centrally-coordinated/locally-directed: an innovative it management model for decentralized...
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Centrally-Coordinated/Locally-Directed:An Innovative IT Management Model for
Decentralized Institutions
John Charles
Chief Information Officer
California State University, East Bay
Educause Western Regional Conference
April 1, 2008
Copyright John Charles, 2008. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.
Cal State East Bay
• Public/regional university• 3 campuses• 14,000 students• 26 computer labs• 3,500 desktop & laptop computers• 215 servers• 120 IT staff• IT budget $15M
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Pathway to Transformation• Dark Ages & IT Fiefdoms (pre-2004)
• Enlightenment (2004-2005)
• Reflection
• Creating a New Future for IT@CSUEB (2006)
• Transition Plan (2006)
• Service Level Agreements
• Living the New Model (2007-Present)
Dark Ages & IT Fiefdoms
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Dark Ages & IT Fiefdoms (pre-2004)
• Twelve decentralized IT tribes
• One central IT tribe – camped out within Academic Affairs
• Uncoordinated (ad hoc) IT funding and budget allocations
• No culture of accountability
Enlightenment
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Enlightenment (2004)
• Crisis occurred in one college – suddenly without an IT director
• Panicked dean called CIO for help
• CIO and dean drafted a MOU to test a radically different IT support model for the college
• 3 months later (1st Quarterly Review) the dean and CIO were delighted with results
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Enlightenment (2005-2006)• After dean shares success story, another
dean wanted “in”
• Library plus one administrative division frustrated with local IT management situation
• News of these successes spreads quickly
Reflection
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Reflection
• Our old IT management approach had become counterproductive
• We could no longer afford to waste our resources on duplication and fragmentation
• But, we could not embrace a centralization model that would not be agile and responsive enough to adapt to an ever-changing IT landscape and the needs of all colleges/units
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Reflection
• Successes with a hybrid model – the best of both worlds, centralization and decentralization
• Critical success factors
– Operational excellence– Helpful/supportive relationships– Open-minded, receptive collaboration
Creating a New Future for IT@CSUEB:
“Centrally-coordinated, locally-directed”
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Creating a New Future
• “Centrally-coordinated” is facilitated by:– All assigned to same unit– All have direct access university resources– All supervised by professional IT managers– Centrally funding IT infrastructures – Semi-annual in-progress-reviews
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Creating a New Future
• “Locally-directed” is accomplished by:– Collaborating with Deans & VPs to create
local IT plans– Maintaining distributed locations– Affirming local authority to establish the work
priorities– Including Deans & VPs in recruitment and
performance review processes– Enabling Deans & VPs to purchase higher
levels of support services
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Creating a New Future
• University & Unit-Level “Wins”– Coordinating, aligning, and managing IT
investments efficiently and effectively – Establishing the requisite dual
accountabilities for the new IT@CSUEB collaboration to be successful
• Deans & VPs – Establishing Priorities• IT Management Team – Delivering Results
Transition Plan
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Transition Plan: Governance
• CIO appointed to Cabinet and Provost’s Council
• University IT advisory committee shifted its focus to strategic planning and policy advice
• Use of steering committees for major initiatives
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Transition Plan: Action List
• Communication & consultation
• Service level agreements (SLAs)
• Needs-assessments & skills-inventories
• Transition agreements & budget model
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Transition Plan: Resources• Reallocation and realignment of IT
resources– Revise legacy service delivery structures– Consolidate central and local systems– Focus support on standard products and
services– Align priorities for growth with university goals
• Channel more resources towards strategic needs by streamlining the routine
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Transition Plan: Staff
• Consolidate IT staffs in a manner that:– Is forward-looking– Considers interests of individual staff– Clearly communicates and documents
changes in reporting relationships and job descriptions
– Maximizes the use of reassignments– Includes reevaluation of compensation levels– Complies with all provisions of applicable
collective bargaining agreements
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Transition Plan: Budget
• Formal IT budget allocations typically did not exist– Actual IT expenditures for the previous year– Planned IT expenditures for the current year– Needs-based adjustments proposed for the
next year
• Goal: Budget neutral – Transfer base budget allocations and
responsibility for associated expenses
• Goal: Centrally-fund recurring IT expenses
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Transition Plan: Final Steps• Finalized organizational and service delivery
structures• Adjusted SLAs to final funding levels• Finalized position description changes and
staffing reassignments• Coordinated staffing and funding reallocations• Achieved “go-live” for the new IT services
division -- July 1, 2007
Service Level Agreements (SLAs)
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Service Level Agreements• Core IT Infrastructure, Systems & Services
– Network & Telecommunications Infrastructures SLA– Telephone Systems & Services SLA– NetID Identity Management Infrastructure SLA– Desktop Computing Infrastructure SLA– Email Infrastructure, Systems & Services SLA– Web Hosting Infrastructure, Systems & Services SLA– Server Infrastructure, Systems & Services SLA– Data Storage & Backup/Recovery Infrastructure SLA
