collectively form a cohesive foundation that can be managed at a reasonable cost • Secure– All infrastructure components work together to create an acceptable information security posture for all data, information, and computing assets • Green– All infrastructure components contribute to campus GHG emissions targets and other sustainability programs

10. Guiding Principles – Infrastructure Workgroup (Continued) • Service Delivery Excellence: Infrastructure Services are planned and executed with the Total Service Delivery Model in mind: addressing all components of service delivery from customer requirements to architecture/security planning & implementation to operational/support • Customer Service: All infrastructure services are built, executed and supported with the customer at the core of our thinking and response • Teamwork: Infrastructure services comprises the contributions from all individuals, leading to a stronger and higher quality service than one planned in isolation. • Innovation: Infrastructure services will be industry leading services with breakthrough innovations – even if it means cannibilizing existing products/services. • Out-of –the-Box Thinking: Infrastructure services will be developed with a clean, fresh perspective, using out-of-the-box thinking and models and spawning a new and improved organizational culture.

11. Brainstorming Breakout Session: Working Assumptions and the ‘Big Picture’ Service Catalog Concept Working Assumptions • All decisions tie to our overarching goals: • Strategic for the long-termEnable strategic investment and use of IT • EfficientRedirect resources to highest and best purpose • High-qualityElevate level of service excellence • Future services should not be bound by current constraints(e.g., fee-for-service funding) • Moving to common solutions (90% rule: don’t design for the exception; exceptions will be approved at a high-level (UCIO)) • May require multiple ‘tiers’ (e.g., staff vs. student email) • On 6/15, we will have defined in a service catalog, what services our new IT organization will provide, to whom, and by when -Illustrative-

12. Brainstorming Breakout Session (continued): Whiteboard What IT services do our customers need? • Students • Faculty • Administration

13. Homework and Next Steps • Review content– provide additional feedback • Review list of services from the brainstorm session – provide additional ones that we may have missed • Review the NSS Services Portfolio (on the IT Infrastructure Team isites): http://isites.harvard.edu/icb/icb.do?keyword=ucio_transition&pageid=icb.page398036 • Co-Chairs to prepare a straw-man proposal for sub-working teams to be discussed at the next meeting (1/12) for …. • Data Centers • Storage • Network • Telecom • Video

14. Questions/Comments? Thank you!