EITS All Staff Meeting

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EITS All Staff Meeting

• 06/25/2008

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Agenda

• Strategic Items (45 minutes)
• EITS/OCIO Budget Update
• Overview of EITS Planning Process Connecting the
  Dots!
• OIIT/EITS Collaboration in Support of MSD/ITCL
  Re-Alignment
• Informational Items (25 minutes)
• UGA/Medical School of Georgia (MCG) Proposed
  Medical School Collaboration
• UGA Telecommunications Upgrade/VoIP Hybrid
• UGA Campus IT Governance Realignment/ State
  Leadership Role
• UGA Identity Management Initiative
• 2008 EITS Performance Appraisal Process Update
• Annex/Boyd/Fred Building Personnel
  Logistics/Relocation

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EITS/OCIO Budget Update All Staff Meeting

• June 25, 2008

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Briefing Goals

• OCIO/EITS Financial Profile
• Sources of Funding
• State Funding Uses
• FY08 Project Accomplishments
• FY08 One-time Administrative Allocations
• FY09 Challenges

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OCIO/EITS Sources of Funding

• State EG funding14 Million
• Student Technology Fee .4 Million (ongoing)
• Cost Recovery. 8 Million
• MRR.. .5 Million

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OCIO/EITS State Funding Uses
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(No Transcript)
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FY08 One-time Administrative Allocations

• 659,749 for Disaster Recovery Tape Systems
• 260,000 Maintenance for Network Routers
• 342,595 for WebCT Vista Hardware
• 610,000 for IMS Database Conversion
• 230,000 for Removal of SSN from Business
  Processes
• 592,000 for Network Core Infrastructure Upgrade
  (MRR funds)

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FY09 Challenges

• 2 Reserve (300k) deeper cuts likely
• Maintenance Spending 4 million
• Opportunity for savings?
• Need Business Cases
• Re-think Risks
• Service Reduction Options Need to be developed

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The EITS Transformation JourneyWhat is my
role?
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Transformation from Good To Great

• Customer Focused
• Performance Driven
• Learning Organization

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EITS Transformation Journey
If you want to get somewhere you have to know
where you want to go and how to get there. Then
never, never, never give up. Norman Vincent
Peale
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Overview

• Goal Where We Want To Go
• Good To Great--Become a more customer-focused,
  performance driven, learning organization
• Foundation How To Get There-Part 1?
• EITS True North
• Strategic Planning Model
• EITS FactBook
• Roadmap How To Get There-Part 2?
• EITS Performance Maturity Model

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What is a Customer-Focused, Performance Driven,
Learning Organization?

• organization that focuses on the customer first
• organization that plans differently in order to
  meet the mission
• organization that bases decisions on facts
• organization that utilizes best practices
• organization that strives for continuous
  improvement
• organization that retains staff and others desire
  to join
• organization which others model

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Pulse Check

• 1. Do you believe EITS is the best organization
  it can be?--Have We Reached Everest

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Overview

• Goal Where We Want To Go
• Good To Great--Become a more customer-focused,
  performance driven, learning organization
• Foundation How To Get There-Part 1?
• EITS True North
• Strategic Planning Model
• EITS FactBook
• Roadmap How To Get There-Part 2?
• EITS Performance Maturity Model

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Foundation-How To Get There Part 1Early
Explorations

• Building
• 5 Year Plan
• Compact Plan
• EITS True North

• Growing/Training
• Compact Planning
• Coordination
• Alignment

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Foundation-How To Get There Part 1Strategic
Planning Cycle
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Foundation-How To Get There Part 1?Use the Plan

• EITS Accomplishments
• Support of 68 Services
• Implementing 67 Projects

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Pulse Check

• 2. Do you believe EITS is described by our
  customers as a customer-focused,
  performance-driven, learning organization?

