360 Information Technology Review pptx

360 Review
Information Technology
Wright State University
Lev Gonick
Case Western Reserve University
James Sage
University of Akron
Marilyn Smith
Table of Contents
External Review Charter
Executive Summary
Internal Context
External Context and Benchmarks
Areas of Strength
Areas of Weakness
Strategic Planning and IT
Organizational Values Statement
Short Term Opportunities
Funding IT
Reporting Alignment
Enterprise Architecture
Solutions Orientation
Customer Service
Decision Support
Scientific and Research Computing
Project Management
Organizational Structure
Summary Recommendations
Appendix: List of Interviews
1.0 External Review Charter
February 12, 2013
Campus Leaders*
Thomas Sudkamp
360° Information Technology Review
Next Monday and Tuesday we will be having a 360° review of information technology at Wright
State. Three Chief Information Officers will meet with constituent groups across campus to learn of our
current and future IT needs. The CIOs will provide a report to the President and Provost on the
organizational structure, responsibilities, and mission of a university wide IT infrastructure that is suited
for the challenges presented by rapidly changing technology and user needs.
The review panel of CIOs will consist of:
Lev Gonick, Chief Information Officer, Case Western Reserve University
Marilyn Smith, Head of Information Services and Technology (IS&T), MIT
Jim Sage, Vice President for Information Technology & Chief Information Officer, University of Akron
To ensure that we get input from across campus, each of your units has been given a time to meet with
a CIO to discuss your IT needs and concerns. Vice presidents and deans, please feel free to invite
participants from your areas who you think should be involved in the campus-wide look to the future.
2.0 Executive Summary
The challenges and opportunities facing IT at Wright State University are not unique.
Wright State University has a dedicated IT staff.
Wright State University is a large, complex, and traditional organization striving to build on its heritage and
transform itself to be prepared to be a leader in the State of Ohio for the needs of a 21st century teaching and
research organization.
IT is understood to be an important enabler of the desired future state.
The IT portfolio at WSU is an enterprise-wide provider of critical services and enabling tools for the operation
and advancement of every facet of the University’s life.
The community expects and increasingly demands that IT at WSU elevate its commitment to outstanding
customer service.
IT at WSU is not CaTS or CTL or local IT. Need for new organization and re-branding for IT Services.
There are a number of short-term actions that can begin almost immediately to re-build confidence in the IT
Services offering at WSU.
IT at Wright State University needs to be led by a Chief Information Officer.
The CIO should report to the Provost.
The CIO must be a visionary, an individual with a demonstrable scientific and teaching/learning background
and 15 years+ broad and progressively more senior technology management experience.
IT at WSU needs a Vision of its future that both aligns to the multi-faceted goals of the University and commits
to the stewardship and governance of WSU’s significant investments in people, technology, and solutions to
advance all of WSU’s key constituents.
The senior executive management at WSU needs to re-affirm its commitment to support the responsibilities
and authority of the CIO as a “C” level partner in advancing the broad goals of WSU.
The CIO should be encouraged to be an active listener, committed to developing a values-driven organization,
proactively building appropriate governance models for inclusion, priority-setting, and executive
endorsement, resource allocation, and professional project management of the portfolio of services.
3.0 Internal Context
Wright State has experienced a lot of change over the past year leading to fatigue and some
Fragmentation of IT services is an artifact of
History and evolution of organizational missions
Legacy needs of the University administration
While overall financial investment would appear to be appropriate, IT investments are not optimized.
Funding of IT opaque to customers. Recurring monthly charges (as a source for funding infrastructure)
associated with port and phone charges are in need of re-examination.
Strong customer satisfaction articulated among many of the administrative units.
Long standing relationships between individuals across the campus supports “you just need to know
who to call” culture.
Perception, especially among the faculty community, that CaTS is an insular, reactive, and self-serving
organization not aligned to the academic mission of the institution.
Confusion regarding classroom technology support.
Confusion regarding support for learning management system support.
Weak tradition of IT planning and governance.
Modest investments in collaboration, video, and mobile technologies.
