Deloitte FIT IT Assessment Final Report Current State ...€¦ · 6 Fashion Institute of Technology...

Fashion Institute of TechnologyInformation Technology AssessmentCurrent State Assessment

Final ReportApril 2016

2 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment

Table of Contents

Background 3

Current State IT Assessment 13

• IT Leadership and Governance 14

• IT Finance 22

• IT Talent 30

• IT Services and Enabling Capabilities 57

Peer Benchmarks 66

Appendices

• Appendix A: Stakeholder Interviews 75

• Appendix B: Documentation Received 80

• Appendix C: IT Job Titles, Families & Functions 84

• Appendix D: Functional Survey Methodology & Full Results 91

• Appendix E: Self-Assessment Survey Methodology & Full Results 96

• Appendix F: Business Unit Applications 107

• Appendix G: IT Service Management Process Definitions 109

• Appendix H: IT Service Management Detailed Analysis 120

Background


FIT has partnered with Deloitte to conduct an IT Assessment and provide recommendations to support the strategic direction of the College.

Project Overview

Benchmarking

• Analyze anonymous online surveys administered to IT staff

Roles and Skills Survey

• Review policies, procedures, governance, financial, organizational, and services data

Data Collection

Stakeholder Interviews

• Conduct interviews with stakeholders from across campus and analyze IT Effectiveness Surveys

• Compare FIT KPIs to identified peers and industry standards

• Collected and reviewed 100+ documents/data

• Conducted 19 group interviews, 15 individual interviews and met with 75 unique stakeholders

• Analyzed 61 IT Effectiveness Questionnaires from stakeholder interviews

• Analyzed 91 Functional Surveys (87% IT staff response rate)

• Analyzed 77 completed Self Assessment Surveys (73% IT staff response rate)

• Conducted 4 CIO interviews with SUNY peer institutions and received their benchmarking data

• Analyzed staffing and HR data

Assessment Inputs Current State Accomplishments

• Assess current IT operations across 6 areas: Organizational Structure, Staffing, IT Services, IT Risk Management, Policies and Procedures, and Administrative Operations

• Compare FIT to peers and industry leading practices• Provide recommendations for improvement and an implementation roadmap

IT Assessment Objectives


The following is a summary-level timeline of the Project Plan.

Project Timeline

Week 1 2 3 4 5 6 7 8 9 10 11

1/19-22 1/25-29 2/1-5 2/8-12 2/15-19 2/22-26 2/29-3/4 3/7-11 3/14-18 3/21-25 3/28-4/1

Phases & Key Activities

Review and analyze data Conduct stakeholder interviews Conduct benchmarking research and interviews Document observations Draft initial observations Interim Current State Observations 3/4

Phase 2: Leading Practices & Gap Analysis Continue benchmarking research and identify leading practices Conduct evaluation to identify gaps, redundancies, and improvements opportunities Evaluate degree of change required in response to gaps

Refine recommendations Prepare future state guiding principles, vision,

and operating model Prepare recommendations Prepare Final Report and Roadmap

Phase 3: Recommendations

Report and Recommendations 4/1

2: Staffing1: Organizational Structure

3: IT Services4: IT Risk Management

5: Policies & Procedures6: Administrative Operations

Phase 1: Current State Assessment


Deloitte’s IT Operating Model and Transformation Framework provides a conceptual model for understanding the multiple dimensions of an IT organization across 5 primary dimensions.

Deloitte’s IT Operating Model Framework

• Focuses on all dimensions of the IT environment

• Enables a detailed evaluation of the current state and leading practices within each component of the framework

• Provides for a comprehensive set of recommendations taking into account the interdependencies between different facets of the IT organization and the institution

• Encompasses the 6 areas requested for evaluation in the RFP within the 5 dimensions of the IT Operating Model1. Organizational Structure 2. Staffing 3. IT Services

4. IT Risk Management 5. Policies & Procedures 6. Administrative Operations

IT Leadership and Governance

IT Services Governance

Technology Governance Data GovernanceInformation Security

Governance

CIO Leadership Administrative Leadership Academic Leadership

IT Finance

Funding Model Budget Development

Procurement & Vendor Mgmt

IT Financial Management

Accounting and Reporting

IT Services

Frontline Support Classroom Support

Application Services Architecture ServicesInfrastructure Services Security Services

Educational Services Web Services Research Services

IT TalentPerformance Mgmt

and RewardsTrainingCareer Paths and Deployment

Hiring and Promotion

IT Enabling CapabilitiesVendor

Management Architecture Service Planning and Management

Customer Engagement

Customer Relationship Management

Culture

1 2

1

3

3 4

4

5

5

6

6

65


Each of the areas requested for evaluation within the FIT IT Assessment RFP are found throughout the assessment as they apply within the 5 dimensions of Deloitte’s IT Operating Model and Transformation framework. The table below provides a mapping of the areas requested to where they are addressed within this document.

Areas for Evaluation Cross Walk

Area for Evaluation What’s Covered LocationOrganizational Structure Review of IT organizational chart

Analysis of job titles

Analysis of functional alignment

IT Talent (p32)

IT Talent (p33)

IT Talent (p35)

Staffing Analysis IT talent management

Analysis of IT staff self reported skills

IT Talent (p41)

IT Talent (p47)

IT Services Review of IT and Business Alignment

Analysis of the effectiveness and maturity of IT services

IT Leadership and Governance (p17)

IT Services and Enabling Capabilities (p57)

IT Risk Management Review of domains related to IT security and risk management IT Leadership and Governance (p19)

Policies and Procedures Review of policies and procedures pertaining to IT governance

Review of services policies and procedures

Review of user policies


IT Services and Enabling Capabilities (p57)

Appendix B: Documentation Received (p80)

Administration Operations Review of project and portfolio management

Review of budgeting process

Review of IT vendor and asset management

Review of hiring, training, and performance management


IT Finance (p26)

IT Finance (p28)

IT Talent (p46, p56)

Network Audit Review of WPG Audit Report and recommendations implementation

IT Services (p61)


Founded in 1944 as part of the SUNY system, FIT has been a leader in career education in art, design, business, and technology for over 70 years. The institution offers nearly 50 programs with Associates, Bachelors, and Masters degrees.

FIT: Where Creativity Gets Down to Business

Ranked in the top 5 fashions schools in the world, and the Museum at FIT is the world’s leading collections of fashion and textiles

Excellence

Value

Fashion

Industry Connections

Location

Instruction

Students, Faculty, and Alumni are continually recognized for excellence

As a SUNY school, FIT is able to provide exceptional education at an affordable price

FIT faculty are industry pioneers and bring a blend of hands-on experience, classroom study, and online learning

Within the heart of NYC, FIT provides a vibrant, creative community in which to learn

FIT provides students with one of a kind opportunities to connect with industry partners through corporate sponsorships and academic collaborations

The FIT Brand Highlights

Awards

Unique Programs

Two FIT students recently won a highly competitive international packaging design competition hosted by Pentland for creating a label for Magnum of Pol Roger Brut Vintage 2006 champagne

The first of its kind, the Toy Design Program at FIT just celebrated its 25th Anniversary, and the International Toy Fair is held at FIT each year

Alumni Notable alumni include Calvin Klein, Michael Kors, Ivy Ross, Leslie Blodgett, Tony Chi, Edward Menicheschi, Wen Zhou, Joe Zee and many more


48%

36%

13%

2% 1%0%

10%

20%

30%

40%

50%

60%

FY14 Enrollment (n=9764)

55%

11%

34%

Users (T=1455)

Faculty - Part Time Faculty- Full Time Staff

The following is a snapshot of FIT and the IT customer base.

FIT Background Information

78% 49%of students are enrolled full time

of students are seeking associates degrees

of students are female2

62%of students are from NY (37% from NYC)

69%of students live off campus

85%24%

14%

14%

47%

2%NYC

NYS

County

Tuition & Fees

UnrestrictedNet Assets

FY2016 Revenue Sources 3(T= $196M)

2015 SUNY Student Opinion Survey Report – FIT Highlights

General• 83% rated FIT as their first choice (SUNY avg 54%) • 33% of students are transfers (SUNY avg 22%)• 82% said the college met or exceeded expectations (SUNY avg 85%)

IT• 50% were satisfied with the wireless network, web services, and mobile

applications (ranking 16th)• 59% were satisfied with computing support services (ranking 20th)

Teaching• 40% reported having faculty who used innovative technology to facilitate

learning (ranking 25th)• 37% of FIT students agreed that the college offered enough online courses

Facilities• 55% of student were satisfied with classroom facilities (ranking 27th) • 63% were satisfied with course-related laboratories (ranking 25th)• 57% were satisfied with fine and performing art studios (ranking 18th)

1

1 Based on data provided by HR 2/25/2016 (Staff headcount = 763; Full time Faculty = 242; Part time faculty = 12132 Based on data provided by IR in FY14 FIT Factbook3 Based on data provided by Finance 2/22/20164 Based on data from 2015 SUNY Student Opinion Survey of 27 SUNY Schools

2

22

2

2 4

4


Information technology capabilities and processes will play an increasingly critical role in helping the institution achieve the vision set forth in the strategic plan.

FIT Beyond 2020

Mission

FIT prepares students for professional excellence in design and business through rigorous and adaptable academic programs, experiential learning, and innovative partnerships.

Vision

FIT will be globally celebrated as the institution where students, scholars and teachers cross traditional disciplinary boundaries to stimulate innovation, partner with creative industries worldwide, and develop innovative design and business solutions.

Strategic Goals

1. Ensure Academic and Creative Excellence.2. Be an Innovation Center for Creative Industries

Worldwide.3. Provide an empowering student experience in a

cohesive community.


Campus Master PlanThe proposed campus master plan will affect IT including decisions regarding network design, the data center location, and options for colocation and cloud solutions. The plan has been developed over 18 months and was approved by the Board of Trustees on March 16, 2016.

Overview

• The Master Plan is aligned to support the goals of the FIT strategic plan.

Budget

• The plan lists projects by fiscal year with total costs estimated at $969M from FY 16 to FY 20+.

Impact on IT

• Nearly every project has a substantial link to IT (e.g., the new Academic Building, new Open Computer Lab and Academic Computing Center, classroom and lab renovations, Innovation Center, Library renovations, FabLab, Studio X, and Print FX, Multidisciplinary Exhibition Hall, Hi-Tech Meeting Space, and Conference Forum)


IT Assessment Timeline

ITIL CSI Maturity Assessment

(Paradigm Advisors)

Report: Dec. 2015

Banner Assessment: SSIA (Ellucian)

Report: Sept. 2015

Report: Feb. 2015

Network Assessment (WPG Consulting)

Video Report (Internal)

Report: Dec. 2015

Report: Apr. 2016

IT Assessment (Deloitte)

Media Services Assessment(O!iver Productions)

Report: Spring 2016

Analysis Underway

Identified :• Security

vulnerabilities.• The need to

Implement a network lifecycle approach.

• A gap at the “architectural level” within the FIT network team.

• Lack of hardware standardization.

• Lack of software code reviews.

Identified:• The Help Desk lacks

formal tracking, communications and resolution reporting activities for issues.

• Formal processes do not exist in USS or appear to exist in other functional groups to capture/review issues, maintain systems and proactively improve overall IT services.

Identified:• Need for more Banner

programming skills.• Engagement of user

community in Banner management and deployment.

• Improved reporting of projects.

• Clarifying roles and responsibilities of SSIA staff.

Identified:• Requests are fielded

by various offices resulting in disorganized processes and poor quality video

• Need for improved staffing and expertise, clearer processes, and a digital asset management system

Over the past year, a substantial amount of analysis and assessment has been done to evaluate the effectiveness of the IT Division and individual IT departments.

Report: Feb. 2016

Identified:• Insufficient audio

equipment and configurations across venues on campus.

Audio Report(Andrew Grant Lighting)

Current State Assessment

IT Leadership and Governance Current State Assessment


IT Governance Overview

IT / Business Alignment

Structure, Processes,

Tools & Roles

Project and Portfolio

Management

Risk Management

and Data Governance

IT Leadership and Governance

Review of the methods and processes for

making decisions and determining IT

standards and strategic direction

Review of the methods for

aligning IT strategy with business and strategic priorities across campus

Review of the methods and

processes in place for identifying and mitigating IT risks and the policies

and processes for data governance

Review of the methods and processes for

defining, delivering, and managing the

portfolio of IT projects

In alignment with the requested areas of analysis, we have grouped our observations of IT governance into 5 overarching categories.


FIT lacks a robust IT governance structure to support the development of an IT strategic vision and a decision making framework for ranking priorities and allocating resources.

Governance Structures, Processes, Tools & Roles

Structures

• FIT does not currently have an IT governance structure to support IT decisions and recommendations across the college although an entity did exist several years ago.

• IT currently has standing meetings with some of the other divisions (e.g., Academic Affairs) to coordinate projects,prioritization, and plan for budget submission.

• The FIT Policy Advisory Group approves new policies for the institution. In 2014, IT was asked to revisit and update all existing IT policies which are available online on the College Policy Library.

• IT does have a Change Control committee.• Different stakeholder groups are involved in providing input on IT direction and focus (e.g. Faculty Senate IT

Committee, Academic Working Technologies group, Digital Asset Management task force). • Interviews revealed there is widespread support among both IT staff and the campus community for more defined

governance structures and processes.

Processes

• FIT does not have a campus-wide annual process to identify IT needs and align needs to strategy.• There isn’t a clear path for how recommendations from a committee or task force become projects as IT does not

currently have a unified intake process with which to receive, evaluate, prioritize and allocates resources for IT project requests, resulting in siloed approaches and solutions. There is a web portal to request IT support and projects.

• IT does not have a process by which IT standards, processes, and policies are created, ratified, rolled out, and enforced either internally or in partnership with department units.

• IT does not have a consistent internal process for prioritizing projects, often leaving individual IT managers responsible for juggling different requests with limited coordination, resource sharing, consistency, and communication. Managers also mention that priorities frequently shift.

