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Information Technology Annual Report

Information Technology Annual Report. Gary K. Allen UM Vice President – Information Technology MU Chief Information Officer June 20, 2014. June 19-20, 2014. OPEN – GB – INFO 3-1. University of Missouri System. June 19-20, 2014. What is UMIT? .

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Information Technology Annual Report

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  1. Information TechnologyAnnual Report Gary K. Allen UM Vice President – Information Technology MU Chief Information Officer June 20, 2014 June 19-20, 2014 OPEN – GB – INFO 3-1

  2. University of Missouri System June 19-20, 2014 OPEN – GB – INFO 3-2

  3. What is UMIT? • The Information Technology functions of UM, MU, UMKC, UMSL and S&T acting as one geographically dispersed function, while retaining their individual missions • CIOs • UM/MU – Gary Allen • MUHC – Tiger Institute – Bryan Bliven • Missouri S&T – Greg Smith • UMKC – Mary Lou Fritts • UMSL – Larry Frederick June 19-20, 2014 OPEN – GB – INFO 3-3

  4. What do we do? Teaching and Learning Research Support Patient Care Library Support Services Network Services Users Students, Faculty, Staff, Public Systems and Operations Customer Services Applications Telecom Information Security June 19-20, 2014 OPEN – GB – INFO 3-4

  5. June 19-20, 2014 OPEN – GB – INFO 3-5

  6. June 19-20, 2014 OPEN – GB – INFO 3-6

  7. MOREnet SE Missouri Proposed Fiber Expansion June 19-20, 2014 OPEN – GB – INFO 3-7

  8. June 19-20, 2014 OPEN – GB – INFO 3-8

  9. OPEN – GB – INFO 3-9 June 19-20, 2014

  10. University of Missouri System June 19-20, 2014

  11. UM Strategic Plan OPEN – GB – INFO 3-11 June 19-20, 2014

  12. UM Strategic Plan – OEI Accountability OPEN – GB – INFO 3-12 June 19-20, 2014

  13. Efficiency Strategies and OutcomesSteps Taken to Manage Costs (past 5 years) • Engaged Accenture/Hackett to Benchmark Administrative Cost (2010) • Implemented Operational Excellence Initiative (OEI) • Centralized procurement (Show Me shop) • Automated Expense Reimbursement (T&E) • Automated Personnel Actions (ePAF) • Accounts Payable Shared Service • Limited Raises and Instituted Hiring Freezes • System-wide, between 2002 and 2012, student to faculty ratio increased from 17.4 to 19.7 • Deferred Plant Maintenance and Renewal • Backlog of M&R needs increased $479M between 2008 and 2013 June 19-20, 2014 OPEN – GB – INFO 3-13

  14. Opportunities for Continued Improvement • Staff and support team cost management effectiveness and efficiencies • Automation, process reengineering, sharing of best practices and consolidation • Competitive faculty salaries • Update Education Plant • Manage Total Rewards Cost Through Benefits Task Force Recommendations • Managing IT and ERP Costs Sustainably June 19-20, 2014 OPEN – GB – INFO 3-14

  15. The Operational Excellence Initiative Portfolio – Development & Management Themes & Levers Human Resources Costs • SPMO • Consolidate • Analyze • Recommend • Report • Executive • Team • Understand • Prioritize • Integrate Finance • OEI • Refine • Endorse • Champion UM Strategies Integrated Plan Academic & Student IT Environment Information Technology Campus Strategies Communication / Management / Metrics / Resources OPEN – GB – INFO 3-15

  16. UM Data Center Consolidation • Subprojects • Security • Network • Infrastructure • Service Catalog • Primary in Columbia, Secondary in KC • Long-term data center strategic plan • Corporate / institutional partnerships? Research platform? June 19-20, 2014 OPEN – GB – INFO 3-16

  17. UM Data Center Consolidation - subprojects • Security – Standardize / consolidate and create centers of excellence in varied infosec domains (IDS/IPS, firewalls, log analysis, etc.).  Consolidate decentralized IT systems into the new DC structure • Network – Simplify / standardize design towards goal of Redundant Active Data Center • Infrastructure – Define and deploy standards for servers, storage, etc. • Service Catalog – Identify all IT services provided by each campus and reduce the duplication of effort and/or spend June 19-20, 2014 OPEN – GB – INFO 3-17

  18. Where we’ve been… Dec, 1997 PS approved by BOC 4 years www Benefits Admin eRecruit UMSL/S&T General Ledger Budget Receivables Billing Asset Management www Grants Projects Costing Accounts Payable Purchasing June 19-20, 2014

