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Re-organizing Information Technology University at Buffalo Achieving Service Excellence Teaching & Learning Outreach & Public Service Campus Services Research Executive Technology Advisory Group (ETAG) Dennis Black David Dunn Elias Eldayrie Marsha Henderson Scott Nostaja (facilitator) Steve Roberts Natalie Simpson Nancy Smyth Harvey Stenger Provost Tripathi James Willis Troy Wood Guiding Principles for Restructuring IT 1. Organize IT around the service portfolio driven by UB needs, priorities and maturity of technology 2. Leverage UB 2020 ITST initiatives and investments 3. Design a model that supports diversity needs and innovation 4. Ensure that the process is transparent, inclusive and addresses local IT support Goals for Delivering and Improving IT Services 1. Ensure continued alignment with UB’s goals 2. Align IT service level with available resources 3. Leverage all IT resources across UB while reducing costs 4. Strategically deploy IT to advance innovation in teaching/learning, research and reduce administrative burden on faculty, staff and students Overall Management Model • Governance • Decision making responsibilities • Resource management • Organizational structure • Service level agreements Governance • Governance: ETAG continues as the UB-wide IT governance structure Enterprise Systems Advisory Committee (ESAC) Information Security committees IT leaders monthly coordination meeting Decision Matrix as approved by ETAG: Input Rights, Decision Rights CIO one-on-one quarterly meetings with Deans and VPs • Priority management: Units continue and or develop priority setting structures IT resources will be aligned with Unit and UB priorities Project prioritization process for all projects Portfolio management tools to provide transparency (Clarity) Resource Management • Common IT infrastructure & applications delivered enterprise-wide • New services will be considered based on available resources and University priority • Additional consolidation opportunities will be explored to provide reallocation opportunities • Development of staffing, funding, and service levels will be informed by recent IT data collection as a baseline • Leverage economies of scale where possible • PSR of IT staff will be transferred to the CIO organization Resource Management - Continued • Focus resources on supporting the diversity of needs: • • • Research Teaching and Learning Unique Administrative applications • OTPS and TS funds remain at the unit level • Unit service maintained at current levels as a minimum • Transparency of resource allocations & services Organization Structure • Enterprise-wide service organization • • • • • • Infrastructure IT Management Applications Development and Data Management Information Security Client Services IT Administrative Office • CIO will be responsible and accountable for managing all IT resources Current IT Functional Organization CIO Information Security IT Policy Operational Support Services Administrative Computing Services Academic Computing Services CIO Administrative Office ERCS Enterprise Infrastructure Client Technologies Unit Support 1 Dean or VP Unit Support n Dean or VP Proposed CIO/IT Organization – Enterprise Technology Services CIO Strategic Planning Information Security & Policy Information Security Operations Policy Privacy Access Management Compliance IT Management Portfolio Management Service Management/Quality Change Management Project Management Resource Management IT Architecture & Standards Applications Development Enterprise-wide Applications Selection & Development Data Modeling and Mining Operational Data Store and Warehouse Critical Administrative Competency Centers Departmental Applications Information Security IT Management Applications Development R&D IT Administrative Office Budget Expenditure Management Personnel Space Retail Sales IT Administrative Office Infrastructure and Operations System Administration Network Administration Database Administration Monitoring & Operations Facilities Management Scheduling & Applications Support Foundation Technology (file, print, e-mail, messaging, etc.) Enterprise Infrastructure Support Operational Services Support Client Services Client Services Service Desk New User Setup Service Provisioning Workstation Services Customer Break Fix Support Classroom Technology Support Enterprise-wide Application Support Video/Audio Services Mobile Worker Support Business Analysis Solution Development Technology Integration Discipline Specific Expertise Client Services • Common IT services (Shared Service Desk, Instructional Support, Classrooms, Training..etc) • Four Clusters around common attributes and similar needs Professional Schools CAS , SENS and special academic programs Academic Health Sciences Administrative Next Steps • Develop a process for: Prioritization of IT needs Resource allocation Communication New/additional investments Migration process Etc. Identify areas to pilot processes Service Catalog Service Level Agreement Metrics to measure Prioritization Process Next Steps Endorsement by ETAG (6/9/2009) Endorsement by VPs and Deans Endorsement by the Provost and the Executive Vice President Charge CIO to: • • • Build the processes Develop detailed transition plan and time line Implement the reorganization in the next 12 months • Report back to ETAG, Senior Leadership and the campus on the progress of the reorganization Conversation