Growing sense that IT has been unable to shift its investments and services catalogue from traditional
and now commoditized services (“X as a Service”, email, calendaring, collaboration services, AV,
lecture capture, data center, etc…), to meet emerging needs to support learning and the needs of the
research community.
4.0 External Context and Benchmarks
• Wright State University should consider routinizing a 5 year external
review of IT services, beginning with a self-study the semester before an
external review.
• There is a growing collective sense that externalities are generating
growing pressure for WSU to ‘get going’ on online education offerings.
This effort should be coordinated at the center of the University
administration by a senior member of the Provost staff. School-based
efforts and disconnected IT efforts should be choreographed by the
Provost. A ‘vision’ and a ‘plan’ for WSU online should be the first order of
• Student retention is a challenge. IT’s role in WSU-wide student retention
efforts needs to be coordinated.
• Through governance, IT at WSU should benchmark IT to the University’s
• Through governance, IT at WSU should educate the campus community of
the ‘game changers’ and other externalities driving the need for
adaptation and new service models, including IT for the University.
4.1 Example External Context and Benchmarks
Source: Educause Annual Core Data Service
Peer Group
Title of IT Leader
Reports to
President 20%, CAO 20%,
CFAO 30%, Combo 30%
Reporting in
Policy, Infrastructure,
Applications, Admin, Help,
Academic, Security, Telecom
Central IT Headcount
Median 140 (range x & y)
IT Budget (all in)
Median $20m (range x& y)
Average percentage of total
university expenditures
allocated to Central IT
3.87% (range x&y range)
Ratio Central-Decentralize IT
Average 58% (x& y range)
5.0 Areas of Strength
Broad view that IT staff across the university is dedicated and competent.
Help desk is responsive and remote tools are effective.
Desktop support is likewise responsive, especially to administration.
Desktop replacement program while not as richly funded as desired is
Expansive adaptive service offering for students with different abilities is a
point of pride.
Off campus access to scholarly materials is appreciated.
Provost is attuned to the challenges facing the campus and is
appropriately engaged.
Support for administrative and ERP is good and pre-award project is
getting good grades.
Reporting tools are good.
STAC program gets noted as a strength.
Annual budget development for IT operating and capital needs meets the
needs of the Budget Office.
6.0 Areas For Improvement
IT leadership has significant reputational and credibility gaps as reported across the WSU (with noted
IT leadership is invisible to most faculty, students, and IT staff outside of CaTS.
President and the executive are working on a renewal of the University’s strategic plan. IT is invisible.
How will IT connect to the priorities of the university.
The University is deeply divided into silos. Aligning the university, including IT, to focus on the
university’s vision and executing on the vision is vital for the success of WSU.
Relatively little evidence of ongoing IT planning, governance, and priority setting.
Governance is critical as much for helping the campus answer the question ‘how do IT investments
and project get prioritized and funded’ as it is “what will no longer be funded and thus sunset as a
service offering.”
Organizational values of transparency and customer satisfaction are not evident.
Transparency on expenses, priorities, workload are important to building credibility.
Operations in central IT would benefit from basic project management, inventory of demands for
services/projects, and scorecards of core services.
Scorecards, dashboards, and sharing of active monitoring of all services is desired.
Collecting and publishing customer satisfaction scores is encouraged.
The division of responsibility between CaTS and CTL is not well understood.
Frustration with classroom technology (boot up time, login procedures).
The University’s web content management project as well as the ongoing production of web content is
a source of frustration.
There is significant room for improvement in communications with constituents across the University.
7.0 Strategic Planning Imperative
Lewis Carroll wrote “If you don’t know where you’re going, any road will get you
• Wright State University is engaged in a university strategic planning effort. IT is
invisible. Efforts should be made to engage with faculty, staff, students, and
administration (including the Board) as to how IT can be both an enabler of the
current top priorities as well as a strategic partner to the aspirations of the
• As Wright State University evolves its IT organization and positioning within the
University, IT will have to have a strategic planning exercise to chart its top 3-4
strategic efforts and top 3-4 programmatic initiatives over the next 3 years. These
priorities will have to align to the university’s highest priorities.