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Service Level Agreements• Academic Technology & Classroom Services
– Online & Hybrid Instruction Support Services SLA– Media-Enhanced Instruction & Tech Services SLA– Learning Management System Infrastructure &
Services SLA– “Smart” Classroom Services SLA– Computing Labs & Technology-Enhanced Learning
Spaces SLA– Learning Commons SLA
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Service Level Agreements• Administrative Information Systems & Services
– Student, Human Resources, & Finance Systems SLA– Data Warehouse & Reporting Systems SLA– Data Administration & Information Security SLA– Disaster Recovery & Business Continuity Program
SLA– Project Management Services SLA– Helpdesk Services SLA– Training & Consulting Services SLA– Response Commitments SLA– IT Planning, Assessment, & Prioritization SLA
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Desktop Computing Infrastructure SLAResponsibility• CIO provides lifecycle management and support for faculty/staff computers and office
productivity software• Deans and VPs identify (and annually revalidate) computers to be includedStandards• 1 computer per full-time faculty/staff, plus 1 for every 3 part-time faculty/staff• Operating system support limited to currently-shipping version plus one generation
back• Remote management for updates, patches, and automated backups
Services Supported Purchase/ Install/Refresh
Warranty Funding
Baseline computer
Hardware; op sys; office s/w
Yes
(4-year refresh)
Yes
(4-year)
Central
Above baseline computer
Hardware; op sys; office s/w
Yes
(4-year refresh)
Yes
(4-year)
Chargeback for portion above
baseline
Software site licenses
Appendix C Yes Yes Central
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Server Infrastructure SLAResponsibility• CIO provides lifecycle management for servers that support core instructional and
administrative services• Deans and VPs identify (and annually revalidate) servers to be included, as well as
BCP informationStandards• Located with data center• Consolidated when supporting commodity application systems (email, web, file, print,
etc)
Services Supported Purchase/ Install/Refresh
Warranty Funding
Enterprise & departmental servers
Scalable clusters; Solaris; Linux; Windows
Yes
(4-year refresh)
Yes
(4-year support)
Central
Computing lab servers
Solaris; Linux; Windows: Apple
Yes
(4-year refresh)
Yes
(4-year support)
Central
Specialized servers
Non-standard (with training)
Yes Yes Chargeback
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“Smart” Classroom Services SLAResponsibility• CIO provides lifecycle management for “smart” classrooms• Deans identify (and annually revalidate) “smart” classroom conversion and
upgrade prioritiesStandards• 100% of classrooms with seating for 10 or more students• Equipped with projector, screen, laptop, DVD/VHS, and wired/wireless• 4-year refresh cycle for electronic equipment
Services Supported Metrics Funding
“Smart” classroom conversions/upgrades
Priorities approved by deans
20 new & 20 refreshed per yr
Central
Presentation centers & video conferencing
Basic plus sound, web & video conferencing
Scheduled 2 days in advance
Central
Delivery, pickup, & checkout services
Basic plus cameras & other media devices
7:30am-10:30pm weekdays
Central
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Response SLAResponsibility• CIO provides timely and professional response to problems• CIO distributes timely communications about problems and
response/resolution information to the campus communityStandards• Problems classified by severity level• Selected staff designated for on-call response• Multiple communications media used for distribution of status information
Severity Level
Description Business-Hrs Response
After-Hrs Response
Resolution Goal
Show Stopper
Outage with significant business impact
Immediate (within 5 mins)
On-call (within 1 hr)
Within 2 hrs
Classroom Down
“Smart” classroom failure during a live class session
Immediate (within 5 mins)
On-call (within 15
mins)
Within 30 mins
Major Outage impacting business productivity
Immediate (within 5 mins)
On-call (within 1 hr)
Within 4 hrs
Minor All other problems Within 1 hr Next business day
Within 1 business
day
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Project Management SLAResponsibility• CIO provides professional project development management support services• VP/Dean-level executive sponsors approve functional specifications and funding
plans, and designate business process ownersStandards• Project management functions performed in accordance with industry best practices• Projects involving major procurements must comply with CSU policies and guidelines
governing formal documentation requirements, feasibility studies, methodology, etc
Services Supported Metrics Funding
Business process redesign
Workflow analysis Project defined Central
Project development
Scope, functional specifications, and work effort & cost estimates
Project defined Central
Project planning Implementation, training, & communication plans
Project defined Project funded
Project management
Manage project team activities & deliverables; manage risk
On time & within budget
Project funded
Impact analysis Academic value added &/or ROI Project defined Project funded
Living the New Model(2007-Present)
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IT Staff ValuesWithin the IT Services Division, we share a common set of
values as we work to accomplish our mission of supporting the academic, administrative, and co-curricular functions of Cal State East Bay.
• We value our technology services role in the mission of the university.
• We value exceptional customer service.• We value operational excellence.• We value helpful and supportive relationships.• We value a collaborative work environment and
refuse to let each other fail.• We value professional development and
accountability.• We value a healthy and fun work environment.