Tools

• IT does not have a current IT strategic plan. The previous IT Strategic Plan expired in 2014 and has not been updated to reflect the new institutional plan. While many of the objectives in the old IT strategic plan were completed (e.g., insourcing the help desk) others were not (e.g., establishing a College Technology Advisory Committee). There isn’t clear tracking of activities which were and were not completed.

• FIT has a clear vision of where it is headed with a defined strategic plan, master plan, operational plan, and initiatives.• IT does have a number of end-user policies available on the portal (e.g., email, access, computer and network use) but

is it unclear how well these policies are known or understood by the user community, and IT lacks a robust set of internal policies that outline internal processes, operations, and handoffs between IT departments.

Roles & Responsibilities

• There is not a set of thresholds that determines the levels at which IT decisions should be made both internal to IT (e.g., individual, department, division) as well as external (e.g., faculty, departments, leadership, general counsel).

• There is a general lack of clarity among the user community regarding IT’s role on campus and its responsibility in resolving technical issues, driving projects, and knowledge sharing on latest trends in technology.


• IT does not have a mechanism to evaluate the impact of IT investments on supporting strategic goals across the campus.

• There is a shared sentiment among stakeholders interviewed that IT does not fully understand the needs of the administrative and academic units.

• Users find themselves having to often re-explain business needs when their point of contact changes within IT and desire to have a more consistent relationships.

• Lack of clear expectations and understanding of IT staff’s roles and responsibilities leads to a heavy reliance upon personal relationships.

• There is a lack of clarity on how identified needs are translated into action with users often going straight to IT leadership with requests, thus bypassing approaches put in place by IT.

• There is a lack of consistent coordination and planning between IT and business units for system upgrades and refreshes in order to minimize impacts on users.

• Stakeholders identified the engagement between IT and campus stakeholders through Ellucian for the Banner reimplementation was effective and can serve as a future prototype for engagement, analysis, and process modeling

• Stakeholders report that the reliability of media services technology and support impedes external collaboration and partnerships.

• Some departments are starting to hire IT resources directly in order to be less reliant upon central IT for troubleshooting and reporting.

• Faculty indicate that the IT teaching and learning environment does not fully meet needs for effectively delivering high-tech course content, resulting in some faculty implementing their own solutions and workarounds.

• While individual IT staff may bring forth ideas to departments, it is unclear whether IT is responsible for sharing trends in innovations.

• There is a shared sentiment among stakeholder that since IT interacts with units across campus, the division could play a more prominent role in knowledge sharing and finding opportunities for synergies.

• There isn’t a defined overarching vision for the Banner Revitalization/Reimplementation and how different business units should leverage the ERP system to replace or integrate with other systems.

The current mechanisms for developing IT strategy do not necessarily result in alignment between IT investments and the business needs of different departments across campus.

IT / Business Alignment

IT / Business Alignment with Departments


Lack of robust IT portfolio and program management practices inhibits FIT’s ability to focus efforts and take a long term perspective on investments.

Portfolio and Project Management

• Excluding salaries and benefits, FIT spends $5.67M+ on IT each year but does not have an approach to comprehensively manage IT investments, funding, and maintenance decisions as a portfolio.

• A lack of portfolio capability inhibits FIT’s ability to take a long term perspective on its IT strategy or project pursuits, creating a perception that it is reactive.

• Strategy for IT seems to be driven by available funding rather than developing a vision and supporting business case.

Portfolio Management

Program Management

Project Management

• The IT Division has adopted a project driven culture over the years and implemented tools (i.e. Basecamp) to track on-going projects, timelines, and owners within the division; however, the extent to which these tools are used varies across staff and departments.

• Project timelines and deadlines often shift with changing priorities and it is the responsibility of the IT managers to juggle day to day “fires” as well as carry out projects.

• There is a lack of shared understanding between IT and the business units for who is responsible for driving projects as IT’s involvement and ownership varies with projects.

• The role of the PMO is not clear to both users and other IT staff as it varies from project to project. • Users indicate that IT does not always circle back when initial designs change before

implementation, resulting in well intended projects that don’t fully meet original business needs which must to be redone or have other unintended consequences.

• Both users and IT staff agree that projects are much more successful when IT is brought into the planning process early and maintain communication throughout execution.

• Lack of a programmatic view of projects makes it difficult to manage IT risks and resources effectively and understand the impacts of a project across multiple business and IT dimensions.

• There is a lack of clarity on how requests become projects that are managed by the PMO or by IT staff.

• There isn’t a proactive, systematic approach for evaluating the IT impact (e.g. ongoing support and maintenance) for projects initiated and owned by business units.

• Siloed project planning and limited development of project schedules makes it difficult to plan and sequence projects strategically and address the interdependencies and complexities of the operating and business environment which results in IT staff reporting that projects sometime need to be redone.


IT has not developed a formal risk management framework. FIT’s future risk management framework, policies, and procedures should encompass 4 domains: governance, security, vigilance, and resilience.

Risk Management Framework


IT follows industry practices for network security but lacks established roles, policies, and procedures to monitor and track risks.

IT Risk Management

Governance

• IT does not have a designated security team or officer for risk management, resulting in this function being a primary responsibility of the CIO and ancillary duty for other staff.

• Lack of clear roles and responsibilities means that it is unclear how information about how risks should be escalated.

• IT does not have a unified process of identifying, assessing, and planning for IT risks or determining the dependencies between risk.

• There are user policies available online on the College Policy Library (e.g., network access and security and identify theft) but IT does not have a robust set of documented internal policies to mitigate security risks.

• IT does not have a standard template or tracker to capture and monitor IT risks or a consolidated knowledge repository in which it can store information about risk needs, actions, and mitigation strategies.

• The campus has an emergency alert system (i.e., automated email, text, or call) that is controlled by the CIO.

Secure Capabilities

• Leveraging resources provided by the SUNY Security Operations Center, FIT has begun scans to identify vulnerabilities, but there isn’t a clear work plan and ownership for addressing identified risks in the report.

• IT has implemented industry standard practices including: Payment Card Industry Data Security Standard Compliance, VPN for network access, Active Directory schema for password with a 120 day policy at the network layer, and Aruba with clear paths for wireless and wired authentication.

• Aging dorm infrastructure and access layer switches have been refreshed in response to the vulnerabilities identified in the WPG Assessment but the enterprise still has aging core infrastructure which is reaching end of life.

• The data recovery center in Alumni Hall currently lacks a power generator but there are plans for one next summer along with installation of generators for all the dorms.

• Servers hosting core systems are accessible to the entire campus community. Efforts are underway to move these systems behind a firewall.

VigilantCapabilities

• The physical security of the data centers is sometimes questionable with reports of doors left propped open.

• IT provides departments with lists of users with system access upon request and as part of KPMG audits.

• Users are not provided regular trainings or communication on security and risk mitigation practices.

• IT sends out emails with known phishing scams directing users to the IT website for additional information.

ResilientCapabilities

• Users indicate that they receive notifications when there is a known issue, although messages do not always contain information on timeframe for resolution, the level of risk, or how users can mitigate future risks.


FIT does have a general data governance policy but lacks supporting procedures and standards to capitalize on the full power of the data being collected across campus.

IT Data Governance

• Without guidelines on who and when a user has access to the system, some department directors report feeling like IT is overly protective which sometimes impedes their ability to the get the data and information they need in a timely manner.

• Lack of controls to maintain data integrity within Banner has led to frequent errors when SUNY extracts data for institutional research every semester, creating a cumbersome process of data validation and extraction.

• Different user groups report numbers differently for the same measures depending upon each unit’s own definition and source data.

• The institution does not have structures and processes in place to enable business units to leverage data collected by SUNY for internal forecasting and analysis across different user groups.

• FIT lacks an integrated student experience view that tracks a student through the entire lifecycle, from prospective candidate through admissions, enrollment, graduation, and alumni.

• There are unofficial pockets of data kept outside the ERP system used by different business units.

• There is a lack of data integrity and quality controls within the Banner system, according to several users, as fields are sometimes used inconsistently.

• There is a lack of universal reporting standards across departments regarding the definition of reporting terms and appropriate data fields to pull information from.

• FIT has the Data Custodianship and Access policy which outlines the responsibilities of Data Owners, Custodians, and Administrators, however, it is not clear how widely understood the policy is within IT and by users.

• IT lacks a clear process for granting necessary business users access to data and systems.

FIT’s Current Approach to Data Resulting Limitations

IT Finance Current State Assessment


IT Finance Framework Overview

Review of funding sources, strategies, and any variability that shapes central IT operations and

services

Review of methods and processes for financial planning

and budgeting within IT and

across the College

Review of IT procurement and

asset management processes, contract management, and analysis of vendor

spend

Review of expenditures according to

division and spend category

In alignment with the requested areas of evaluation, we have grouped our observations of IT Finance into 4 overarching categories.

Budget Development

Funding Model

Procurement and Vendor

Management


IT Finance


Academic Affairs47.5%

Finance & Admin25.0%

Technology9.3%

EMSS7.6%

CER, 2.9%President's Office, 2.7%

HR, 2.2% Museum, 1.9%General Counsel, 0.6%

Development & Alumni, 0.5%

4

39

6

2

2

1

1

62

7

9

9

2

3

2

2

$93.16 $49.04

$18.24 $14.82

$5.62 $5.21

$4.26 $3.64

$1.16 $0.93

0 10 20 30 40 50 60 70 80 90 100

Academic AffairsFinance & Admin

TechnologyEMSS

CERPresident's Office

HRMuseum

General CounselDevelopment & Alumni

Millions

OTPS

Personnel

Fringes

1

FY16 FIT Total Budget by Division (T=$196M)

27

4

4

1

1

1

1

4

The IT Division is funded centrally using an incremental budgeting model and is the third largest division by budget.

Funding Model

FY16 FIT Total Budget By Division w/ Fringe Allocation (T=$196M)

1 Analysis is based on data provided by Finance 3/14/2016. 2 Fringe benefits account for 21.3% of the overall FIT budget at $41.7M. Fringe was allocated to each division based on the personnel budget. 3 9.3% = Total IT/Total FIT = ($8.8M PS + $5.7M OTPS + $3.8 Fringe) / $196.1M4 9.4% = (IT PS+ IT OTPS)/ (FIT PS + FIT OTPS) = ($8.8M+$5.7M) / ($98.7M + $56.6M) = $14.5M / $154.3M

2

Funding Model1• Inclusive of fringe benefits, IT accounts for approximately 9.3% of

the institutional budget.

• Excluding fringe, IT accounts for 9.4% of Operating Budget for the institution (Personnel and OTPS)

• Funding streams for IT have remained steady over the last few years allowing for predictability in the budget.

• FIT received approximately $1.8M in FY15 through the Student Technology Fee but these funds are not currently earmarked for specific purposes.

• It is sometimes unclear who is responsible for associated IT expenses and ongoing maintenance for items that are donated or received through grants.

3

Fringe Benefits

21%

Tech

Finance & Admin

Academic Affairs

4


$1,179

$1,769

$992

$461 $586 $564 $641

$437

$1,078

$104

$796

$200

$1,170

$872 $840 $707 $625

$506

$208 $188 $115 $104 $96 $87 $79 $34 $20 $15 $-

$400

$800

$1,200

$1,600

$2,000

Thou

sand

s Personnel OTPS

FIT does not implement charge back mechanisms for IT services. The central IT OTPS budget accounts for 10% of the institution’s overall OTPS.

Funding Model

1 Based on data provided by Finance 2/22/2016..

1

$39.3$5.7

$4.0$2.3

$1.9$1.3$1.2

$0.5$0.2$0.2

Finance & AdminTechnology

Academic AffairsCER

EMSSHR

President's OfficeDevelopment &…

General CounselMuseum Technology

10%

FY16 IT OTPS % of Total FIT OTPSFY16 FIT OTPS By Division (T=$56.6M)

FY16 IT OTPS and Personnel Budget by Cost Center (T=$14.5M)

1

1

1


• The IT finance team meets biweekly with IT managers to understand and plan for upcoming projects.

• IT does not have tools to perform initial evaluations on the ROI or develop a standard business case when pursuing new initiatives.

• There is not a consistent, campus-wide method for evaluating financial impacts for projects sponsored by other departments with an IT component (e.g., determining the IT support and infrastructure needed after purchasing Banner Advancement).

• Many IT projects must be coordinated with other departments, but there is limited direct interaction and coordination between the IT finance team and the finance teams of other departments.

• The IT department does not implement a standard agreement or expectations with other business units when pursuing new projects.

The IT Division follows existing budget cycles and criteria, however, IT budget submissions can be difficult for the Finance and Administration staff and FIT leadership to evaluate because there is not an overall technology blueprint or detailed narrative to communicate the business need.

Budget Development

Internal Budget Development

• IT does not have an enterprise wide technology roadmap to guide the establishment of IT priorities internally and across campus departments.

• IT assigns priority ranking to new initiatives with budget submissions and provides brief narratives on how initiatives align with the institution’s strategic planning; however, the vision, mission, and business case for new initiatives are not fully developed when presenting these requests.

• There isn’t clear budget planning for regular maintenance and refresh cycles, particularly for end user desktops and lab tops.

• There is a lack of transparency in regards to the agreements which have been established between IT and other departments when submitting the budget requests for initiatives that span multiple departments.

• There isn’t a current mechanism in the budget process today to account for yearly licensing fee increases or to report cost savings achieved from renegotiated contracts.

• Funds from vacant positions which go unfilled for long periods of time are sometimes repurposed, leading to reduced visibility into how funds are used.

Budget Submission


FIT does not have a current list and location of all IT equipment across the campus, and inventories within IT are often manual.

Procurement and Vendor Management

• IT generally follows college procurement guidelines, and some IT staff have indicated occasional challenges in procuring necessary items during critical maintenance periods for IT (e.g., summer months).

• Individual IT departments maintain asset inventories but this work is predominately manual and IT lacks a comprehensive view of all assets across the division.

• Some IT departments manage and plan for asset refreshes following general guidelines (e.g., academic classroom technologies and core infrastructure).