• Through facilitation, the recommended IT strategic planning efforts should afford
IT an opportunity to demonstrate its commitment to active listening, to an
inclusive and transparent decision-making environment
• Among the goals of the IT strategic plan should be an effort to refresh, and renew
a governance model for IT decision making at the University (see below).
8.0 Organizational Values Sampling
• Through the 360 Review, the following types
of values were offered as desirable by those
interviewed including faculty, staff,
administration, and IT Management.
– Transparency
– Operational Excellence
– Outstanding Customer Experience
– Committed to our Students Success
– In the Service to the Research Community
9.0 Possible IT Governance Structure
See http://web.mit.edu/itgc/
Executive Steering
Committee (President,
Set annual goals
Authorize major projects and investments
Approve policy changes
Review outcomes
School/College IT Councils, Shape annual goals for technology
Deans, Unit Leads
Provide feedback on proposed priorities and initiatives
Review outcomes
Priority Review Committee Approve feasibility and design phase of major projects
Recommend major projects and initiatives
Recommend priorities
IT Governance Subcommittees
(Administrative, Academic,
Student Impact, Policy,
Security, Communications)
Identify new needs
Participate in solution design
Recommend priorities for smaller projects
Advise Central IT on the management of domain specific
IT Governance Body
Discuss major trends in technology
Provide feedback on initiatives with broad impacts
9.1 Draft Annual Planning Cycle
Assess Prior Year Outcomes
Scan Environment
Set Goals &
Annual Goals
and Plans
Schools/College, Deans & Unit
Feedback &
9.2 Annual Planning Cycle For Strategic and Priority Activities
(Not Routine Short Work Requests and Daily Operations)
Initiate annual planning
Frame planning questions
Identify institutional priorities and constraints
Executive Steering Committee
Goal setting
Establish priority goals for technology
Schools/College Committee
on IT Deans, IT Mgt
Surface key strategies
and initiatives
Identify enterprise and domain specific
initiatives to support IT goals
IT Governance Subcommittees
Preliminary prioritization of recommended
initiatives and strategies
Priority review committee
Discuss and refine
Solicit feedback on preliminary prioritization
Schools/College Council
IT Governance Subcommittees
IT Governance
Finalize proposed initiatives
Project review committee
Approve annual goals
and initiatives, secure
Set the IT goals for the year for Central IT and
the University
Executive Steering Committee
10.0 Short Term Opportunities
Host a monthly open forum on IT issues at the University (based on crowd sourcing of topics).
Work to improve single sign on experience.
Lean the process of firewall rules and other information security to achieve a better customer experience.
Scope a short term project to attend to reported network performance/bandwidth issues.
Work with faulty and students to examines WINGS and WINGS Express and implement short term improvements
to promote ease of use.
Initiate a visible application support and training program.
Address issues with classroom technology.
Improve communications between CaTS and constituencies it serves.
Reduce boot-up time
Simplify logon procedures
Provide faculty training and documentation to address most frequently encountered issues
Move Pilot technology support into CaTS to eliminate any finger-pointing between CaTS and CTL when technology issues occur
Conduct classroom technology open forums to identify issues and measure ongoing improvements
Develop a method for faculty, staff, and students to easily provide input and ask questions of CaTS
Put frequently asked questions on CaTS website
Create project status web pages on CaTS website
Create IT service status page on CaTS website
Create "who to call" list on Wings, for IT-related and other issues
Website roles and responsibilities, plan and schedule.
CaTS budget, expenses and chargeback transparency (as one or more of the monthly open forums).
Begin the process of developing academic, administrative, student impact etc… governance groups.
11.0 Funding IT
Wright State does not have a comprehensive inventory and mapping of its IT
investments (technology, staff, other). This is an important baseline activity that
should be considered. These should include CaTs, CTS, related Library IT
investments and decentralized IT investments in other administrative and all
academic units.
The chargeback model for telecommunication should be re-examined.