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Overview

• Goal Where We Want To Go
• Good To Great--Become a more customer-focused,
  performance driven, learning organization
• Foundation How To Get There-Part 1?
• EITS True North
• Strategic Planning Model
• EITS FactBook
• Roadmap How To Get There-Part 2?
• EITS Performance Maturity Model

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Roadmap How To Get There- Part 2?EITS
Performance Maturity Model

• Goal Good To Great--
• Becoming a more Customer-Focused, Performance
  Driven, Learning Organization

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Why

• Customer-Focused, Performance Driven, Learning
  Organization
• Vision
• Continue in the role of state and national leader
  in information technology, and to be recognized
  as the first source for knowledge and expertise
  in the area of information technology.
• Mission
• Provide a robust, reliable, and secure
  information technology infrastructure, maintain
  essential production services, and offer
  world-class support.

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Why
Out of our Control
In our control

• Internal Drivers
• Increase proactiveness
• Improve documentation
• Utilize best practices
• Create partnerships
• Define clear ownership

• External Drivers
• Fulfill the EITS Vision
• Competition
• Change
• External regulation Public oversight
• Budgets Flat Stakeholder expectations are
  rising

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What

• Success Look Like Customers characterize EITS
  as
• a unified and proactive service organization that
  focuses on the customer first
• a forward focused and planned organization to
  meet the UGA mission
• a data-driven organization that base decisions on
  facts
• an efficient and effective organization that
  utilizes best practices
• an organization that walks the walk and strives
  for continuous improvement
• an organization which staff remain/loyal/desire
  to be part of and others desire to join
• an organization which others model

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Pulse Check

• 3. Do you feel that your team actively
  contributes to EITS being its best and meeting
  the mission of the University of
  Georgia?Building the New Learning Environment,
  Maximizing Research Opportunities, Competing in
  a Global Economy

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How

• EITS Performance Maturity Model
• Key Features
• Focus on organizational perspective
• Graduated levels of performance
• Integrated approach

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How

• 8 categories which identify specific areas EITS
  will focus on to meet the goal
• The EPMM is based upon a maturity model format.
  There are 5 Levels within the model
• There is a specific measurable objective for each
  of the 8 categories at each level.

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How
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How
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(No Transcript)
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The Challenge

• Change in Culture
• How we plan
• How we operate
• How we are held accountable
• How we define processes and data

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The Challenge

• Change takes time, effort, and steadfast
  commitment from everyone
• Communicate

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Pulse Check

• Do you feel you have personal ownership in
  helping EITS become a more customer-focused,
  performance driven, learning organization?

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EITS Transformation Journey
If you want to get somewhere you have to know
where you want to go and how to get there. Then
never, never, never give up. Norman Vincent
Peale
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ITPDS
Focus Standards, Efficiency, Assurance,
Compliance Tools Six Sigma, Dashboards,
QuickBase, ITIL
Focus Alignment, Prioritization, Resource
Allocation Tools Compact Planning, Project
Management, Clarity
Strategic Planning Portfolio Management
Predictable Lifecycle Capacity Management
Focus Prediction, Optimization, Depreciation
Tools Forecasting, Trending, Data Warehousing,
QuickBase
Assessment Improvement
Focus ComparisonsPeers/Aspirants Industry Tools
Educause, Gartner, Surveys
Research
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ITPDS Contact itplan_at_uga.edu
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Key Points

• Goal Where We Want To Go
• Good To Great--Become a more customer-focused,
  performance driven, learning organization
• Foundation How To Get There-Part 1?
• EITS True North,
• Strategic Planning Model
• EITS FactBook
• Roadmap How To Get There-Part 2?
• EITS Performance Maturity Model

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• Telephone System Upgrade
• RFP was sent to UGA Procurement during the month
  of March.
• UGA Procurement requested a release from the
  State Procurement however the state had some
  questions that had to be clarified. We had a
  meeting with the State in May, to address their
  questions.
• They release the RFP on May 29 for UGA
  procurement to manage.
• It was then posted to the UGA Procurement
  Registry on June 3, 2008.
• June 17, 2008 - Mandatory Site Visit /8 Vendors
• July 15, 2008 - Vendor Proposals are due
• August/September 2008 - Contract will be award
• September/October 2008 Estimated time for
  Contractor begins work