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Technology Coordination
• Technology Leadership & Coordination (TLC) groups– Coordinate IT functions that have both
centralized and distributed components– Establish standard operating procedures,
workflows, and best practices– Facilitate sharing of information about IT
services, projects, issues, and solutions– Plan IT professional development activities
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New Support Center for Faculty
• Online & Hybrid Support Center provides coordination and support for online and hybrid (blended) instruction– One-stop support– Support for faculty teaching online– Support for assessment– Resource center for deans, department
chairs, and program directors
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Cal State East Bay -
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Academic Affairs ● ● ● ● ●Planning and Enrollment Management
● ○ ENROLLMENT ● ● ● ●
Student Affairs ● STUDENT SERVICES ● STUDENT
SERVICES ● ● ●University Advancement ○ ○ ○ ● ○
Administration and Finance ○ HR (Staff) ○ PHYSICAL
MASTER PLANSOPERATING
BUDGET ○ PHYSICAL MASTER PLANS
Information Technology Services
STUDENT DATA WAREHOUSE
IT STRATEGIC PLAN
FINANCIAL DATA
WAREHOUSE
TOPIC
●○ Denotes lesser support role for this division
Lead division for action plan and coordinating implementationDenotes important support role for this division
Note that ITS provides support for all seven mandates.
ACADEMIC PLAN; HR (Faculty)
IT STRATEGIC PLANIT STRATEGIC PLAN
EXTERNAL RELATIONS/ PRIVATE SUPPORT
Seven Mandates
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IT@CSUEB Strategic Plan1. A solid foundation of IT infrastructure and
sound fiscal planning;
2. Appropriate academic & instructional technology resources and support for faculty;
3. Anywhere/anytime access to services and support for student success and engagement in campus life; and
4. The cyber-facilities required to meet the needs of specific internal and external audiences.
Aligns with University mandates
Win-Win Outcomes(so far…)
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Solid Baseline Infrastructures& Sound Fiscal Planning
• No structural deficit in ITS base budget
• Funding for 3-yr refresh of lab PCs, 4-yr refresh of faculty/staff PCs, & 4-yr refresh for servers– Left $240k expected PC
cost savings ($400 per PC) in college & division budgets
– Dell won PC contract with $500 savings per PC ($250k total savings)
• Completed implementation of office productivity & collaboration software– Outlook, SharePoint, & IM
• Established server administration standards across the divisions
• Storage increase from 10 TB to 30 TB (might last us another 16 to 18 months)
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Solid Baseline Infrastructures& Sound Financial Planning
• 100 of our 220 servers consolidated on 3 VMware servers – plus elimination of 25 other
servers – Significant reduction in
security risks
• Power savings from server consolidation: $49.2k per year – 100 servers = (39.1 kw) x
(8760 hrs) x ($0.15) = $51.4k per year
– 3 VMware servers = (1.68 kw) x (8760 hrs) x ($0.15) = $2.2k per year
• Air conditioning savings from server consolidation: 127k BTU per hour– 100 servers = (39.1 kw) x
(3.4k BTU/kw-hr) = 133k BTU per hour
– 3 VMware servers = (1.68 kw) x (3.4k BTU/kw-hr) = 5.7k BTU per hour
• Other systems/services being explored as infrastructure instead of unit-level (e.g., data warehouse, imaging)
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Academic Technology &Faculty Support
• Life-cycle funding for Smart Classroom infrastructure– 3yr refresh cycle– remote monitoring of
projector bulb life– “clicker” response system– podcasting & streaming
(pilot this year)
• Blackboard version upgrade & performance enhancement
• Blackboard wikis & blogs
• Consolidation of instructional tech & design support staff expanded our capacity to:– Support online & hybrid
course design & instruction– Provide assistive tech
support services – Support emerging
technologies
43
Student Access, Success,& Technology Support
• 3-yr refresh cycle for lab PCs• Expanded & enhanced
wireless infrastructure in Library & Student Union
• Consolidation & standardization of software licenses for computing labs
• Outsourced student email to Google (cost avoidance $75k per year)– Mailbox size 6 GB (vis-à-vis
10 MB)– Retaining csueastbay
addresses– Authenticate using assigned
CSUEB NetID
• Self-assessment/audit of online access to key services for students– Moving key services online for
7x24 access
• New prospective student website– Customize to audience– Solicit student input (focus
groups)
Enhanced Capacity
• Consolidation of staff created capacity for new positions– 3 additional Helpdesk positions– Additional Web Master position
• Expanded capabilities by combining resources – enables a service-oriented, not person-oriented approach to support delivery– Web Services– Help Desk/User Support
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Lessons Learned
Lessons Learned…
1. Standards of support (quality and level) can vary widely, for the (presumably) same service – people-based, rather than service-based.
2. Despite extensive discovery, you’ll find problems you didn’t know were there.
3. On the flip side, you’ll also achieve “wins” you didn’t know you could achieve.
4. Despite pleas from otherwise well-meaning administrators, do not slow down the pace of change – the swifter the better.
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Lessons Learned…
5. Do not underestimate the persistence of past practice relationships between individual decentralized IT staff members and supported unit administrators and staff.
6. Document new relationships, roles, and responsibilities clearly and concisely – a decision matrix for each division works well.
7. Commit to continuous process improvement –refine and restructure for maximum efficiency.
