A Roadmap to Service Excellence Information Technology Strategic Plan University of Wisconsin-Madison A report to the ITC 09.17.10

Report
A Roadmap to Service
Excellence
Information Technology Strategic Plan
University of Wisconsin-Madison
A report to the ITC
09.17.10
Vision
The UW-Madison information technology
service community will achieve and sustain
service excellence in five key areas:
– teaching and learning
– research
– outreach and public service
– campus services
– campus infrastructure
Phases of the strategic planning process
Phase 1: Gathered Input
Convened more than 35 sessions with
hundreds of faculty, staff and students to
examine campus culture, the role IT service
should play, how we communicate and
collaborate, decision making processes,
approach to funding, skills and competencies
needed and measuring IT service value.
Phase 2:
Identified
Themes and
Created Teams
Phase 3:
Developed 37 IT
Charters around
each Theme
Phase 5:
Progress
Phase 4:
Set Priorities and
Align charters
37 Charters built around these themes:
• Support teaching and learning with appropriate
technologies and successful approaches
• Support faculty and instructors
• Prepare students to work in a technology enhanced world
• Support the Wisconsin Idea through outreach and public
service with appropriate technologies and approaches
• Support the research life cycle
• Connect people and research resources
• Leadership, collaboration and communication
• Establish a set of core campus infrastructure services
• Enterprise infrastructure services
Roadblocks to Progress
It’s hard to prioritize when
everything is important
The strategic plan champion
leaves for Notre Dame
The Chancellor’s vision includes hiring an
efficiency consultant – with an eye toward
improving IT efficiency
Budgets are tight
Overcoming the obstacles
• Review 37 charters with George Watson, Carol
Gosenheimer and Brian Rust
(http://www.cio.wisc.edu/plan/)
– Guiding principles
– Progress to date (who is doing what?)
– RFP out for Consultant (how can we prepare?)
– Identifying actions
• Move forward on DoITs “Big 10” initiatives
(Tier 1 and Tier 2 priorities)
Roadmap Guiding Principles
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Undertake IT service as a campus-wide challenge
Work to develop and sustain strategic alignment and partnered decision making
Work to effectively communicate horizontally and vertically across campus
Leverage enterprise infrastructure and avoid unnecessary replication of
infrastructure and services
Maximize transparency across the campus
Select the most appropriate IT service delivery strategy for each need (enterprise,
federated and local)
Continue developing increasingly effective leadership, governance and advisory
strategies
Develop sustainable funding strategies for all IT services
Embrace an appropriate mix of vendor-supplied and open source applications and
services
Foster technical and leadership growth for IT service staff members
Work toward green computing strategies
Recent Examples of Progress to Date
• Charter 6.3 – to support high-throughput and high-performance
computing, UW-Madison is deploying the OpenFlow switching
protocol…
• Charter 7.2a – a team has been working since December of 2009 to
develop the business and functional requirements of a tool that
would serve as a clearinghouse for exchanging information about
campus IT resources
• Charter 9.2a – Following requests from departments and schools,
UW-Madison purchased an enterprise license for a content
management system. 39 users to date
• Charter 6.4 – Project Bamboo is an effort to broaden the use of
technology in the arts and humanities and will launch a HUBZero
instance. The HubZero platform enables its users to build powerful
web sites that support scientific discovery, learning and
collaboration.
…and the list goes on
Preparing for an efficiency consultant…
• Focus on administrative efficiency
• Making choices
Innovation
Cloud
Core Services
• Practicing reflective listening
• Having patience
Leverage
Reflective Listening?
We all hear that things should be different yet it is difficult to be the one
to change. Consider how someone who doesn't live in your immediate
work-world might answer the following questions:
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What does it mean to have more reliable email and efficient calendaring?
What does it mean to be secure?
Why should we broaden the use of technology in the arts and sciences?
What does it mean to have state-of-the-art learning spaces?
How can the University be more efficient and still remain technologically
innovative?
What does it mean to have high performance, high through-put
computing?
What does it mean to be technologically literate?
How can we capitalize on our core enterprise services?
What are core IT services?
Patience is a virtue…
• We may have to wait to get what we want
• Sometimes we’ll get what we need
• Five C’s and one big R
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Collaboration
Choice
Core missions
Communication
Cost
–Risk
Action Steps
• Meeting to discuss next steps with George,
Brian and Carol
• Clarifying the concept of stewardship as a way
to move forward
– Data stewards
– Process stewards
– Service stewards
• DoIT’s “Big 10” Priorities

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