Information Technology and Enterprise Planning Status Report for The University of Georgia

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Information Technology and Enterprise
PlanningStatus Report for The University of
Georgia

• UGA Presidents Cabinet
• April 21, 2005

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• Basic Assumption
• to influence information technology as an
  enabler of change for the University, UGA and the
  Office of the Chief Information Officer will need
  to think like a business and manage as an
  enterprise.

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-Drivers of Change-

• UGA Mission/Goals
• American Higher Educations three Revolutions
• UGA Strategic Plan 2000-2010
• Five-year Program Planning Process/Provost
• UGA Accreditation 2008
• State/Federal data requirements
• Enterprise Planning for Information Technology
• UGA student body

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• Planning for Change
• Sense of direction, priorities, direction
• Strategic thinking and planning processes
• Articulated priority initiatives and strategies
• Milestones/deliverables
• Performance metrics
• Total cost analysis/projections (e.g., ongoing
  maintenance, staffing, replacement)
• Partnerships
• Commitment to the whole

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Attributes of the Whole Impacting IT (2004)

• 33,405 students
• 76 between ages of 18 and 24
• 70 freshman class applied via email with 99
  providing email address
• 5,908 full-time faculty/other professional 62
  of University employees
• 227 million in sponsored research activity
• 84 Student housing buildings
• 372 Athens Campus buildings (excludes leased
  space)
• 7,370 Athens Campus basic rooms (classrooms,
  labs)

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• Scope of useIT systems and services
• on average, 1.1 million email messages per day
  processed through UGA email with estimated
  800,000 unsolicited and/or SPAM
• 6.6 million transactions each month on the IBM
  mainframe not including drop/add during
  drop/add, estimated 10 million transactions
• 64,500 batch jobs processed each month on the
  IBM mainframe (e.g., collecting costs for
  facilities mgt)
• estimated 32,000 devices on the campus network
  not counting wireless (e.g., computers, printers)
  

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• approximately 500 wireless access points
  available with 300 in PAWS network supporting
  estimated 3,000 wireless devices
• WebCT used to augment estimated 5,600 courses
  with 45,600 individual students enrolled
• 800 uga.edu domain web sites number of web
  pages on UGA main web server estimated at 645,000
• MyUGA reflects estimated 39,000 logins per day

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Campus Expectations

• High performance computing/parallel computing
• Integration of official University data based on
  enterprise model data warehouse/data mining
  capability
• Comprehensive information technology security
  planning contingency and disaster recovery plan
• Life cycle management of campus
  systems/applications
• Support for Public Service and Outreach systems
  and services state-wide, and through
  international education

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• Responsive, reliable, service-oriented central
  computing organization strong leadership and
  management
• Comprehensive long term IT planning model for
  core infrastructure, architecture, systems and
  services
• Comprehensive business model based on standards,
• policies, ROI, and enterprise model

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Reality Check.

• Decentralized nature of campus reflecting
  combination of a distributed funding and staffing
  model
• Challenge in developing, implementing and
  managing IT policy, standards, guidelines, best
  practices as basis for managing and protecting
  systems/applications
• Absence of campus-wide enterprise planning effort
  for IT investments, life cycle management and
  future requirements

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Strategies for meeting challenges (examples)

• Clear articulation and/or understanding of campus
  information technology core systems, services,..
  support
• Campus-wide planning processes/procedures (e.g.,
  5-yr plan IT Compact Planning Process fiscal
  business model)
• Alignment of CIO/EITS organizational structure
  with information technology core systems and
  services, campus IT units, user community,
  advisory structure
• Alignment of IT Advisory Structures (e.g.,
  UGANet, IT Management Forum, CAIT) with
  goals/priorities of University

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Example UGA Information Technology Core
Systems and Services
Strategic Planning, Governance, Policy and
Advisement
Business Operations and Administrative
Applications
Infrastructure, Architecture and Related Support
Instructional Technology
Research Computing
User and Client Support
Security for Information Technology Systems and
Data
Outreach and Partnerships
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Example UGA Information Technology Goals

• In support of the Universitys goal to be ranked
  among the top fifteen public universities in
  America by 2010, campus IT leadership will engage
  in a 5-yr planning process through Compact
  Planning based on a negotiated, user- driven
  process aligning strategies, goals, performance
  metrics, and milestones with the priorities and
  budget of the University.

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• 2) Recognizing the need for strategies, methods,
  policies and education to secure and protect
  information and data, IT leadership will develop,
  implement and manage a comprehensive IT security
  planning process including the implementation of
  best practices in selection of hardware and
  software standards and policies desk-top
  security and awareness and education.

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• Based on a multi-phased approach, campus IT
  leadership in concert with the central
  administration will move toward an incremental,
  comprehensive fully-funded Information Technology
  Business Model for core physical and
  infrastructure asset costs life cycle
  replacement and human resource requirements.

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• Recognizing the need for integration of
• official administrative data and
  information management systems, UGA will enter
  into a systematic and incremental planning and
  decision-making process to enable data
  integration from multiple sources first step
  will be conducting a Business Process Analysis of
  current and required institutional business
  processes

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• Establish a sense of organizational unity
• through positioning of the Chief
  Information Officer as the leader for UGA
  information technology supporting the core
  infrastructure, long-term planning, and
  leveraging of campus-wide IT staff through common
  institutional standards and best practices.

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• Experience/lessons learned...
• positive change requires stability
• culture is profoundly important leadership must
  focus on the levers within the culture
• alignment of Information Technology leadership,
  funding, staffing and support within the
  organization (i.e., UGA) is critical

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And, by asking the RIGHT question

• Whom do you serve and what do they want to do?
  (customers/clients/organization)
• What are the core systems, services, and support
  provided? (CORE systems, services, support)
• What is the best way to provide the services
  (processes)
• How do we know we are doing a good job? (metrics)
• What is the best way to organize? (structure)

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• Dr. Barbara A. White
• Chief Information Officer and Associate Provost
• barbwhit_at_uga.edu
• www.eits.uga.edu/cio