Investment required for cabling, electronics, wireless access, and faceplate
termination for data, voice, and video services should be clearly developed and
broadly disseminated.
A clear operating and capital investment strategy for IT should be developed
through governance.
There is broad consensus that Wright State does not optimize its investments in
information technology with perhaps 15-20% redundant investments in service
lines and personnel. Most of these are legacy investments.
After investments in common network infrastructure, IT investments across the
campus would appear to be under capitalized in academic and research support.
There is broad consensus that the Wright needs significant additional investments
in support of academic and research activities associated with the core of the
University’s mission. There is general frustration among many of the faculty and
some of the Deans that ‘things simply don’t work’.
12.0 Reporting Alignment
• High on the priority list for IT Governance should be IT alignment
across the University.
• A list of principles should be considered to try and align
investments and reporting of personnel.
– For example, IT staffing at the Colleges/Schools should privilege
specific domain expertise in support of specialized research support
and needs for specialized teaching and learning environments. Central
IT staffing should privilege generalizable, commodity, and utility
service lines in support of the enterprise, including research, teaching
administration, and reporting.
• Focus cross-functional teams to concentrate on most critical
strategic issues.
– Recruiting, Retention / Student Success, Placement, Serving Adult
Students, Online, Research, Economic Development, etc.
• “Tip over the silos”
13.0 Enterprise Architecture
• As reported, there is no one at Wright State with
the responsibility and authority for information
technology blueprints 3-5-and 10 years from now.
The short-term ‘fix’ orientation of the University
is rate limiting as it seeks to position itself as the
most innovative university in Ohio.
• The role of the architect extends beyond vision
and includes a standard, industry-standard
methodology for driving adoption to those
architectural directions.
14.0 Solutions Orientation
• A solutions orientation for central IT is important in demonstrating
“value add”.
• Central IT services should consider establishing a small and agile
services champions (services advocacy) group. This small group
should be seen as the leading edge of a commitment to build a
division-wide customer- focused solutions organization. The goal for
the group is measured by services uptake and engagement.
• Customers want, expect, and deserve solutions.
• Customers do not care about the functional organization or the
organization chart and having a growing frustration between CaTs
and CTL.
• The focus on projects and solutions will require new skills, attitudes,
and commitments in Central IT.
15.0 Customer Service
• Customer service is an organizational value and
not an operations group within IT.
• Senior IT leadership needs to be seen to be
driving the organization-wide commitment to
outstanding customer experience.
• Central IT does have a dedicated team that is
viewed as committed to customer success.
• Great IT organizations today are committed,
measured, and rewarded for customer
satisfaction. End of Statement.
16.0 Decision Support
• Central IT understands the importance of decision
support tools for the University.
• There are a number of satisfied customers who
regularly use standard and ad hoc queries to support
decision making across the University.
• There does not appear to be broad adoption of
decision support tools for administrative purposes
across the university. Growing the number of regular
users of these services is important to evolving the
broader culture of the university towards a culture of
evidence-based decision making.
17.0 Scientific and Research Computing
• Big science is certainly on the radar of many of
the leading faculty at WSU. Central IT and the
Senior Administration of the University should
outline the development of a ‘core facility’,
including HPC, analytical support and
• Professional and credible management of a
scientific and research computing group will be
an important factor in the overall effort to relaunch Central IT as having a role in this mission
critical and core service.
18.0 Project Management
• Like any complex organization, WSU has a need to
inventory and manage its hundreds of ongoing and planned
• The development of a cross-functional PMI certified project
and portfolio management team is highly recommended.
• This of course includes IT services.
• The current work on the new education building is an
example of where cross-functional leadership and project
management skills is important.
• Another example relates to the less than satisfactory role
out of Pilot and Wings. This is not only a matter of
communicating forthcoming changes but also driving a
formal project and portfolio management methodology.