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Identity ManagementUpdate
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Goals

• Reduce the number of places identity data such as
  a Social Security Number is stored and reduce the
  number of processes that use that data.
• Increased level of service
• Reduce administrative costs
• Reduce duplication of data and processes
• Establish a dedicated, independent and unique
  identifier
• Create a centralized service for distributing
  identities

Plan

• Hire consultancy to discover requirements and
  produce specifications
• Implement the core Identity Management components
  as part of a first phase
• Hire separate consultancy for implementation
• Hire FTEs to maintain the core components
• Address Social Security and other issues in
  external applications

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Plan

• Provide efficiency in storing and managing
  user/account information
• Extend, expand and enhance current eDirectory
• Leverage current investments in provisioning
• Reduce duplication of data
• Insure completeness of Identity store
• Establish a unique identifier across systems
• Result
• Platform for a comprehensive IdM solution
• Create a centralized service for distributing
  identity information
• Extend, expand and enhance current eProvisioning
  solution
• Leverage current investments
• Integrate additional systems into provisioning
  infrastructure (HR, Reg, Adm)
• Replace scripts for MyId, UGAMail and WebCT
  account creation
• Unify processes for managing the complete user
  life-cycle
• Result
• account linking, data consistency, process
  efficiency, technology effectiveness
• More effective provisioning of MyID, email, LMS,
  etc.

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Plan
1.) Create the User
2.) Modify the User
4.) Report on the User
3.) Remove the User
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Progress

• Proposal presented to the Executive Management
  Team (EMT), funding approved for phase 1
• Functional committee formed and meeting
  regularly, discussing scope, issues, risks
• Technical committee formed and meeting regularly,
  product demonstrations, discussing issues, risks
• Phase 1 analysis consultancy identified, hired,
  and on-site. Working on requirements discovery
• Initial discovery with ID Management functional
  team, previous ID Management effort
  documentation, and various technical personnel
  completed
• Currently meeting with the technical team, key
  business personnel and key EITS support personnel
• Result
• Detailed requirements for phase 1

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Time-Line

• 3 months of ID Management analysis
• 2 weeks elapsed
• 6 months of implementation of the specifications

More Information/Updates?

• http//IDManage.uga.edu/

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Client Service, Operations and Infrastructure
Alignment
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Security Operations, Infrastructure and Operations

• Supports Security Operations, Network
  Operations, Engineering, Infrastructure and
  Telephone Services. Integrating TEC Services
  cabling support group into the organization
  starting July 1, 2008. (Brian Rivers)
• Focused on improving Security Incident Response
  Capability and Managing Risk (Ben Myers and Chris
  Workman)
• Integrates TEC Service Cable department, Cable
  TV, and Network Infrastructure Group into one
  unit (David Stewart)
• Merges Network Operations, Network Security,
  Engineering and Student Network Support into one
  unit (Paul Keck)
• Develops resources for network project management
  and telecommunications unit to manage the
  strategic projects...telephone system
  transitioned
• (Chris Baines)

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Client Services

• Supports Help Desk, Client Relations, Computer
  Labs, Instructional Multimedia. Aligning CITP
  closer with (Shawn Ellis)
• Merges CITP Desktop unit and Enterprise
  Application Support under one leadership
• (Mike Ellerson)
• Provides better coverage for CITP and EITS
  clients
• Provides better management alignment between CITP
  and clients (Marcus Henderson)
• Better alignment of CITP and the Helpdesk

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System Provisioning and Maintenance

• Supports Mainframe Operations and System
  Support, Server Hosting/CITP, System
  Administration and Partnerships (SLC/Admissions)
  (Jeff Teasley)
• Merges EITS System Administration
  responsibilities with CITP/hosted System
  Administration responsibilities for better
  support, backup and standards.
• Provides resource support for project management

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Research Computing

• Supports Research Computing Architecture and RD
  Coordination (David Matthews-Morgan)
• Aligns Research Architecture staffing under
  proper leadership
• Supports our goal for better IT support for
  Extended UGA Sites (Rayid Tartir)