  19. ERP enhancements, 2008 - present Advance v9.5 HR/SA Interfaces SSN Vault SA SSN Vault HR & FIN Auth. Access u.select SA v8.9 9.0 PT v8.52 SA PT v8.5 Advance v9.8 SS 1098T UMSL Go-Live Housing / Judicial CRI Budget Plan. (FIN) Budget Mgt. - position (HCP/EDW) Financials / SCM V8.8  v.9.0 HR v8.9  v9.1 T & L ePAF T & L MUHC PS  Hyperion Interface Strategic Budget (LRP) Inventory / ePro MUHC Budget Mgt. (FIN/EDW) Budget Plan. - position (HCP) Time Clocks eRecruit KC/MU/UM COMPASS Shared Services Benchmark T&E VPA OTP SPMO Operational Excellence Initiative June 19-20, 2014 OPEN – GB – INFO 3-19

  20. June 19-20, 2014 OPEN – GB – INFO 3-21

  21. OPEN – GB – INFO 3-22

  22. UMKC MU UMSL S&T OPEN – GB – INFO 3-23

  23. Modifications (mods) we have made to “as distributed” software * June 19-20, 2014 * There are mods required to make the software operational

  24. Central Administrative Systems Budget (ASB) Expenditures Total cost Cost to campuses June 19-20, 2014 OPEN – GB – INFO 3-25

  25. Central Administrative Systems Budget (ASB) Expenditures ? ~14% Growth annually FY15 – $ 19.4 M FY16 – $ 22.1 M FY17 – $ 25.2 M FY18 – $ 28.7 M FY19 – $ 32.7 M FY20 – $ 37.3 M June 19-20, 2014

  26. Alternatives • Status quo – not an option • Reimplementation of selected services • Software as a Service (SaaS) – Cloud • Open Source • Business Process Outsourcing • “Next-generation” ERP – core system of record • Some combination of the above June 19-20, 2014 OPEN – GB – INFO 3-27

  27. Our administrative systems approach • Governance is key – need to articulate policies, principles, and expectations that everyone supports and promulgates throughout the organization • Free up resources from processes that are “required but not strategic” to reallocate them to fund strategic initiatives • Effectiveness and efficiency comes from working together towards common goals. The concept of “we not me” • Accept effective/efficient practices built into administrative systems • Standardize and eliminate exceptions as much as possible • Avoid unnecessary local optimization; bring IT and business process-related decisions to the appropriate leadership groups for discussion and direction June 19-20, 2014 OPEN – GB – INFO 3-28

  28. Approach and Outcomes * Time will be allocated accordingly to the various functions/processes within Student, Human Resources and Finance based on agreed upon priorities and relative complexity. June 19-20, 2014 OPEN – GB – INFO 3-29

  29. Approach and Outcomes * Time will be allocated accordingly to the various functions/processes within Student, Human Resources and Finance based on agreed upon priorities and relative complexity. June 19-20, 2014 OPEN – GB – INFO 3-30

  30. ERP Optimization Project Timing Kick-off Contingency Target Completion * Project timing is dependent on UM System and Campus resource availability and the time required for validation and building system wide support/agreement. June 19-20, 2014 OPEN – GB – INFO 3-31

  31. HR approach • Process unification – to increase agility and to move towards true Talent Management (pre-hire recruit through retirement) • Full utilization of system functionality— move to best HR practices; less focus on transactions • ePAF has reduced transactional work; they continue to aggressively pursue new capabilities • Completed Global Grading Study allows focus on career paths and succession planning • Compensation and Performance Management (unused or underused functionality) are other areas to add value June 19-20, 2014 OPEN – GB – INFO 3-32

  32. Finance Approach • Decrease costs and support of technology through modification reduction (“Zero-Mod” Approach) • Leverage new functionality to support shared services and streamline administrative processes • Review system architecture and develop a long-term plan for Finance applications • Develop a new governance model for managing Finance applications June 19-20, 2014 OPEN – GB – INFO 3-33

  33. Campus Solutions Analysis Approach Key Activities Recommended Approach • Review the business reasons that drove the original decision to utilize four instances • Document the current high-level processes workflows and key functional requirements/scripts to identify future state optimization opportunities • Explore impact of adopting unused PeopleSoft functionality and reducing selected manual processes • Collaborate with Oracle on scripted demonstrations of the multi-institution capabilities utilizing the functional requirements/scripts • Identify changes to key business processes and policies that would be impacted by the change • Develop a cost/benefit analysis of one versus four instances • Conduct a feasibility analysis of moving to one instance of Oracle Campus Solutions (PeopleSoft) from the four instances today • Benefits • Focus on proving out potential future state • Identification of opportunities, impact and costs/benefits • Demonstration of Oracle multi-institution capabilities • Modification and key process review within context of one optimized instance June 19-20, 2014 OPEN – GB – INFO 3-34

  34. Highlights of current portfolio • Finance • Hyperion Budget Upgrade, PeopleSoft Finance 9.2 Upgrade, Strategic Reporting Data Warehouse • UMIT • Data Center Consolidation, ERP Study, PPM Tools Upgrade, Upgrade Telepresence, Faculty/Staff Email Strategy • Academic/Student • Starfish, Schedule Builder, Academic Mapper/Planner, Missouri Reverse Transfer, Degree Audit, myVITA June 19-20, 2014 OPEN – GB – INFO 3-35

  35. OPEN – GB – INFO 3-36

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