• IT does not have a system to monitor IT purchases made by other departments resulting in IT assets on campus which are not known to the IT Division.

• Inconsistent and/or ineffective coordination between central IT and facilities results in uncertainly about how information provided by IT is utilized within the college’s physical asset inventory and leads to reported challenges with missing items from the Asset Management System during inventory reviews.

Procurement and Asset Management Vendor Management• Contracts are managed within IT through a contracts

database with 90/60/45/15/7/1 day reminders and is an effective tool in managing renewals.

• Contracts are not always reviewed by General Counselprior to finalizing.

• Contracts are reevaluated during upcoming renewals to look for opportunities for cost savings and to align with the fiscal year when possible.

• Users report a lack of clarity and consistency regarding when they are encouraged to hire contractors to deliver IT services.

• There isn’t a standard process or license agreement for quickly acquiring new technology from a vendor to support the curriculum.

• IT does not have a standard approach for monitoring contracts that FIT has access to from SUNY or the State.


For FY15, IT had contracts with 62 different vendors, totaling $4.68M.

Vendor and Contract Management

$826

$412

$393

$360

$257

$218

$176

$162

$135

$134

$- $400 $800 $1,200

Dell Computer Corp

Apple Computer Inc

Vandis Inc

RCN Telecom SVCS Inc

Rapid Access

CDW Government Inc

Verizon Wireless

Cisco Systems

Ricoh USA Inc

Logisoft Computer Products LLC

Thousands

Top 10 Vendor Spend FY15

FY15 IT VENDOR LIST3D SYSTEMS INC DATA CENTER TECHNOLOGIES INC LOGISOFT COMPUTER PRODUCTS LLC SKAE POWER SOLUTION ADIRONDACK SOLUTIONS DELL COMPUTER CORP MAINFRAME SERVICE PROVIDERS INC SOFTER INGENUITY LLC ADOBE SYSTEMS INC DEX MEDIA INC MARKERTEK VIDEO SUPPLY STUDICA INC ADWAR VIDEO ELLUCIAN COMPANY MYPHOTO LLC SUNGARD PUBLIC SECTOR INC AMR NETWORKS, LLC EMC CAPTIVA CORP NEXT GEN WEB SOLUTIONS SYMANTEC CORPORATION APPLE COMPUTER INC EMC CORPORATION OMNI UPDATE INC SYMPLICITY CORP ARACHNO CORP EVERBRIDGE INC OPEN DNS INC T MOBILE USA INC B&H PHOTO EXITCERTIFIED CORP OPEN TEXT INC TOMEX ELECTRONICS INC BLACKBOARD INC GERBER TECHNOLOGY INC OPTIMUM LIGHTPATH TRUCOLOR TECH CDW GOVERNMENT INC GRAYBAR ELECTRIC CO INC ORACLE AMERICA INC VANDIS INC CELARTEM INC INFO - TECH RESEARCH GROUP PAETEC COMMUNCATIONS INC VERIZON CISCO SYSTEMS IRON MOUNTAIN OSDP RAPID ACCESS COMMUNICATION ENTERPRISES VERIZON WIRELESS CLOUDLOCK INC KALTURA INC RCN TELECOM SVCS INC WINDSTREAM CORP COLLEGENET INC LEARNING TREE INTL RICOH USA INC. WPG CONSULTING LLC COLORID LEEPFROG TECHNOLOGIES INC SECURITY MANAGEMENT SYSTEMS INC CONSTANT CONTACT INC LEXMARK ENTERPRISE SOFTWARE SHI INTERNATIONAL CORP

FY15 IT Spend by Category (T =$5.8M)

$1,057$938

$878$734

$482$396

$300$299

$201$172

$136$87

$56$39

$6

$- $400 $800 $1,200

Telco/Network MaintenanceSoftware Maintenances

Maintenances Split from FY 14Equipment Under $5K

Infrastructure Equipment Over $5KHardware Maintenances

Infrastructure Equipment Under $5KConsulting

SoftwareSuppliesPrinting

Meeting, Conferences, TravelBuilding Repairs/Maintenance

Office Equipment Under $5KMiscellaneous Items

Thousands


Academic Affairs, 39%

EMSS, 7%

President's Office, …CER, 1%

HR, 1% General Counsel, …Development & Alumni, 0%

A lack of clear expectations regarding funding responsibility and service levels have led other departments across the campus to incur IT related expenses.


Observations• There is a lack of clarity and changing expectations regarding

funding responsibility for certain IT costs (e.g., printers, desktop/laptop refresh, software) which has led some departments to purchase and maintain their own devices.

• Ambiguous guidelines and policies for funding responsibilities means that FIT has a difficult time tracking true IT costs year to year as expenses shift to department budgets with limited visibility.

• For FY15, other divisions spent an estimated $1.67M on IT expenses. When combined with the FY15 IT OTPS actuals, this accounts for a quarter of all IT OTPS spend across the College.

FY15 OTPS IT Spend (T=$6.54M)

FY15 Other Division IT Spend By Category FY15 Other Division IT Spend (T=$1.67M)

IT OTPS Spend74%

IT Spend By Other Divisions

26%

$660

$237 $227 $196 $190

$46 $36 $34 $28 $12 $1 $0 $-

$100 $200 $300 $400 $500 $600 $700

Thou

sand

s

1

1 Based on data provided by Finance 3/2/20162 The IT OTPS total of $6.54 was calculated by adding Other Division IT Spend in FY15 with FY15 IT OTPS actuals

1

1,2

IT Talent Current State Assessment


Talent Management

Organizational and Functional

Alignment

Skills and Training

Performance Mgmt & Reward

Culture

IT Organizational Model and Talent

IT Talent

Review the organizational structure and

functional alignment of employees

Comparison of current workforce

with industry averages and

review of methods and processes for

recruiting and hiring talent

Review of self assessed skills and

methods for developing employees

Review of methods for evaluation and

performance management,

recognition, and opportunities for

career development

Review of shared values, beliefs and assumptions that drive and shape

norms of behavior within an

organization

In alignment with the requested areas of evaluation, we have grouped our observations of IT Talent into 5 overarching categories.


The following diagram is based on organizational charts and interviews. The IT organizational structure is flat with at least 11 direct reports to the CIO, all with varying spans of control.

Organizational Structure

Infrastructure Team

Campus Technology Services TeamAdministration Team

CIO

72Ops 4

Unix 3

Win 5

5ACC 17

Media Services 9

USS 11

Academic Comp Network PMOTele Com Campus

Card FinanceOperation Admin ServicesTDTDesktop SSIA

(AVP)

Database 3

Portal and Web 3

Programming Support 3

App Development 1

Workflow, Imagining 1

Business Process Improvement 1

Business Services 2

14 7 50

The current organizational structure was determined from the organizational charts provided January 2016 and conversations with IT managers.


IT Job Titles at FITThere are 72 different job titles for the 106 employees in the central IT organization.

# FIT Job Titles1 ADMINISTRATIVE ASSISTANT2 ADMINISTRATIVE COORDINATOR3 ADMINSTRATION SECRETARY4 ASSISTANT COORDINATOR5 AVP, SOFTWARE SVCS6 CAMPUS CARD MANAGER7 CLERICAL ASSISTANT8 CLERK II9 COMMUNICATIONS TECH SPEC10 COMPUTER OPERATOR III11 DATABASE ADMINISTRATOR12 DESKTOP SERVICES SUPERVISOR13 DESKTOP SUPPORT SPECIALIST14 DESKTOP SUPPORT SPECIALIST/61515 DIRECTOR, ENTERPRISE TECH SVCS16 ELEC MAINT ENGINEER17 HELP DESK MANAGER18 INFO MGT SPECIALIST19 IT ASSISTANT20 IT BUDGET COORDINATOR21 IT FINANCE MANAGER22 IT TRAINING COORDINATOR23 IT TRNG&INTCTV MEDIA COORD24 MANAGER, COMPUTER OPERATIONS25 MANAGER, PORTAL & WEB SERVICES

# FIT Job Titles26 MANAGER, PROJECT MGMT OFFICE27 MANAGER,CUSTOMER SUPPORT28 MANAGER,IT ADMINISTRATION29 MEDIA ASSISTANT30 MGR, DATABSE ADM SYSTEM & SVCS31 MICRO COMPUTER SUPPORT SPEC32 MICROSOFT EXCHANGE ADMIN33 NETWORK FACILITIES MANAGER34 NETWORK MANAGER35 NETWORK TECH SERVICE MANAGER37 OFFICE ASSISTANT38 PROGRAMMER ANALYST39 PROJECT COORDINATOR40 RESOURCE ASSISTANT41 SECRETARY I42 SECRETARY III43 SENIOR SYSTEMS ANALYST44 Senior Systems Analyst-UnixScr45 SENIOR SYSTM.ANALYST-UNIX WIN.46 SUPERVISOR, END USER SUPPORT47 SUPERVISOR, RESOURCE DIST48 SYSTEMS PROGRAMMER49 SYSTEMS SPECIALIST50 TECHNICAL MANAGER

# FIT Job Titles51 TECHNOLOGIST A52 TECHNOLOGIST B53 TECHNOLOGIST C54 TECHNOLOGY ASSOCIATE55 TECHNOLOGY MANAGER56 TECHNOLOGY RESOURCE MANAGER57 TELECOMMUNICATION SUPERVISOR58 TELECOMMUNICATION TECHNOLOGIST59 TELECOMMUNICATIONS ASSISTANT60 TELECOMMUNICATIONS COORDINATOR61 TELECOMMUNICATIONS MANAGER62 TELECOMMUNICATIONS OPERATOR63 TELEPHONE OPERATOR64 USER SERVICES ASSISTANT65 USER SERVICES SUPERVISOR66 USER SUPPORT ASSISTANT I67 USER SUPPORT ASSISTANT III68 USER SUPPORT ASST II69 USER SUPPORT ASST III70 USER SUPPORT SUPERVISOR71 VP FOR IT/CIO72 WEB SYSTEMS SPECIALIST

34 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment13

65

22

1111111111111

Technologist CTechnology Associate

Technologist BTechnologist A

User Services AssistantAdmissions Operations Manager

Associate CoordinatorCoordinator of Technical Projects

Coordinator, Registrar ProjectsDirector, HR Information Technology

FinAid Data Coordinator & Project ManagerHousing Operations Specialist

HRIT AnalystRegistrar Operational Manager

Registrar Technology CoordinatorSystems Specialist

User Support Assistant IIIWeb Developer

There are 41 full time positions identified by the Budget office as providing IT support outside of Central IT for FY17.

IT Support Outside IT Division

Full Time Positions In Other Cost Centers that Support IT (T=41)6

32 2 2 2 2 2

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

1 Based on data provided by Finance 3/22/2016

Frequency of Position Titles that Support IT (T=41)


Deloitte evaluates IT staffing levels and alignment according to a defined set of industry-standard ITIL job families and functions. The Functional Survey gathers self-reported information on where staff invest the majority of their time.

Functional Alignment of Central IT Staff

IT Leadership End User Support

Instructional Design

Project Management IT Architecture Applications Website /

Portal Operations Information Security

IT Leadership / Management

IT Communications


Consulting

Project Management Data Architecture Application

Administration

Website / Portal Information Architecture

Systems Engineering

Security & Risk Management

IT Strategy Planning Training Research Design

ConsultingPortfolio

AdministrationApplication Architecture

Application Development

Website / Portal Content Analysis

Systems Administration Security Analysis

Client Relationship Management

Knowledge Management

Enterprise Architecture

Quality Assurance

Email/Directory Support

Security Engineering

Administrative Services Service Desk Systems

ArchitectureUsability/User

DesignDatabase Analysis IT BC/DR

Business & Finance Services

Desktop & LAN Support

Business Analysis

Database Administration

Software Distribution & Management

Data Warehouse Dev

Database Development

Event/Media Technology

Support (AV)

Data Warehouse Analysis

Data Storage, Backup & Recovery

Classroom Tech. Support Data Reporting Hosting

Video Production & Streaming Operations

Midrange

Mainframe

Datacom

Network Engineering

Telecom

Fam

ilies

Func

tions


Primary Functional Alignment of Central IT StaffStaff report spending time in functional areas that reflect the organizational chart. The largest primary functions are classroom/lab support and IT leadership and management.

Results are based on a 87% response rate (N=91)

Key Observations• Staff report spending the

majority of their time across 25 different primary functions.

• The average number of staff per functional area is 3.64.

• The median number of staff per functional area is 3.

• The largest functional areas are:

• Classroom Support (11.0%)• IT Management (11.0%)• Admin Services (8.8%)

• The large number of staff aligned to classroom/ lab support most likely reflects the number of part time staff in the Academic Computing Department.

Primary Functional Alignment (>50% of Time)


Staff’s self-reported functional alignment provided greater transparency into the IT workforce than did job titles, revealing that over 80% of staff are providing some End User, IT Leadership, or Operations support.

Primary Job Family Alignment of Central IT Staff

IT Leadership

End User Support


Project Management

IT Architecture

Applications Website / Portal Operations Information

Security


IT Communications

Instructional Design Consulting

Project Management Data Architecture Application

Administration

Website / Portal Information Architecture

Systems Engineering


IT Strategy Planning Training Research Design

ConsultingPortfolio

AdministrationApplication Architecture


Website / Portal Content Analysis

Systems Administration Security Analysis



Enterprise Architecture Quality Assurance Email/Directory

SupportSecurity

Engineering

Administrative Services Service Desk Systems

ArchitectureUsability/User

Design Database Analysis IT BC/DR


Desktop & LAN Support Business Analysis Database

Administration


Data Warehouse Dev


Event/Media Technology Support (AV)


Data Storage, Backup & Recovery

Classroom Tech. Support Data Reporting Hosting

Video Production & Streaming Operations

Midrange

Mainframe

Datacom

Network Engineering

Telecom

Primary Job Family % StaffIT Leadership 24.2%

End User Support 36.3%

Instructional Design 0%

Project Management 3.3%

IT Architecture 2.2%

Applications 8.8%

Website/Portal 1.1%

Operations 24.2%

Information Security 0%


Secondary Functional Alignment of Central IT StaffThere is more dispersion in secondary functional alignment. Nearly 20% of staff do not report a secondary function (responsibilities that account for more than 25% of their time). The largest area is Desktop and LAN Support with 8.8% of staff supporting this as a secondary function.