19.0 Develop Position Descriptions for
Key IT Personnel
Chief Information Officer
Information Technology Enterprise Architect
Senior Scientific and Research Technology
Project and Portfolio Management Officer
19.1 CIO Attributes (example)
In terms of the performance and personal competencies required for the position, we would highlight the following:
Thought Leadership
Understands all parts of the University and their interdependencies and uses that knowledge to influence strategy and make decisions that benefit
the entire University. Ensures IIT is aligned with the goals and objectives of the University. Considers cross-functional, cross-divisional, and/or
University-wide factors when managing the group/function. Identifies emerging information technologies, discerns how they may impact the
University, and determines if/when/how to adopt these technologies.
Building Relationships and using Influence
Builds effective relationships inside and outside of the organization. Effectively relates to others by collaborating and cooperating even with those
holding divergent and/or opposing views and goals. Models respect for people from a diverse set of backgrounds and organization levels by
seeking and including different thinking styles, cultures, and backgrounds.
Setting Strategy
Helps develop the University’s information technology vision, translating it into both short- and long-term plans. Creates effective strategies and
business plans to focus Wright State on the key University-wide priorities. Considers long-term consequences and implications of actions and
decisions for the University. Provides strategic direction by assessing and managing the risks and opportunities associated with industry trends.
Executing for Results
Sponsors continuous improvement processes, recognizing opportunities to simplify organizational processes and create efficiencies. Anticipates
and ensures appropriate resources and structures are in place to support short- and long-term business goals. Creates and/or uses effective
metrics to support fact-based decision-making and drive results.
Leading Teams
Ensures current and future organizational talent needs are met by leading in recruiting, hiring, developing, coaching, and mentoring others.
Creates a high-performance and team-oriented culture by planning, instructing, monitoring, guiding, and evaluating others’ job performance and
by ensuring that others do so. Motivates teams by actively rewarding and recognizing their efforts.
19.2 Senior Scientific and Research
Computing Position (example)
Provide ongoing recommendations on a series of organizational and management options associated
with the development of a program of technical support in the use of computing resources and securing
computational resources for the conduct of scientific research.
Foster and cultivate the optimized use of information technology and, in particular, high performance
computing systems in research at Wright State University
Provide leadership to scientists, support units, center directors and administrators in expanding the use
of high performance computing for research and education.
Work with the ORA, Technology Transfer, Research Centers, Support Units, Academic Senate to develop
a strategic plan for incorporating advanced computing into the research and educational objectives of
the WSU.
Work with principal investigators across the University to coordinate the opportunity to leverage
investments in computational resources.
Develop a close working relationship with computing resource facilities and organizations to make high
performance, grid computing, and other appropriate resources available to researchers at the University
and keep WSU involved in (inter)national and regional high performance computing and
communications initiatives.
Work with PIs and researchers across the University in pursuing opportunities for funding to support
computationally intensive research projects.
Develop a governance model for the Scientific and Research Computing resources at WSU
Direct and manage computational resources at the University dedicated to computational research.
Teach or facilitate the teaching of classes in the areas of high performance computing and/or research
and scientific computing.
19.3 Organizational Structure: Ideal Type Model
IT Enterprise
Scientific and
Project and
Design and
Build and
Run and
19.3 Organizational Structure: Alternative Model
IT Enterprise
Project and
/ Tech Services
Scientific and
20.0 Recommendations
1. Organizational
1.1 Wright State University should actively recruit
a CIO with demonstrated strong customer
engagement and customer satisfaction
commitments along with progressive senior IT
management experience (Use a Recruitment
1.1.1 Before the process of recruiting a CIO
commences, the University executive should
agree to aggregate the IT-related organizational
units (and/or parts of existing organizations) and
their respective financial and personnel resources.
This will be vital in the CIO recruitment effort.
1.2 The University should actively consider a 50%
appointment of an active scientist as Senior
Scientific and Computing Officer with a direct
reporting line to the CIO, budget, and a senior
member of the IT management team.
1.3 In the near term, an Enterprise IT architect
should be recruited.
1.4 A successful recruitment and onboarding of a
CIO will be greatly enhanced by senior
administration decision to consolidate and
optimize IT services across the university under
the responsibility of the CIO.
