Title: Information Technology and Enterprise Planning Status Report for The University of Georgia
1Information Technology and Enterprise
PlanningStatus Report for The University of
Georgia
- UGA Presidents Cabinet
- April 21, 2005
2-
- 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.
3-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
4- 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
5Attributes 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) -
6- 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)
7- 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
8Campus 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
9- 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
10Reality 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
11Strategies 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
12Example 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
13Example 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. -
14- 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.
15- 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.
16- 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
17- 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.
18- 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 -
19And, 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)
20- Dr. Barbara A. White
- Chief Information Officer and Associate Provost
- barbwhit_at_uga.edu
- www.eits.uga.edu/cio