Key Observations• 18.7% of staff do not have a

secondary function.• There are a total of 31 reported

secondary functional areas.• The average is 2.94 staff per

secondary functional area and the median is 2.

• Desktop and LAN Support is the largest secondary function at 8.8%.

• The next largest areas are:• Events /Media Support

(4.4%)• Client Relationship

Management (4.4%)• App Development (4.4%)• Project Management (4.4%)• Service Desk (4.4%)

Secondary Functional Alignment (>25% of Time)


Primary and Secondary Cross ReferenceThe primary and secondary functional alignments are consistent within job families for most staff (green). However, a number of staff across different areas support Desktop and LAN Support (yellow) and Project Management (blue) as secondary functions.

Primary and Secondary Functional Alignment


The majority of the staff (68%) report having an “other” functional area (responsibilities that account for less than 25% of their time). Qualitative responses indicate that many staff have duties that go beyond what was captured by the functional assessment tool.

Other Functional Alignment of Central IT Staff

My functions spread WAY further than above.... I am continuously pulled in many directions and asked to solve IT problems and to put out IT 'fires'... because of this, I am unable to concentrate on my primary IT functions as much as I would like to.

Key Observations• There is a total of 25 other

functional areas.

• 31.9% of staff do not have an “other” functional alignment.

• The next largest areas are:• Client Relationship

Management (7.7%)• Data Reporting (6.6%)• Event/ Media Support (6.6%)• Project Management (5.5%)• Administrative Services (4.4%)• Training (4.4%)

Other Functional Alignment (<25% of Time)


The median employment for IT staff is much higher than the national and public sector medians and slightly higher than FIT’s median for all staff.

Talent Management – Length of Service

6 6

25

22

17

7

12

7

4

0

5

10

15

20

25

30

0-2 3-5 6-10 11-15 16-20 21-25 26-30 31-35 36-40

Key Observations• The median years of service for

FIT IT staff is 14 years. This is nearly 3x the national median and 2x the public sector median.

• The number of staff with less than 5 years of service (12) is roughly equivalent to the number of staff with 31+ years of service (11). The relatively low number of new hires requires a need to focus on the development of current staff skills.

• 35% of the workforce has 10 years or less of experience while 65% have more than 10 years of service at FIT.

• A high number of long-serving staff suggests there may be pockets of institutional knowledge. Without adequate process and knowledge management, this introducesrisks of knowledge drain when longtime staff retire or leave.

1. Bureau of Labor Statistics

Median Length of Service (Years) – All IT Staff

FIT IT Median = 14 yrs

Nat’l Median1 = 4.6 yrs

Num

ber o

f Sta

ff

Years of Service

FIT Staff Median = 11 yrs

Nat’l Pub Sector Median1 = 7.8 yrs


The average length of service for all IT staff is 16 years which is slightly higher than FIT’s average for all staff.

Talent Management – Length of Service by Dept.

119

15

27

12

18 19

23

8

19

13 13.5

0

5

10

15

20

25

30

Key Observations• The average length of service

for all units exceed industryaverages.

• The departments with the longest average years of service are:• Media Services (27)• Software Services (23)• Telecom Operations (19)• Project Management (19)• Operations Systems (18)

• The departments with the lowest average years of service are: • Technology Development (8)• Campus Card (9)• Academic Computing (11)• Networking (12)

Average Length of Service (Years) by Department

Aver

age

Year

s of

Ser

vice

FIT IT Department

FIT IT Average = 16 yrs

FIT Staff Average = 14 yrs


Nearly 40% of IT staff meet the minimum age requirement for retirement.

Talent Management – Age Distribution

4

13 1315

11 11

21

18

0

5

10

15

20

25

25-30 31-35 36-40 41-45 46-50 51-55 56-60 61+

FIT Staff Median= 50 years

Key Observations• The median age of an FIT IT

employees (49 years) is about seven years older than the national median age (42.3) and about 8 years older than the median age for Technology employees (40.9).

• 3.8% of the IT staff are under 30 years of age.

• FIT is at risk of losing a large portion of staff due to potential retirements• 38.7% of IT staff are 55 or

older and may soon elect to retire2 with retirement plan benefits.

• 11.3% of IT staff are 62 or older and could soon elect to retire with full retirement plan and healthcare benefits.

IT Age Distribution

Num

ber o

Sta

ff

Age Range

FIT IT Median = 49 years

IT Industry1

Median= 40.9 years

National1 Median= 42.3 years

1. Bureau of Labor Statistics 2. Eligibility for FIT employee to retire and collect retirement plan benefits (and 1/2 of accrued sick

bank up to 100 days) is age 55 with 10 years of full-time service or 20 semesters of part-time service. Eligibility for FIT employee to receive retiree health care coverage through the City of NY and union retiree Welfare Fund coverage is generally age 62 with 10 years of continuous full-time service (part-timers not eligible)


Average base salaries for IT are near industry averages.1Talent Management – Base Salary

13

21

15

27 28

2

0

5

10

15

20

25

30

<$40k $40-$60k $60-80k $80-$100k $100-$120k $120K+

Key Observations• Compensation for all IT staff

is near the IT industry average.

• Average salary of Managers is $98.2K with a range from $60.9-$109.9K.

• Average salary of non-Manager and non-administrative staff is $73.3K with a range from $26.7-$113.8K.

• Average compensation for administrative staff is $50.4K.

Compensation – Base Salary

Num

ber o

Sta

ff

Base Salary Range

* Salaries 1. Note that salaries were analyzed in Feb 2016 before contract negotiations were settled.2. Educause: Today’s Higher Education IT Workforce3. Removes 10 staff salaries from the average that provide administrative support

(Administrative Assistant, Administrative Coordinator, Administrative Secretary, Assistant Coordinator, Clerical Assistant, Clerk II, Secretary I, Secretary III)

IT Industry Avg2 = $84k

FIT IT Avg without Admins = $81K3

FIT Staff Avg = $72K

FIT IT Avg Overall = $79K


The average turnover rate for the IT organization is lower than the turnover rate for FIT as a whole.

Talent Management – Turnover

2 2

4

5

0

1

2

3

4

5

6

2012 2013 2014 2015

Key Observations• Annual attrition rates range

from 2-5% and only 13 IT staff have left the IT organization over the past 5 years pointing to the need to develop existing staff.

• 2 staff have retired over the past five years.

• Average length of service for those that left prior to retirement was 6.4 years.

• Average length of service for retirees was 34.5 years.

• Annual turnover of FIT staff is 2-4% higher over the last 3 years than for the IT Division alone:

2013 = 68 (8.9%) 2014 = 56 (7.3%)2015 = 70 (9.2%)1

Turnover

Num

ber o

Ter

min

atio

ns

Year

1. Based on data provided by the FIT HR Division


The IT Division faces challenges in hiring to fill vacant positions and lacks a standard onboarding process for new hires and managers

Talent Management – Observations

Hiring Strategy

• The strategy within IT over the last several years has been to hire people with specific skill sets.

• There are a number of part time positions to support classroom/lab coverage and media services.

• IT department does not hire students or interns to support basic IT functions which means IT is not able to take advantage of student-to-student resolutions, exposure to new ideas, or a pipeline for recruiting new talent.

Onboarding

• Orienting new employees is largely informal within the IT Division as there is not a standard onboarding process for new hires in order to introduce them to the culture, values, expectations, policies, and procedures within IT.

• There is not a standard IT training for newly hired managers or for managers who have moved into the role which covers topics such as new responsibilities and expectations or advice on managing teams.

Vacancies

• IT staff report challenges with coverage for individuals on holiday or sick leave, with many reporting lack of appropriate back up for these circumstances.

• Hiring a new employee can often takes months.

• IT has encountered challenges in filling vacancies with a lack of clarity and responsiveness in the vacancy review process and an inability to expedite the process for positions critical for maintaining customer support.

• Vacant positions have reportedly gone unfilled for several years in some cases.


The majority of staff rate themselves as having proficiency across the business competencies below.

Skills – General Business Competencies

Analysis based on 73% IT response rate overall (n=77)

Self-Assessment General Business Competencies (Overview)

99% 99% 97% 96% 94% 94% 92% 91% 88% 88% 87% 86% 83% 82%

73% 70%

60%56%

51%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

% with proficiency


Approximately 75% of staff rated themselves as Advanced or Expert in Problem Solving, Oral Communication, Interpersonal Skills, Flexibility, Decision Making, and Customer Service.

Skills – General Business Competencies

0% 25% 50% 75% 100%

Administration & ManagementContracting & Procurement

Customer ServiceDecision Making

Financial ManagementFlexibility

Influencing & NegotiatingInformation Management

Interpersonal SkillsLeadership

Managing Human ResourcesOral Communication

Organizational AwarenessPlanning & Evaluation

Problem SolvingReasoning

Strategic ThinkingTeam Building

Writing

General Business Competencies (Detailed)

No proficiency Basic Foundational Intermediate Advanced Expert

Self-Assessment General Business Competencies (Detailed)



83%

71%66% 65%

60% 57% 57%53% 52% 52% 51% 51% 51% 49% 49% 48% 48% 48%

44% 44% 43% 42% 39% 38% 38%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

% with proficiency

A majority of staff are proficient across most of the general technical competencies below with some exceptions pertaining to encryption, security, and governance measures.

Skills – General Technical Competencies p1

Self-Assessment General Technical Competencies p1 (Overview)



The categories with the least reported “Experts” include IT Architecture, Information Systems/Network, Information Systems Security, and Capacity Management.


0% 25% 50% 75% 100%

AccessibilityBusiness Process Reengineering

Capacity ManagementComputer Languages

Configuration ManagementCost-Benefit Analysis

Database AdministrationData Management

Database Management SystemsDistributed Systems

Electronic Commerce (e-Commerce)Encryption

Enterprise ArchitectureHardware

Hardware EngineeringInformation AssuranceInformation Resources

Information Systems Security…Information Systems/ Network…

IT ArchitectureIT Performance Assessment

Infrastructure DesignIT Governance

IT Portfolio ManagementKnowledge Management

General Technical Competencies p1 (Detailed)


Self-Assessment General Technical Competencies p1 (Detailed)



The majority of staff have proficiency across most of the general technical competencies below with a higher percentage of staff reporting competencies in Operating Systems and Technology Awareness.


General Technical Competencies p2 (Overview)

78%71%

64% 61% 61% 60% 60% 58% 57% 56% 55% 55% 52% 52% 51% 51% 49% 48% 47% 45% 43% 40%36% 36%

31%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

% with proficiency



Skills – General Technical Competencies p225-35% of staff have a basic, foundational or intermediate proficiency in each area below with the fewest experts in Risk Management, Logical System Design, and Modeling and Simulation.

0% 25% 50% 75% 100%

Logical Systems DesignModeling & Simulation

Multimedia TechnologiesNetwork Management

Object TechnologyOperating Systems

Operations SupportOrganizational Development

Process ControlProduct Evaluation

Project ManagementQuality Assurance

Requirment AnalysisRisk Management

Software DevelopmentSoftware Engineering

Software Testing & EvaluationStandards

System Testing & EvaluationSystems Integration

Systems Life CycleTechnical Documentation

Technology AwarenessTelecommunications

Web Technology






There are few “Advanced” and “Expert” levels across Enterprise Architecture, Data Virtualization, Cryptology, Continuity of Operations Planning, Capability Maturity Models, Process Design, Penetration Testing, and Joint Application Design.

Skills – Specialized IT Skills p1

0% 20% 40% 60% 80% 100%

Big Data

Capability Maturity Models

Classroom Technology: Remote…

Classroom Technology: Installation &…

Classroom Technology: Space…

Classroom Technology: CRS

Client-Server

Cloud

Collaboration Software

Continuity of Operations Planning

Cryptology

Data Analysis & Reporting

Data Center Facilities

Data Modeling

Data Virtualization

Data Warehousing

Databases

Desktop Apps: Microsoft Office

Desktop Apps: Apple

Development Languages

DevOps

Document Management

End User Computing


Enterprise Directory Services

Specialized IT Skills p1

0% 20% 40% 60% 80% 100%

ERP

Firewalls

Identity Management

Information Management

Intrusion Detection System

Java / J2EE

JAD/RAD

Legacy Computer Languages

Legacy Operating Systems

Life-Cycle Cost Estimation

Linux Operating System

Microsoft Windows Desktop Op Sys

Middleware/SOA

Mobile App Development

Mobile Network Technology

Network Architecture & Design

Network-Based Intrusion Prevention System

Network Behavior Analysis

Netowrk Configuration & Implementation

Network Operating Systems

Netowrk Security

Object Oriented Languages

Penetration Testing

Performance Testing

Process Design


Self-Assessment Specialize IT Skills p1



There are few reported “Advanced” and “Expert” staff in Test Planning, Secure Coding, Wireless Based Intrusion Detection Systems, and Web Enabled App Development.