2. Planning and Governance
2.1 Wright State University should commit to an IT
strategic planning process as a high priority activity.
One of the central outcomes should be an IT
Governance model.
2.2 Within 12 months there should be a working IT
governance model.
2.3 An Executive Steering Committee for IT should be
formed this next year.
2.4 Planning and budget cycle alignment should
become the target for planning and governance for
FY14 (or FY15).
2.5 Central IT should commit to an ongoing
benchmarking survey of peers.
2.6 The governance model should include an
opportunity for both broad consultation as well as
tracks of input and engagement with academic,
administrative and other key stakeholders. A Council
of IT Leaders should be established to encourage
collaboration and sharing of best practices among
central IT management and distributed IT.
20.0 Recommendations
3. IT Operations (short term opportunities).
3.1Host a monthly open forum on IT issues at the University
(based on crowd sourcing of topics)
3.2 Work to improve single sign on experience
3.3 Lean the process of firewall rules and other information
security to achieve a better customer experience
3.4 Scope a short term project to attend to reported network
performance/bandwidth issues
3.5 Work with faulty and students to examines WINGS and
WINGS Express and implement short term improvements to
promote ease of use
3.6 Initiate a visible application support and training program
3.7 Address issues with classroom technology
Reduce boot-up time
Simplify logon procedures
Provide faculty training and documentation to address most
frequently encountered issues
Move Pilot technology support into CaTS to eliminate any
finger-pointing between CaTS and CTL when technology
issues occur
Conduct classroom technology open forums to identify
issues and measure ongoing improvements
3.8 Improve communications between CaTS and constituencies it
Develop a method for faculty, staff, and students to easily
provide input and ask questions of CaTS
Put frequently asked questions on CaTS website
Create project status web pages on CaTS website
Create IT service status page on CaTS website
Create "who to call" list on Wings, for IT-related and other
3.9 Website roles and responsibilities, plan and schedule
3.10 CaTS budget, expenses and chargeback transparency (as one or more
of the monthly open forums)
3.11 Begin the process of developing academic, administrative, student
impact etc… governance groups.
3.12 IT should complete an inventory of existing project proposals,
projects underway, completed and integrate them into a project office.
3.13 IT should adopt a project initiation methodology.
3.14 IT should create a dashboard/scorecard for top 10 services and
3.15 IT should consider managing 30-60-90 day plans for each senior
manager to focus on deliverables.
4. Customer Service and Communications (short term)
4.1 Short term engagement with marketing and communications
consultant to develop a short/mid-range strategy for increasing visibility of
IT services
4.2 Help focus on HEAT help ticket management as a customer service
(rather than an IT service).
4.3 Measure customer satisfaction. Consider engaging HDI for external
4.4 Work on publishing online self-help services and documentation.
4.5 Develop electronic workflow for job tickets to enable customers to
track status.
20.0 Recommendations
5. Collaboration and Events
5.1 IT should actively consider developing 2-3
events in the next year focusing on
collaboration opportunities and events
(symposia, conferences, celebrations,
recognitions) with scientists and decentralized
IT across Wright State.
5.2 IT should consider publishing a regular
report to the Board
(http://www.uakron.edu/dotAsset/ef5495949339-4a0d-919d-e814ea7d8cee.pdf) and make
a version of the same available to the broader
campus community. An annual report should
document and celebrate the ways in which its
services help to advance the mission-related
services of its customers.
5.3 IT should consider inviting a select number
of technology vendors to the University so that
the vendors can learn about the strategic
activities of WSU. Creating 2-3 strategic
partnerships should be the goal
5.4 Consideration should be given to
partnering with third parties to source
commodity IT services where there is little or
no demonstrable value-add to the University
by having IT at WSU delivering those services.
6. Other Opportunities (mid-term)
6.1 IT at WSU should play an active role in the
University’s on-line strategic plan
6.2 IT at WSU can collaborate with various
faculty and Departments to develop a unique
offering for online, lifelong, public and
continuing professional education.
Interview Schedule
• To be inserted by Pam

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