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So Much To Do – So Little Time (and People, and Money, and….)

So Much To Do – So Little Time (and People, and Money, and….). Dr. John S. Wasileski Ann F. Harbor. CSMS Santa Fe, 2004. Our Plan for Today is to …. Give you a sense of the kind of institution we are Discuss the impacts of declining resources

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So Much To Do – So Little Time (and People, and Money, and….)

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  1. So Much To Do – So Little Time (and People, and Money, and….) Dr. John S. Wasileski Ann F. Harbor CSMS Santa Fe, 2004

  2. Our Plan for Today is to … • Give you a sense of the kind of institution we are • Discuss the impacts of declining resources • Show you some of our approaches to dealing with these impacts • Have a frank discussion with you about what works & how it may help your institutions

  3. The University of Memphis Institutional Profile • Regional, Metropolitan, Research, Doctoral Granting • Multiple campuses with ~21,000 students • 9 Colleges & 5 Administrative Divisions with @2400 faculty & staff • 5 Centers of Excellence • Center for Applied Psychological Research • Center for Earthquake Research & Information • Institute of Egyptian Art • Center for Research in Educational Policy • Center for Research Initiatives & Strategies for the Communicatively Impaired • FY04 Budget ~$260M

  4. Information Technology Campus Profile • ~ 95 central FTE • ~ 60 distributed FTE • > 4000 supported workstations • 51 centrally supported academic labs • > 56 smart classrooms • 55 mobile technology units • > 250 supported servers, running >6 operating systems, with ~1200 application systems • > 59,900 documented HelpDesk service requests • ~$12M central IT budget – FY04

  5. Information Technology Campus Profile (cont'd) • Wired & wireless • >9900 data drops • ~200 dial-in ports • Internet2 Gigapop • Middleware initiative -ID mgmt • VoIP for State of TN • System-wide hosting services

  6. Resource Realities • Declining state support • Declining institutional budget • Declining staff FTE • Increasing tuition • Impact on access & service fees

  7. IT Budget as Percent of E & G

  8. Trend of Capital Fund Balance (Future years projected – mandated & critical projects)

  9. IT Metrics Managed Server Growth Managed Communication Activity Managed Data Drops

  10. IT Metrics Managed Storage Space Managed Projects Managed Tech Classrooms

  11. ITD expected to “bridge the gap” Time compression for new development/services Technology as expense vs. investment Student fluency & service expectations Secure compute environment Increased customer service expectations Client Expectations & Changing Demands

  12. New Responsibilities • ERP • Data Warehouse • Fluency & IT staff currency • FedEx Institute of Technology • Research computing support • Enlarge data center • Redeploy existing resources • Internal partnership – ALC

  13. Remedies • Strategic alignment • Share governance • Self directed, cross–functional work teams • Disciplined Project Management • Shoeing the cobbler’s kids • Creating & sustaining knowledge workers

  14. The University of Memphis Project Inventory System

  15. Strategic Alignment • All goals are not equal • IT must understand the “real” priorities of the stated institutional goals • IT effort & resource commitment should be weighted with respect to the weighted institutional priorities • Constant monitoring and analysis is required to do this well

  16. Organizational Culture Organizational structure Reporting chart Role definitions Internal Economy Budget Allocations Project priorities Methods & Tools Infrastructure Systems Architecture Standards Staff support Metrics & Rewards Organizational, unit, team, & individual assessment Intrinsic & extrinsic reward structures Influence Systems Alignment

  17. Shared Governance • Committees in advisory capacity • Councils as decision makers • Special Interest Groups • Data Trustees • Web Developers • Local Support Providers

  18. Knowledge Workers • Make “mistakes are necessary for learning” a truism in the organization • Provide a confidential and open door to the top • Provide situations for unregulated, direct communication between organizational levels and units

  19. Knowledge Workers • Create and utilize self-directed teams • Provide access to groupware to stimulate and capture dialogue between individuals and among groups • Provide a variety of “standard” communication paths available to all

  20. Let’s have a conversation about how this works, how it can be used in other environments, and what your issues and questions might be!

  21. Thank you!

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