Skills –Specialized IT Skills p2

0% 20% 40% 60% 80% 100%

Public Key Infrastructure

Relational Database Management Systems

Requirements Management

Scripting / Metadata

Secure Coding

Security Testing

Server Virtualization

Storage Technologies

SQL

System Analysis & Design

Systems Engineering

Systems Management & Monitoring Tools

Systems Security Applications

Systes Support & Helpdesk

Telecom Cabling/Structured Cabling

Telephony/PBX/Centrex

Test Planning

Test Plan Development

Testing

Unified Modeling Language

Unified Communications

UNIX Operating System

Usability Testing

Version Control Systems

Web Portal Development


0% 20% 40% 60% 80% 100%

Web Servers

Web Site Management

Web-Enabled App Design

Web Enabled App Development

Wireless Based Intrusion Detection System

Wireless Technologies

ERP Configuraiton Tools

ERP Configuration Testing

ERP Change Control

ERP Reports, Interfaces, Conversions & Enhancements

ERP Information Management

ERP Business Processes

ERP Quality Assurance

High Perf Computing: Develops Cluster

High Perf Computing: Evaluates Cluster

High Perf Computing: Develops Innovative

High Perf Computing: Rapid Response

High Perf Computing: Incident Management

High Perf Computing: User Advocacy & Escalation

Research Technologies

Technology/Computer Labs: Creating & Managing

Technology/Computer Labs: Virtual Environment

No proficiency Basic Foundational Intermediate Advanced ExpertSelf-Assessment Specialize IT Skills p2



8%

23%

9%40%

20%High school graduate orequivalentSome college

Associate's degree

Bachelor's degree

Master's degree

Skills – IT Reported Demographics & CertificationsNone of the IT staff reported certifications in Information Security, Policy and Planning, Quality, or Telecom. Most IT staff reported <1 year of experience in the private sector and 40% of have a Bachelor's degree.

Years of Experience Education

7

2

24

7 6

108 7

20 1

63

5

15 16

74 5

2

0

5

10

15

20

25

30

0 1-2 3-5 6-10 11-15 16-20 21-25 26-30 31-35

Private Sector Public Sector

Total Certifications24

3 20

3 2 35

0 1

7

03

0

62 1

0

5

10

15

20

25

30



The current incentive structures are not aligned to help staff grow, learn, and feel empowered to take action and make decisions.

Performance Management & Culture Observations

Performance Management

• There is a lack of structured and regular feedback within IT for employees’ professional growth.

• Managers' report that it takes years to document and resolve problems with underperforming employees.

• There are no financial rewards for high performing employees already at the top of their pay band except to request for reclassification.

• There is no system of recognition for outstanding service.

Career Development

• Funds are available for each IT department for training, and some managers are very diligent about making sure their employees get opportunities, but this isn’t consistent across all teams.

• There is a perceived resistance among staff to paying for certification courses even if it would help staff perform better or develop new skills to meet changing demands.

• Staff generally enjoy going to trainings and learning new skills, but sometimes report having trouble taking advantage of professional development opportunities based on workload demands.

• With the flat organizational structure and long tenure, there isn’t a clear path for promotion or growth of employees’ skills, knowledge, and responsibilities resulting in employees with titles of managers who do not actually manage staff.

Culture

• Most IT managers and staff report good working relationships among each other and that moving to the new IT office space has helped foster collaboration and informal channels of knowledge sharing.

• IT has an annual spring event to celebrate and bring the staff together for team bonding activities.

• There’s a shared sentiment that the old adage of “good work is rewarded with more work” applies to the IT Division with a constant feeling of firefighting which takes focus away from daily operations and strategic initiatives.

• There’s a general sense that little that can be done to motivate team members who are not full contributors.

• Some IT staff report that there is a culture of blame which may cause staff to try to fix problems quietly rather than be proactive in communicating their challenges.

• Staff want to engage more with business users, to be seen as partners, and to share their expertise, but feel hampered by current processes, the number of projects they are continually juggling, and a lack of encouragement for developing and owning those relationships.

IT Services and Enabling Capabilities Current State Assessment


Manage business & customer relationships

Manage supplier & vendor relationships

Manage & control

Plan Transition RunIT Strategy and business alignment

Investment portfolio management

Architecture management

BuildService Portfolio Management

Solution development

Service Transition Service Operation

Workforce management

Technology & Infrastructure management

Quality Assurance

Financial management

Service Catalog Mgmt Service Level Management

Project portfolio control / assurance

Portfolio Delivery Mgmt

Program & project managementProgram/Project Mgmt

People Performance Mgmt

Talent Management

IT Strategy Development

Service Strategy Development

IT Innovation Management

IT Annual Budget & Planning

Demand Management

Resource Management

Enterprise Architecture Plan

Architecture Standards Mgmt

Sourcing & procurement managementContract ManagementSupplier Selection Sourcing Strategy Mgmt

Vendor relationship managementSupplier Relationship Mgmt


Solution Design

Service Design

Solution Build & Configure

Solution Test

Change Management

Configuration & Asset Mgmt

Service Testing & Acceptance

Release & Deployment Mgmt


Technology Operations

Application Management

Compliance Management

Assurance and Risk Mgmt

Continual Service Improvement


IT Service Charging

Service Reporting

Request Fulfillment

Capacity Management

Event Management

Incident Management

Availability Management

Security Management

Service Continuity Mgmt

Access Management

Problem Management

Business relationship managementBusiness Relationship Mgmt

Customer service managementCustomer Relationship Mgmt

Administration, Faculty and Staff

Service Suppliers

Students/other Stakeholders

Product Vendors

Consultation & Training

To determine the effectiveness IT services and enabling capabilities at FIT, Deloitte conducted a process maturity assessment using our IT Service Management (ITSM) model.

IT Service and Enabling Capabilities Overview

• The ITSM Maturity Model is based upon ITIL (Information Technology Infrastructure Library) which is an industry set of IT service management best practices focused on aligning IT services with business needs.

• The dark blue areas represent IT service management domains, each containing one or more capabilities in green boxes, and within each capability there is one or more processes in the white boxes. Definitions of each process and IT-identified maturity can be found in the Appendix.


Maturity ratings assess how well positioned an IT organization is meet the current needs as well as anticipate plan for future needs and capabilities. IT at FIT was evaluated across each of the 47 processes within the ITSM Maturity Model and assigned a maturity rating based upon the following definitions.

ITSM Maturity Model Introduction

ITSM Maturity Assessment

Sample Process Maturity Rating Sample Current State Rating

0: Non-Existent 1: Initial 2: Repeatable 3: Defined 4: Managed 5: Optimized

The capability does not currently exist

The capability of the organization is ad hoc and does not meet its current or future needs

The capability of the organization minimally meets its basic needs, but does not meet its future needs

The capability of the organization meets its current needs and provides a solid platform for the future

The capability of the organization meets or exceeds its current needs

The capability leads the industry and/or is particularly innovative

Legend:

0 – Non-Existent 1 – Initial 2 – Repeatable 3 – Defined 4 – Managed 5 – Optimized

Sample Process Area

Current State

ITSM Maturity Rating0 1 2 3 4 5


The majority of IT processes are either at the “Initial” or “Repeatable” stages of maturity. While it is not common to see Community Colleges with “Managed” and “Optimized” across all processes, some are highly mature in areas of incident and problem management due to often highly constrained resources. The opportunity exists to mature IT services at FIT to better position the organization to meet current demands and anticipate future needs.

ITSM Maturity at FIT Assessment Summary

Manage and control

Business relationship management Customer relationship management

Service catalogue management Service portfolio management Service level management Talent management

Service strategy development Portfolio delivery management Change management Event management Technology operations

Resource management Solution design Access management Continual service improvement

Enterprise architecture planning Solution build & configure Service reporting IT f inancial management

Architecture standards management Solution test Request fulf ilment IT service charging

Capacity management

Sourcing strategy management Supplier selection Contract management Supplier relationship management


Manage supplier and vendor relationshipsSourcing and procurement management Vendor relationship

Suppliers Vendors


Know ledge management Service continuity management Assurance management

Problem management

Availability management Quality & assurance management

Release & deployment management Security management Compliance management

Service testing & acceptanceIT annual budget & planning Program / project management

Technology & infrastructure management

IT innovation management Configuration & asset management Incident management Application managementProgram & project management

Service operation

IT strategy & business alignment

IT strategy developmentProject portfolio control / assurance Service transition

Workforce managementPlan Build Transition Run People performance management

Business customers End-users

Manage business and customer relationships

Business relationship management Customer relationship management

Investment portfolio management Solution development

Demand management Requirements management

Service design

See Appendix H for a detailed description of service ratings.

Capability key:

Non-existent

Initial

Repeatable

Defined

Managed

Optimized


Network Audit OverviewAs part of this IT Assessment, Deloitte was asked to review the network audit developed by WPG to determine if an implementation plan is in place to support the recommendations.

Overview

• The network assessment was completed in February of 2015. At a high level, the document identified security and operational vulnerabilities, the need to implement a network lifecycle approach, a gap at the architectural level within the network team, and a lack of hardware and software standardization.

IT Response

• The IT Division developed a response in September of 2015 which provided an update on the status of recommendations and changes that had been made, however, it does not fully address all recommendations in the WPG audit.


Deloitte’s analysis in this area is based on interviews with IT staff. Without conducting a network and infrastructure assessment, Deloitte cannot confirm the current state of the network or exact progress in implementing recommendations.

Network Audit Review

WPG Conclusions

• Deloitte supports the conclusion reached by WPG that without a Enterprise Network Architecture, Lifecycle Management Program, hardware and software standardization, and documented approach for run-build-operate, there are operational risks and inefficiencies.

• Deloitte would have expected to see an analysis of the firewall configuration in the report which would potentially minimize some network security risks pertaining to the lack of software and hardware standardization.

IT Response

• The immediate steps taken by IT to resolve aging infrastructure at the access layers and select security issues has been appropriate to reduce risks identified in the report. However, without a defined Enterprise Network Architecture and Lifecycle Planning approach, IT will continue to be limited in its ability to allocate resources strategically and in a proactive manner to address future potential vulnerabilities.


Summary of Changes Implemented from the Network Audit

Summary of Progress to Date:• Replaced approximately 100 access layer switches in dorms and in academic/administrative

buildings providing more reliable network access. Access layer switches focus on connecting client nodes such as workstations to the college network.

• Closed several security vulnerabilities by changing network configurations and practices including discontinuing the use of Telnet for remote access.

• Developed new networks using private IP addressing Summary of Existing Gaps:• An enterprise level network lifecycle management approach has not been established. • Defining a network architecture including a vision for the current data center, alumni hall, and other

network infrastructure has not been documented or communicated• Start planning for IPV6 deployment

Additional Success Factors:• Decisions are required about the future network topology which will direct investments. The current

network at the distribution and core layers is nearing end of life and provides an opportunity to make an investment in support of strategic goals

• The IT response from September indicates an RFP would be issued to design a new network architecture. This RFP has not been issued and limits the ability to move forward

Recommendations in the Network Audit have been partially implemented by IT, however, work remains to fully implement all of the recommendations identified.


Below is Deloitte’s interpretation of the summary findings in the WPG Audit.

Interpretation of Network Audit Findings

WPG Finding Impact Interpreted Risk Level

Devices in the FIT production network do not carry current SmartNet Coverage or are scheduled not to have coverage after July 2015 (p6)

If a device is on end of life (EoL) support, Cisco will not cover it if there is a hardware failure or breakage so IT will need to seek 3rd party coverage in these circumstances. If these devices are at end of life, IT should seek immediate coverage.

HighRisk to continuity of operationswhich should be immediately resolved

Minimal evidence of hardware standardization across the enterprise (p6)

Lack of standardization tends to be a result of organizations that are more tactical rather than strategic in nature and who are also not required to comply with strict regulatory standards. While it's not uncommon in higher education to have gaps in standardization, this finding is a bit surprising for a central IT organization. A lack of standardization tends to feed the cycle of always "fire-fighting" and propagates the use of shadow systems. As more shadow systems and network hardware pop up, the harder it is for IT to provide effective service levels and security.

High Risk to operational efficiency

- EoL notifications across varying types of different hardware) (p6)

If IT doesn't have current standard versions across hardware, it leaves the network more vulnerable to increased rates of denial of service (DoS) attacks. It is harder to detect secure vs non secure connections and attacks from standard outages.

HighSecurity risk but possibly mitigated with firewall set up.


Below is Deloitte’s interpretation of the summary findings in the WPG Audit.

Interpretation of Network Audit Findings

WPG Finding Impact Interpreted Risk Level

Minimal evidence of Software standardization (p6)

Similar impact to lack of hardware standardization. High Risk to operational efficiency

- EoL notifications across varying types of different software) (p6)

Similar to EoL support and lack of lifecycle management High Security risk

- SW vulnerabilities across the different versions of IOS being leveraged in network (p6)

Old versions of software runs on the routers and switches are more vulnerable to hackers. If IT isn't keeping up with industry releases, then there are higher network security risks. However, a good firewall configuration mitigatessome of these risks.

High Security risk but possibly mitigated with firewall set up.

- No software code review processes in place today) (p6)

A software versioning control and inventory is part of a good lifecycle management/QA approach. If IT is not reviewing code before deploying, it could result in network outages.


No evidence of Enterprise Network Lifecycle management best practices in place (p6)

Without an adequate Enterprise Network lifecycle management approach, IT is limited in its ability to plan for infrastructure changes and resource requirements. It puts the network at risk if/when components fail.


Configuration inconsistencies, no "template" approach seen, need better housekeeping all-around (p6)

Without a standard run, build, operate template, IT is tactically fighting fires without a driving strategy. It leaves the organization vulnerable to loss of knowledge when network engineers leave since knowledge resides with individuals rather than the organization.

Medium Operational risk

Peer Benchmarks


Peers were identified in conjunction with the IT Assessment Steering Committee based upon comparable enrollment, mission, and IT operating model. 12 metrics were identified based on the quality and comparability of the data received.

Peer Benchmarking Analysis

• Peer schools were contacted via email and telephone and invited to participate in a survey and an interview regarding their organization’s IT functions.

• Four SUNY peers returned the surveys and participated in CIO interviews with Deloitte. • Data from the surveys and interviews was supplemented by institutional websites and

national data sources including EDUCAUSE’s 2014 Core Data Service (CDS) and The Integrated Postsecondary Education Data System (IPEDS).

• When available, industry averages and medians for Associate and Baccalaureate institutions with enrollments from 5,000-15,000 were compiled from EDUCAUSE’s 2014 Core Data Service (CDS).

• Three institutions with similar enrollment levels and centralized IT were included from Deloitte’s internal benchmark database as industry comparisons.

