Great minds dont think alikethey work together' Chronicle of Higher Education

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Great minds dont think alikethey work
together. Chronicle of Higher Education
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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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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, funding, support and staffing of
  CIO/EITS organizational structure in concert 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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CIO Business Services Software
distribution/Licensing Personnel/HR
UGA liaison for State/Reg National Connectivity
Office of the UGA Chief Information
Officer and Associate Provost
Information Tech Advisory Council CAIT
Communications/PR/Marketing
Community, State, Regional and National
Assoc/Professional Representation
UGA Information Technology Security
Assoc CIO for Academic, Research,
Instructional Services
Assoc CIO for ERP (Standards, Policies,
Execution and Management
SLAs MOUs Codicils
ERP Planning Project Mgt
ISS
AIS Programming
UGA Portal/ Student
Campus-wide IT Data Standards And Policies
Capacity Planning Project Mgt
Network Operations
User and Client Support
Communications/ Content Mgt
Research Computing
CITP Client Services Customer Satisfaction. Telep
hone Services Application Develop.
Marketing/PR CIO/EITS Website EITS Commun.
Strategic Plan Graphics/visuals Speech Writing
Capacity Planning Asset Management Benchmarks/
Performance metrics/ vPMO
Network Infrastructure Production
Systems Telecommunications Data Center Operations
Research Computing Center Southern Light
Rail National Lambda Light Rail Research
Computing Committee
Draft 5/11/05
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UGA/EITS GOAL(S)

• a) retain and recruit the best possible IT
  technical professionals
• b) provide UGA with the best possible IT
  services and support by aligning IT salaries with
  market conditions

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• Meeting goals requires
• Institutional commitment to achieving fair and
  market-based compensation for IT technical
  professionals
• Recognition that the goal of aligning IT salaries
  with market conditions is an institution-wide
  effort and includes the IT community, UGA Human
  Resources, and the Administration
• Identification and implementation of a
  comprehensive, phased strategy to meet market
  conditions

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Facts/Assumptions--EITS

• Fiscal resources are not available to cover cost
  of aligning all IT technical positions with
  market conditions in the 06 fiscal year thus.
• a) aligning all IT technical positions with
  market conditions will require a multi-year
  phased implementation approach, recognizing that
  a phased implementation approach will require
  additional budget in subsequent years not yet
  identified.

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• cont.
• b) Senior EITS Management and the Office of the
  CIO will need to continue to bring the issues
  tied to the IT Classification alignment to the
  Central Administration for support and funding

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• Recognizing that funds are not currently
  available to meet increases for all technical
  positions, EITS senior management have developed
  a phased process based on two major criteria
  consistent with the IT industry and conceptually
  in line with the UGA faculty salary alignment
  process
• a) job complexity
• b) performance in support of the CORE
  infrastructure, support and services

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Job Complexity(hypothetical example)
Institutional Knowledge
Professional Expertise
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Job Complexity Analysis for EITSActual Data 2002
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Calculating Job Complexity(Example)
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Our core values are the foundation and basic
principles that influence our daily decisions
and actions, helping us to realize our shared
vision and accomplish our mission. Understanding
and demonstrating these values is the shared
responsibility of each-and-every EITS employee.
This organization will recognize and reward
individuals whose exceptional performance clearly
reflects their ongoing commitment to these
values.
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Performance Example
--- Annual Evaluation ---
---- Exhibits EITS Core Values ----
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Example of Allocation
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• cont. Facts/Assumptions
• Funding has been committed in the amount of 190K
  from the EITS 06 budget (1/2 of total estimated
  available budget) for Phase 1 of a multi-phased
  approach
• EITS phased plan does not include senior
  management (i.e., does not include CIO, Executive
  Director, and Directors)

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• Next steps
• Completion of EITS Job Complexity and Performance
  matrix mid June, 2006
• HR confirmation in late June finalizing the EITS
  Phase 1 implementation strategy
• Implementation of salary adjustments for staff
  included in Phase I anticipated to occur no later
  than January, 06 and sooner if possible

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• Continued work with HR and the IT Jobs
  Reclassification Committee regarding policy,
  funding for subsequent phases, and campus-wide
  implementation with focus on alignment with
  market conditions. recognizing

Implementation is pending final approval from HR
and the Administration.
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Great minds dont think alikethey work
together. Chronicle of Higher Education