Methodology Benchmarks

Metrics Identified

IT Operating Model

• Application Staff as % of Total IT Staff (FTE)• End Users (Faculty and Staff Headcount) Per IT FTE• End Users (Student Headcount) Per It FTE• Central IT Staff as % of Total Staff (FTE)

IT Service Management

• Support Cost per Help Desk Incident/Ticket • Monthly Tickets per Help Desk Agent (FTE)• Total Support Cost Per Help Desk FTE

IT Finance • Application Spend as % of Total IT Spend• Central IT Spend as a % of Total Operating Budget

IT Equipment and Infrastructure

• Number of Laptops/Desktops per End User Support Staff• % of Desktop Virtualization• % of Servers Virtualized

Participating Peers • Buffalo State College• Oswego State College• Rockland Community College• Westchester Community College

Industry Comparisons • Boston College• Notre Dame• University of Albany

Industry Averages • Associate Colleges, enrollment 5,000

- 15,000, Median and Averages (n=46) from EDUCAUSE

• Baccalaureate Colleges, enrollment 5,000 - 15,000, Median and Average (n=5) from EDUCAUSE


Participating Peer Comparisons

Peer A Peer B Peer C Peer D FIT

Enrollment (headcount) 8,000 7520 13,916 10,600 9,764

Faculty (headcount) 600 500 1,150 840 1,450

Staff (headcount) 1,100 310 550 870 760

College Operating Budget $177M $66M $166M $85M $196M

Central IT Budget $7.5M $2.0M $1.8M $7.6M $18.3M

Central IT Staff (headcount) 48 16 41 74 106

IT Security Staff 0.6 FTE 0 0.5 FTE 1 0

IT Operating Model Centralized Centralized* Centralized Centralized Centralized

Charge back mechanisms No No No No No

Decentralized Spend Controls Yes No Yes Yes No

ERP System Banner Ellucian PeopleSoft Banner (ITECH) Banner

Student employees/interns - - Yes Yes No

Technology Fee (full time) $201 $8/credit $7/credit hour $161.50 $100

IT Governance Structure Yes No Yes Yes No

IT Strategic Plan Yes (+Annual Report)

No (in progress) - No

(in progress)Yes

(outdated)

Desktop Refresh Cycle 5 years - 5 years ~4-5 years No

Avg. Monthly Help Desk Tickets 1050 350 800 3,000 1,500*

Log every request? No Yes Yes Not currently No

Help Desk Channels 5 5 3 3 5

• Walk Up/Onsite 13% Yes 2% Yes Yes

• Phone 54% Yes 58% 20% Yes

• Email 29% Yes 40% 80% Yes

• Social Media 0% Yes - - Yes

• Self-Service 4% Yes - - Yes

FIT has a larger operating budget and central IT Division than its peers.


Peers indicate similar investments in key areas such as governance, planning, and security.

Participating Peer Trends

Institution Key Notes

Peer A

• IT is planning to hire an additional security resource• Publishes service catalog online• Help desk staff do not currently log all requests into the ticketing system, however, this practice has

increased since the CIO started measuring and reporting on metrics

Peer B

• IT has experienced hiring and budget constraints during the last several years• The help desk funnels all requests to the ticketing system• The campus has a 3D Printing Smart Lab which offers manufacturers a proof-of-concept center

where they can evaluate, customize, and expedite prototypes in a sandbox environment

Peer C • IT governance is primarily driven by the Academic Technology Committee• The Faculty have coordinator positions that they work with

Peer D

• The IT department is currently undergoing major transformation activities, including: governance,organizational restructuring, and service maturity

• There is a newly established Information Security Team• IT is looking to create a simulation of the student IT experience to conceptualize the need for a more

streamlined approach


Peer A (46.5 IT FTE) Peer B (16 IT FTE)

Peer C (41 FTE) Peer D (74 IT FTE)

It is consistent across participating peer schools that the CIO+ reports to the President; however, there is not a standard approach for IT organizational structures among peers.

Peer IT Organizational Structures

Chief Technology Officer

Associate Director Infrastructure &

Security

Assistant Director Academic

Technologies

Assistant Director Instructional

Support

Associate Director, Client Support &

Communications**

Director of Technology

Systems and Network End User Support Programming

Chief Information Officer

Network Support Desktop Support Application Development team

Media and Instruction

Technology Group

** 5 shared IT resources are embedded within College departments Telecom, Media Services, and E-Learning are outside central IT

Currently undergoing organizational restructuring.

Technology Support Services (Creative Media)

Information Security /

Compliance

Systems Administration

Network / Telecomm

Infrastructure

Chief Information Officer

Library and Information

Services

Operations Management

Technology Planning & Outreach

Instructional Support Services

Web and Application

Services

Enterprise Data & Analytics

+ or equivalent position


The overall number of IT staff at FIT is higher compared to peers and industry averages.

Peer Benchmarks: IT Operating Model

Key Observations

• FIT has fewer end users per IT FTE than peers and industry averages. This alone is not concerning; however, smaller ratios are typically associated with higher quality service.

• With FIT staff and faculty indicating that IT services are not adequate to meet their needs, the peer benchmarks reveal that the number of boots on the ground is likely not the culprit.

• Similarly, the ratio of central IT staff to total staff indicates a higher staffing level than peers.

1 Industry benchmarks were calculated from 2014 EDUCAUSE survey data and filtered for enrollment between 5,000-15,000 for Associate Schools (n=46) and Baccalaureate Schools (n=5).2 Four SUNY peer institutions returned survey data and participated in CIO interviews: Buffalo State, SUNY Oswego, Rockland Community College, and Westchester Community College3 Three institutions with similar enrollment levels with centralized IT were included from Deloitte’s internal benchmark database as industry comparisons: Boston College, Notre Dame, and the University at Albany

End Users (Faculty and Staff Headcount) Per IT FTE

Application Staff as % of Total IT Staff (FTE)

End Users (Student Headcount) Per IT FTE

5% 10% 15% 20% 25%FIT (17%)

Peer C & D(24%)

Assoc. Med (12%)

Assoc. Avg (16%)

Bacc. Med (20%)

Bacc. Avg (15%)

5 15 25 35 45 55 65 FIT (10)

Peer B (56)

Peer C (17)

IndComp Z (42)

IndComp Y (22)

IndComp X (10)

0 150 300 450 600 750FIT (96)

Peer B (470)

Peer C (339)

IndComp Z (150)

IndComp Y (51)

IndComp X (59)

Assoc. Med (708)

Assoc. Avg (672)

Bacc. Med (246)

1

Bacc. Avg (227)

Central IT Staff as % of Total Staff (FTE) 0% 5% 10% 15%FIT

(13%)

Peer B (4%)

Peer C (8%)

Peer B (12.5%)

Operating Model

Peer A (17.7%)

Peer A (36)

Peer A (167)

Peer A (4.4%)

Peer D (27)

Peer D (143)

Peer D (8.5%)

Legend:Industry Avg or Median3 Participating Peer1FIT

Average or Better Key ChallengeNeeds Improvement

Industry Comparison3


FIT spending on help desk support appears to be on par with peers.

Peer Benchmarks: IT Service Management

Key Observations • FIT spending on help desk

support appears to be on par with peers; however, the cost per ticket and FTE does not capture the resources needed to resolve the 25% of tickets escalated to Tier 3 support.

• Most SUNY peers do not track cost per help desk ticket.

• FIT ratios were calculated based from FY16 User Support and Services (USS) cost center, USS FTE, and total number of help desk tickets and emails in 2015.

• Industry benchmarks exclude student help desk FTEs.

Support Cost Per Help Desk Incident/Ticket

Monthly Tickets Per Help Desk Agent (FTE)

$0 $30 $60 $90FIT (Tickets-only $44)

FIT (Ticket & Emails $24)

Peer C ($16)

Assoc. ($88 Median & Average)

Bacc. Med ($71)

Bacc. Avg ($45)

0 100 200 300 400 500FIT (Tickets-only 150)

Peer B (49)

Peer C (285)

Assoc. Med (159)

Assoc. Avg (205)

Bacc. Med (492)

Bacc. Avg (358)

Total Support Cost Per Help Desk FTE$0K $50K $100K $150K $200K

FIT ($79.5K)

3

Peer B ($125K)

Peer C ($55.8K)

FIT (Tickets & Email 279)

IT Service Management

Peer A (260)

Peer D(142)






IT allocates a much larger percentage of its total operating budget to central IT compared to peer institutions.

Peer Benchmarks: IT Finance

Key Observations

• Application spend as a % of total IT spend may be the results of a number of factors: less application customization, greater portfolio of services, and decentralized application spend.

• Central IT spend at FIT is nearly 2-3x that of its SUNY peers. This alone is not concerning; however, larger investment are typically associated with greater user satisfaction or an indication of operating efficiencies.

• Buffalo’s Central IT budget also includes the library which increases its budget in comparison with FIT.

• Several IT services at Rockland are outside of central IT.

Applications Spend as % of Total IT Spend 0% 5% 10% 15% 20%

FIT (6%)

Peer B (12.5%)

IT Finance

Assoc. Med (10%)

Assoc. Avg (13%)

Bacc. Med (19%)

Bacc. Avg (20%)

Central IT Spend as % of Total Operating Budget 2% 4% 6% 8% 10%

FIT (9.3%)

Peer B (3%)

Peer C (2%)

IndComp X (5%)

Peer A(7.5%)

Peer A (4.7%)

Peer D (9%)

IndComp Y & Z (2%)






IT at FIT supports fewer laptops/desktops per end user support staff compared to its peers, indicating operational misalignment.

Peer Benchmarks: IT Equipment and Infrastructure

Key Observations • Central IT supports fewer end

user laptops and desktops per end user compared to its peers. This may be indicative of operational inefficiencies and/or misalignment. FIT has not implemented regular refresh cycles like many of its peers and the lower number of laptops/desktops may be a result of decentralized purchasing by other departments.

• Peer institutions vary in regards to their adoption of desktop virtualization. Westchester already completed a pilot and Buffalo State reports starting one.

Number of Laptops/Desktops Per End User Support Staff

50 150 250 350 450FIT (161)

Peer B (268)

Peer C (403)

IndComp X (340)

% of Desktop Virtualization

0% 20% 40% 60%

Peer C (50%)

IndComp Y (1%)

IndComp X (20%)

% of Servers Virtualized

60% 70% 80% 90%FIT (67%)

Peer B (79%)

Peer C (75%)

Equipment and Infrastructure

Peer A (222)

FIT, Peer A &B (0%)

Peer A (87.5%)

Peer D (10%)

Peer D (166)





Appendix A: Stakeholder Interviews


The Deloitte team conducted 19 group interviews, 15 individual interviews, and met with 75 unique stakeholders at FIT to while conducting the Current State Assessment. Below is a list of interviews and meetings.

Stakeholder Interviews

Date Interview/Meeting Name Position1/25/2016 IT Finance Interview Gregg Chottiner Vice President of Technology and CIO1/25/2016 IT Finance Interview Michelle Manning IT Finance1/25/2016 IT Finance Interview Pablo Salinas Manager, IT Finance 1/25/2016 IT Finance Interview Roriann Smith IT Finance1/25/2016 IT Project Management Interview Gregg Chottiner Vice President of Technology and CIO1/25/2016 IT Project Management Interview Noreen Kentish Manager, IT PMO1/25/2016 IT Project Management Interview Robert Fornshell IT PMO1/26/2016 Cabinet Presentation Kelly Brennan Acting Vice President for Enrollment Management and Student Success1/26/2016 Cabinet Presentation Gregg Chottiner Vice President of Technology and CIO1/26/2016 Cabinet Presentation Robert Ferguson Vice President for Development1/26/2016 Cabinet Presentation Loretta Lawrence Keane Vice President for Communications and External Relation1/26/2016 Cabinet Presentation Brenda Smith Interim Vice President for Human Resources and Labor Relations1/26/2016 Cabinet Presentation Stephen Tuttle General Counsel1/27/2016 Cabinet Presentation Shari Prussin Deputy to the President1/27/2016 Cabinet Interview Jack Oliva Vice President for Academic Affairs1/27/2016 Cabinet Interview Kelly Brennan Acting Vice President for Enrollment Management and Student Success1/27/2016 Cabinet Interview Loretta Lawrence Keane Vice President for Communications and External Relation1/27/2016 Cabinet Interview Robert Ferguson Vice President for Development1/27/2016 Cabinet Interview Shari Prussin Deputy to the President1/27/2016 Cabinet Interview Sherry Brabham Treasurer and Vice President for Finance and Administration1/27/2016 Dean's Council Interview Deirdre Sato Dean for International Education1/27/2016 Dean's Council Interview Jack Oliva Vice President for Academic Affairs1/27/2016 Dean's Council Interview Joanne Arbuckle Dean for the School of Art and Design1/27/2016 Dean's Council Interview Mary Davis Dean for the School of Graduate Studies1/27/2016 Dean's Council Interview Patrick Knisley Acting Dean, School of Liberal Arts1/27/2016 Dean's Council Interview Ron Milon Associate Vice President for Academic Affairs1/27/2016 Dean's Council Interview Tardis Johnson Assistant Dean, Academic Advisement Center1/27/2016 Dean's Council Interview Yasemin Jones Assistant Vice President for Faculty and Academic Program Support


Stakeholder InterviewsDate Interview/Meeting Name Position1/27/2016 IT Managers Group 1 Interview Ahmed Elmatbagi Manager, IT Campus Card (ID) Office1/27/2016 IT Managers Group 1 Interview George McCourt Manager, IT Networking1/27/2016 IT Managers Group 1 Interview James Pearce Manager, IT Academic Computing1/27/2016 IT Managers Group 1 Interview Jay Diaz Manager, IT Administrative Computing1/27/2016 IT Managers Group 1 Interview Lionel Torres Manager, IT Telecommunications1/27/2016 IT Managers Group 1 Interview Meredith Perkins Manager, IT Technology Development Team1/27/2016 IT Managers Group 2 Interview Erica Horowitz Manager, IT Customer Service1/27/2016 IT Managers Group 2 Interview Francine Post Manager, IT Administration1/27/2016 IT Managers Group 2 Interview Gus Dixon Manager, IT Operations1/27/2016 IT Managers Group 2 Interview Noreen Kentish Manager, IT Project Management Office1/27/2016 IT Managers Group 2 Interview Pablo Salinas Manager, IT Finance1/27/2016 IT Managers Group 2 Interview Van Buren Winston Manager, IT SSIA1/28/2016 Internal Audit and IR Interview Darrell Glenn Assistant Dean for Institutional Research and Effectiveness1/28/2016 Internal Audit and IR Interview Harold Lederman Internal Auditor1/28/2016 Directors Interview Allen King Deputy Director, Facilities1/28/2016 Directors Interview Esther Oliveras Director Faculty Services1/28/2016 Directors Interview NJ Bradeen Director, Gladys Marcus Library1/28/2016 Directors Interview Tamsen Young Museum Digital Media and Strategic Initiatives Manager1/28/2016 Directors Interview Taryn Rejholec Manager of Digital Strategy, Communications and External Relations1/29/2016 FIT Finance Interview John Johnston Controller1/29/2016 FIT Finance Interview Mark Blaifeder Assistant Vice President for Finance1/29/2016 FIT Finance Interview Nancy Su Budget Director1/29/2016 FIT Finance Interview Natalie Polvere Special Assistant to the Vice President1/29/2016 FIT Finance Interview Sherry Brabham Treasurer and Vice President for Finance and Administration1/29/2016 FIT Finance Interview William Hanauer Acting Bursar2/1/2016 Directors Interview Jeffrey Riman Assistant Director, Center for Excellence in Teaching2/1/2016 Directors Interview Kenneth Lam Director, Alumni Engagement and Giving2/1/2016 Directors Interview Mario Cabrera Director, Public Safety2/1/2016 Directors Interview Mary Oleniczak Director, Event Production and Facilities Licensing2/1/2016 Directors Interview Norma Campbell Web Content Coordinator, Communications and External Relations2/1/2016 Directors Interview Olga Martinez Systems Specialist, Admissions2/1/2016 Directors Interview Rita Cammarata Director of Records and Registration2/1/2016 Directors Interview Tammy Cupples Executive Director for Online Learning & Emerging Academic Technologies 2/1/2016 Directors Interview Tara Kaplan Director, Human Resources Information Technology2/1/2016 Individual Interview Gregg Chottiner Vice President for Information Technology and CIO2/2/2016 Faculty Interview Aaron Schorr Production Management, School of Business and Technology2/2/2016 Faculty Interview Brenda Cowan Visual Presentation and Exhibition Design, School of Graduate Studies2/2/2016 Faculty Interview Calvin Williamson Science and Mathematics, School of Liberal Arts2/2/2016 Faculty Interview Sandra Markus Fashion Design, School of Art and Design


Stakeholder InterviewsDate Interview/Meeting Name Position2/3/2016 Cabinet Interview Brenda Smith Interim Vice President for Human Resources and Labor Relations2/3/2016 Cabinet Interview Stephen Tuttle General Counsel2/4/2016 Faculty Group 1 Interview Karen Pearson Science and Mathematics, School of Liberal Arts2/4/2016 Faculty Group 1 Interview Naomi Gross Fashion Business Management, School of Business and Technology2/4/2016 Faculty Group 1 Interview Sean Cormier Textile Development and Marketing, School of Business and Technology2/4/2016 Faculty Group 2 Interview Barbara Rietschel Communication Design, School of Art and Design2/4/2016 Faculty Group 2 Interview Brian Fallon Director, Writing Studio2/4/2016 Faculty Group 2 Interview CJ Yeh Communications Design, School of Art and Design2/4/2016 Faculty Group 2 Interview Dan Shefelman Illustration, School of Art and Design2/4/2016 Faculty Group 2 Interview Pamela Ellsworth Global Fashion Management, School of Graduate Studies2/4/2016 Individual Interview Erica Horowitz Manager, Customer Service2/8/2016 Student Interview Brianna Silva Interior Design and RA2/8/2016 Student Interview Valeria Valencia Fashion Business Management and FIT Student Association2/9/2016 IT Networking Interview George McCourt Manager, IT Networking2/9/2016 IT Networking Interview Gregg Chottiner Vice President of Technology and CIO2/9/2016 IT Networking Interview William Hokien IT Networking2/10/2016 Faculty Senate IT Committee Presentation Rita Cammarata Director of Records and Registration2/10/2016 Faculty Senate IT Committee Presentation Barry Fischer Professor-Assistant Director, Financial Aid2/11/2016 Faculty Senate IT Committee Presentation Susanne Goetz Textile/Surface Design, School of Art and Design2/12/2016 Faculty Senate IT Committee Presentation Sandra Markus Fashion Design, School of Art and Design2/13/2016 Faculty Senate IT Committee Presentation Ajoy Sarkar Textile Development and Marketing, School of Business and Technology2/14/2016 Faculty Senate IT Committee Presentation Aaron Schorr Production Management, School of Business and Technology2/15/2016 Faculty Senate IT Committee Presentation Andrew Weinstein Art History, School of Liberal Arts2/16/2016 Faculty Senate IT Committee Presentation Victor La Mathematics, School of Liberal Arts2/17/2016 Faculty Senate IT Committee Presentation Karen Pearson Science and Mathematics, School of Liberal Arts2/18/2016 Faculty Senate IT Committee Presentation Gregg Chottiner Vice President of Technology and CIO


Stakeholder InterviewsDate Interview/Meeting Name Position2/9/2016 Individual Student Interview Timothy Sundholm Student, Communication Design 2/10/2016 Individual Student Interview Aleksandra Gosiewski Student, Fashion Design 2/17/2016 Individual Interview Steve Frumkin Dean for the College of Business and Technology2/22/2016 Budget Team Meeting Mark Blaifeder Assistant Vice President for Finance2/22/2016 Budget Team Meeting Nancy Su Budget Director2/22/2016 Individual Interview Ahmed Elmatbagi Manager, IT Campus Card (ID) Office2/22/2016 Individual Interview Francine Post Manager, IT Administration2/22/2016 Individual Interview Lionel Torres Manager, Telecommunications2/23/2016 Individual Interview Gus Dixon Manager, IT Operations2/23/2016 Individual Interview James Pearce Manager, IT Academic Computing2/23/2016 Individual Interview Jay Diaz Manager, IT Administrative Computing2/23/2016 Individual Interview Meredith Perkins Manager, IT Technology Development Team2/24/2016 Faculty Interview Nicholas Barratt Adjunct Instructor, Production Management2/24/2016 Faculty Interview Preeti Gopinath Adjunct Faculty, Textile Development2/29/2016 Individual Interview Van Buren Winston Manager, SSIA3/1/2016 Individual Interview Mick Schaffer IT SSIA3/1/2016 Individual Interview Reuben Marcus IT SSIA3/3/2016 Networking Meeting George McCourt Manager, IT Networking

Appendix B: Documentation Received


Many departments on campus were instrumental in collecting and providing documents and data for this assessment. The Deloitte team reviewed over 100 documents.

FIT Documents Received and Reviewed

Category Document/Data Received SourceBudget FIT Budget FY2016 FinanceBudget FIT FY15 Actuals and FY16 Budget FinanceBudget FIT Operating Budget Account Code Structure FY2016 FinanceBudget FY14 and FY15 Operating Cost Centers Account Summary IT Finance Budget FY14 and FY15 YE Actuals - IT Operating Budget IT FinanceBudget FY15 Budget to Actual With Encumbrances Technology FinanceBudget FY15 IT Budget Worksheets - OTPS Only IT Finance Budget FY15 IT Submission Total Bud Office IT Finance Budget FY16 Budget Worksheet-OTPS only IT Finance Budget FY16 New Initiatives Form with Summary IT FinanceBudget FY17-FY18 Budget Memo to Cabinet FinanceBudget FY2014 Call Letter, IT Budget Request, President's Letter FinanceBudget FY2015 & FY2016 Call Letter, IT Budget Request, President's Letter FinanceBudget FY2015 Initiatives Form Summary revised IT FinanceBudget FY2016 Baseline Technology FinanceBudget FY2016 Call Letter, IT Budget Request, President's Letter FinanceBudget FY2016 Operating Budget Proposal FinanceBudget FY2017 Budget Calendar FinanceBudget FY2016 Budget and Fringe Benefits FinanceBudget FY2017 New Initiative Form with Summary FinanceEnrollment Enrollment - Factbook Demographics AY2014 Institutional ResearchEnrollment Enrollment - Factbook Enrollment AY2014 Institutional ResearchHelp Desk Help Desk - 2015 Helpdesk Tickets and Emails Data IT USS Customer ServieNetwork Network - Enterprise Core Infrastructure IT NetworkNetwork Network - Firewall and DMZ Segments IT NetworkNetwork Network - FullSize Render IT NetworkNetwork Network - Load Balancing Infrastructure IT Network


FIT Documents Received and Reviewed Category Documents and Data Received SourceOrganizational Chart ACC USS Media IT CIO officeOrganizational Chart Desktop Services IT CIO officeOrganizational Chart Network IT CIO officeOrganizational Chart Operations IT CIO officeOrganizational Chart SSIA IT CIO officeOrganizational Chart TDT IT CIO officeOrganizational Chart Telecom IT CIO officeOrganizational Chart Office of CIO IT CIO officePlanning 2015 Campus Master Plan (Draft) President's OfficePlanning Academic Technology Draft Academic Technology Plan 2013-2016 President's OfficePlanning Academic Technology Working Group Update Spring 2013 President's OfficePlanning FIT IT Strategic Plan 2011 IT CIO OfficePlanning FIT Performance Improvement Plan President's OfficePlanning FIT Strategic Plan Operational Plan President's OfficePlanning Goal 3 Initiatives President's OfficePlanning Goal 1 Initiatives President's OfficePlanning Change Control Agenda March 9, 2016 IT Cio officePolicy Campus Safety and Security Policy College Policy LibraryPolicy Cloud System Policy College Policy LibraryPolicy College Policy Library College Policy LibraryPolicy Data Classification Owner Table College Policy LibraryPolicy Data Custodianship and Access Policy College Policy LibraryPolicy Email Policy College Policy LibraryPolicy Identity Theft Policy College Policy LibraryPolicy Network Access and Security Policy College Policy LibraryPolicy Password Change Policy College Policy LibraryPolicy Policy Advisory Group College Policy LibraryPolicy Privacy Policy College Policy LibraryPolicy Records Disposition and Retention Policy College Policy LibraryPolicy Wireless Policy College Policy LibraryProjects Create a new project request IT PMOProjects Ground Rules of all IT projects IT PMOProjects Information Technology Projects IT PMOProjects IT Project Management Satisfaction Survey IT PMOProjects Project Management Mythology IT PMOProjects Project Request Instructions FIT PortalProjects Project Request Must Read IT PMO


FIT Documents Received and Reviewed Category Documents and Data Received SourceReport Ellucian Roadmap Readiness and Review Workshop President's OfficeReport Ellucian SSIA Final Report President's OfficeReport Initial Audio Findings Report 2/2016 President's OfficeReport ITIL Best Practice Adoption & Integration Statement of Work IT CIO OfficeReport ITIL CSI Maturity Assessment Report IT CIO OfficeReport KPMG Audited Financial Statement 2012-2013 FinanceReport KPMG Audited Financial Statement 2014 and 2015 FinanceReport NYSCC Banner School Programmer Survey President's OfficeReport SUNY Student Opinion Survey 2015 RegistrarReport SUNY Shared Services Metrics President's OfficeReport Video Production at FIT: Current State and Needs President's OfficeReport WPG FIT Infrastructure Audit Findings 2.3.2015 President's OfficeReport WPG FIT Infrastructure Audit IT Response President's OfficeShadow Systems Academic Affairs Systems Academic AffairsShadow Systems Bursar Office Systems Bursar OfficeShadow Systems Communications and External Relations Systems CERShadow Systems Compliance and Audit Systems Compliance and Audit Shadow Systems Enrollment Management and Student Success Systems EMSSShadow Systems General Counsel Systems General CounselShadow Systems Institutional Research and Effectiveness Systems Institutional ResearchShadow Systems Payroll Systems Payroll SystemsShadow Systems Space Planning Systems Space Planning Spend Example GL Transactions by Object Code FY15 FinanceSpend FY15 IT Related Object Code Spend Other Divisions FinanceSpend FY15 IT Vendor List and Spend IT SSIASpend FY15 Vendor List by Spend Cateory IT FinanceSSIA 2009-2010 Annual Report of Achievements and Goals IT SSIASSIA All Team Meeting Jan 2016 IT SSIASSIA 5-Year Achievements IT SSIASSIA Project Activities Nov 2015 IT SSIASSIA Project Activities Oct 2015 IT SSIASSIA Team Leaders Meeting Feb 2016 IT SSIASSIA Vacancies and New Requests IT SSIAStaffing Budgeted IT Full-Time Positions Count and FTE Oct 2015 FinanceStaffing FIT Faculty and Staff Headcount and FTE FinanceStaffing FY2016 Budgeted Positions: Technology IT FinanceStaffing HR FIT Staff Data Analysis HRTDT Incident Workflow IT TDTTDT Team Workflow IT TDT

Appendix C: IT Job Titles, Families & Functions


IT Job Titles, Families and Functions

Job Families Job Functions Job Function Descriptions

IT Leadership


• Demonstrates strong technical skills combined with a service-oriented approach • Implements systems and services• Drives projects and tasks to completion and actively seeks solutions to any and all obstacles• Evaluates and analyzes business processes and assists in driving continuous improvement• Develops and implements all IT policies and procedures• Responsible for software and infrastructure development and support• Provides regular communication to executives, managers, and end users regarding pertinent IT activities and events in user-friendly language

IT Strategy Planning

• Develops IT strategy and roadmap that outlines the overall IT direction, including people, process, information, technology and services in support of the business• Ensures point in time alignment between the business and the IT strategy• Defines IT Strategy by taking into account both technology-enabled business capability needs as well as pure IT capability needs (that exist within the IT function)• Revisits and revises the IT Strategic baseline periodically, typically on a semi-annual or annual basis – as part of a continuous planning exercise - ensuring that strategies keep pace with changes to the internal and external environments


• Ensures that the IT service provider understands the customer’s perspective of service, and is therefore able to prioritize its services and service assets appropriately• Ensures high levels of customer satisfaction, indicating that the IT service provider is meeting the customer’s requirements &business needs• Establishes and maintain a constructive relationship between the IT service provider and the customer based on understanding the customer and their business drivers• Identifies changes to the customer environment that could potentially impact the type, level or utilization of services provided• Articulates business requirements for new services or changes to existing services• Works with customers to ensure that services and service levels are able to deliver value• Mediates in cases where there are conflicting requirements for services from different business units and establishes formal complaints and escalation processes for the customer

Administrative Services

• Provides administrative support, including both general office support and overseeing daily activities of senior management byscheduling meetings and assisting with travel arrangements• Provides general guidelines and explanation on departmental polices and procedures, and makes recommendations to improve department procedures and service• Serves as liaison to other departments or outside customers on behalf of the work unit• Manages communications for OCIO, including drafting, editing and distributing information


• Conducts financial analysis, provides forecasts, develops operating and capital budgets and business processes, standards, andguidelines • Prepares cost models, including total cost of ownership for projects and site licensing options• Advises clients on financial and contractual matters and represents financial and business interests on project teams• Reviews, revises and negotiates complex technology agreements

Industry-standard job title, families, and functions used for the Functional Survey are below.



End User Support

IT Communications

• Plans, directs, and coordinates the development and distribution of informational material and interactive media across different types of media and ensures that communication materials effectively deliver messages to the Tufts community and beyond

Training• Designs curricula and delivers training for end user software and programs• Documents products and services for use throughout the community in support of larger communication efforts• Develops web-based technical training and documentation

Knowledge Management • Responsible for managing knowledge base and keeping it up to date for future use

Service Desk

• Provides Tier 1 client support services including support that can be provided remotely• Answers and processes incoming requests from internal and external clients via multiple mediums including email, phone, web, etc.• Maintains accurate records, changes, updates, and tracks troubleshooting tickets in ticketing system• Contributes to knowledge base

Desktop & LAN Support

• Provides Tier 2 desktop and LAN support to end users on a variety of issues, including technical troubleshooting, customized IT solutions, remote and in-person desktop support, machine builds and rebuilds, and software and hardware installations • Conducts research and develops solutions to new and unknown issues• Contributes to knowledge base and maintains accurate updates to assigned tickets in ticketing system• Helps to develop and document standards and best practices on technical support deliverables• Consults with end users on hardware purchases


• Distribute and manage software products to meet the needs of faculty and staff across Tufts utilizing the support delivery model• Develop and maintain web-based documentation and other communication tools to disseminate information regarding available software products• Create and institute new mechanisms for soliciting faculty needs for software and identify effective solutions to acquire and deliver these products• Identify, implement, and publicize software discounts available to employees and students for their personal use

Event/Media Technology Support (AV)

• Provides technical support during department events and conducts pre- and post-event meetings with clients• Meets with potential users of a facility and prepares and reviews event requisitions and confirms that all services and necessary preparations are in order• Provides instruction to faculty and staff about the use of auditorium systems and other presentation technology and equipment• Delivers, sets up, and operates a wide variety of instructional and presentation technology and equipment, including projectors, video players, sound reinforcement equipment, laptops, etc.• Performs maintenance and troubleshooting on a wide range of presentation and production equipment and systems

Classroom Technology Support

• Establishes a set of standards for future AV/IT classroom technology implementations• Provides direction and oversight for current and new AV/IT classroom technology• Provides technical support during classrooms and conducts regular walk-throughs to perform quality checks on classroom technology• Maintains classroom technology upgrade plans and executes technology refreshes as per the plans• Meets with faculty to understand technology requirements for classrooms and gather feedback on current technology in use • Provides instruction to faculty and staff about the use of classroom technology and other presentation technology and equipment• Performs maintenance and troubleshooting on a wide range of presentation and production equipment and systems used in classrooms

Video Production & Streaming

• Provides audio and video production services, including importing video from multiple sources, editing video, introducing titles or overlays, producing DVD menus and finalizing video into multiple formats• Produces a variety of multimedia materials and provides onsite video recording





Instructional Design Consulting

• Provides outreach to and direct support for clients to help them articulate academic challenges and to address them through the implementation of appropriate technology solutions • Ensures the successful design, implementation, management, and evaluation of technology solutions• Consults with faculty and staff to identify instructional, curricular, or research goals and to provide clients with support and solutions to address their goals• Raises awareness of available services and recommends appropriate services and technologies, customizing and integrating technologies as needed, and providing direct support to ensure that clients are able to adopt new technologies and approachessuccessfully

Research Design Consulting

• Support for Center for High Performance Computing (HPC) • Requests for storage suitable for research data that can be mounted on a Windows, Mac or Linux platform is available to researchers in support of projects and grants• Consults with faculty and graduate students in support of their research activities

Project Management

Project Management

• Provides project leadership and project management oversight• Defines, plans, tracks, adjusts, communicates and reports on progress of the project• Reports on project budget and associated variance• Manages the project team, project vendors and contractors

Portfolio Administration

• Provides expertise and consulting to Project Managers and serves as a resource and subject matter expert in project managementmethodology and processes• Researches, design, and develops division-wide project management standards and practices• Oversees, advises and coordinates project planning and resource management activities for individual projects or project portfolio• Leads and facilitates review meetings related to individual projects or a project portfolio

IT Architecture

Data Architecture

• Provides logical and physical database design• Establishes enterprise-wide database development standards, requirements, methods, and procedures• Evaluates future technologies and makes recommendations for software and hardware upgrades• Helps establish strategic goals and enterprise-wide priorities

Application Architecture

• Develops strategies for architecture, development, implementation, maintenance and testing of application software• Designs and implements software, services, and systems that have broader impacts, applying the latest information technologies to address business needs• Researches and recommends large-scale, best practice technological opportunities• Determines requirements for software and systems


• Identifies application/system interdependencies and develops application migration plans to ensure alignment with evolving architecture strategy• Documents an enterprise architecture that identifies all business services and relates them to information technologies, data sources, and service providers on which they depend• Helps develop a roadmap and strategy for enterprise architecture• Maintains a multi-year technology roadmap to show the use and relationships among declining, active, planned, and prospective technologies

Systems Architecture

• Provides technical leadership and approves technical designs for projects to ensure that solutions are scalable, reliable and secure• Develops and establish system standards• Performs high-level technical analysis of projects and develop detailed infrastructure designs, architectural and functional specifications• Develops approaches to integrate data and/or functionality of multiple information systems and tools




Applications

Application Administration

• Develops, implements, tests, installs, and maintains application software• Determines root causes of software and service problems and designs and implements software solutions • Identifies new framework, approaches, and best practice technological opportunities to improve existing processes and workflows • Develops tools, software packages and programs to efficiently manage the operation and maintenance of the application environment


• Performs the analysis, design, development, delivery and management of technology-based solutions that meet both functional and technical requirements • Identifies means of integrating technical support requirements with enterprise processes and strategies• Devises testing methodologies for validation of functionality and performance • Programs application code, develops unit tests, and implements configuration changes

Quality Assurance

• Performs and leads tests to ensure that all systems meet minimum standards and requirements• Creates complex test data for application documentation testing• Devises improvements to current procedures and develops models for possible future configurations• Performs complex work flow analysis and recommends improvements

Usability/User Design

• Develops design concepts and implements design strategies with business and functional requirements to ensure effective user experience with the technology solution• Participates in task analysis to break down the user experience of a product to its component parts and makes suggestions for each• Creates user interface prototypes and graphics• Participates in the design of usability studies and user testing sessions

Business Analysis

• Pooled group of resources that will be dispatched to different projects on a requested basis• Provides business and IT analysis in support of project conception, initiation and completion• Supports requirements gathering from departments, development of customer solutions• Supports alignment between business and IT and with enterprise IT standards• Identifies changes to the customer environment that could potentially impact the type, level or utilization of services provided • Helps preparing business case for change drivers and transformational changes

Data Warehouse Development

• Responsible for the development and maintenance of data warehouse application programs• Develops databases using Oracle or SQL• Writes extract programs • Codes and documents scripts and stored procedures and develops appropriate program and systems documentation • Assists with metadata repository data management


• Reviews data in the warehouse for accuracy• Develops, maintains and supports enterprise warehouse system and corresponding data marts• Troubleshoots and tunes existing warehouse applications• Establishes written procedures, researches and creates new or enhanced components of the warehouse

Data Reporting

• Develops complex statistical reports that support the operational needs of specific departments through SQL.• Works with management to create reports based on ad hoc user needs• Recommends new technology that could be used to create better reports• Takes requirements from management and turn them into design specs used to develop the reports




Website/ Portal

Website/Portal Information Architecture

• Responsible for website design, development and hosting of websites as needed• Provides solutions, technical consulting, design, and coding for projects for the enterprise • Researches new technology and development approaches and creates best practices along with the architecture and strategy teams• Mentors various teams on design and coding best practices, portal design, service-oriented architecture, and reuse opportunities• Meets predefined service level expectations to serve the need of the departments

Website/Portal Content Analysis

• Analyzes and maintains school content and user needs• Defines school business requirements regarding functional enhancements• Maintains consistent and high quality standards by leading development of strategic improvement opportunities• Designs and implements user-driven templates, databases and interfaces for ease of use• Develops database-driven Web interfaces for rapid, real-time information sharing• Provides support for content owners• Documents, maintains and analyzes feedback for improvement opportunities

Operations

Systems Engineering

• Responsible for the design and operation of complex systems from the conceptual phase through system deployment• Defines requirements for the system to provide guidance to administrators

Systems Administration

• Provides installation, maintenance, configuration and integrity of computer software and systems facilitating IT service delivery• Assesses and evaluates new technology and direction, and recommends and implements strategies to improve performance of systems and services• Analyzes system requirements and performance and helps to optimize through troubleshooting, reconfiguration, testing and analysis

Email/Directory Support

• Administers e-mail accounts, e-mail lists, and general purpose mailboxes• Maintains server configurations and client accounts and SPAM filtering solutions• Provides Directory and network administration to support Messaging services

Database Analysis

• Works on phases of database administration with varying degrees of complexity• Designs and implements logical and physical databases of a moderate to complex nature• Implements and maintains catalogs• Monitors and tunes databases• Provides resolution to technical problems and overall monitoring of the standards, procedures and integration of systems.

Database Administration

• Provides server and database services to clients• Applies patches, installs software, manages database environment, monitors performance and troubleshoots alerts• Plans system requirements, manages migrations and upgrades efforts• Plans, tests, and conducts the database backup and recovery strategies


• Responsible for developing database centric applications that integrate with the application• Responsible for analyzing databases, developing ETL and DTS packages, writing code for database development tasks, performing database unit testing, re-factoring code, reviewing code, integrating changes, and validating system performance

Data Storage, Backup and Recovery

• Plans, designs, and performance-tune storage environments to maintain data quality and availability• Develops and implements policies and procedures to ensure storage provisioning and maintenance

Hosting

• Supervises and/or coordinate the best use of resources for electronic data processing computer operations• Schedules daily production runs based on program priorities• Supervises and implement system and program operation• Evaluates performance of computer system and peripheral data processing equipment• Determines cause of system and program failure




Operations

Operations• Provides hands-on installation, maintenance, modification, repair and monitoring of all servers• Collects and analyzes data to evaluate operational difficulties and makes recommendations to solve problems• Documents current inventory and asset information

Midrange• Creates and updates documentation for all testing activities: transition, testing, installation and design feedback• Responsible for process implementation, metrics, support documentation, operations and procedural manuals• Creates and follows processes that keep servers in compliance with corporate, legal and regulatory auditing standards

Mainframe

• Develops and maintains schedules for mainframe batch processing• Receives, logs, and schedules ad hoc job requests• Prepares the computer operations schedules• Assists the Electronic Data Interchange (EDI) Coordinator with incoming and outgoing EDI transaction interfaces

Datacom

• Provides voice and data activations, moves, adds and changes• Installs, troubleshoots, and provides preventative maintenance on network equipment, and provides maintenance of the backbone infrastructure• Documents all tests and recommended changes, improvements, upgrades, problems and problem resolutions• Monitor for and implement change management requests

Network Engineering

• Installs, tests, configures, troubleshoots, stages and monitors IP data network switches, routers and wireless access points, firewalls and VPN• Monitors and reports on network performance• Configures, troubleshoots, designs, and implements complex network topologies and cross-technology solutions (VOIP, UM, Virtualization, IDS/IPS, etc.)• Plans and designs initiatives to create strategic plan for network infrastructure

Telecom

• Evaluates, designs, plans, implements and documents voice services, applications and related databases• Provides technical and administrative support for telephone services, including consulting with end users, providing frontline support for telephony system enhancement initiatives and upgrades, and coordinating training resources• Maintains and updates PBX, voicemail and network related equipment

Information Security


• Proposes and recommends improvements and assists in the development and implementation of enterprise-wide security standards, procedures, and guidelines• Develops security awareness and compliance training programs• Provides security reviews and consultation and develops information security assessment methodology and guidelines

Security Analysis

• Analyzes security reports for vulnerabilities and concerns and recommends feasible and appropriate options• Runs security analysis reports using commercial tools or custom scripts• Provides timely and complete project status reports• Monitors multiple logs across diverse platforms to correlate and uncover activities and potential risks

Security Engineering

• Plans, develops and implements system security policies across multiple platforms • Designs and supports information security infrastructure to achieve critical reliability and maximum uptime• Performs technical functions including supporting, evaluating, implementing and troubleshooting hardware, software, and systems

IT BC/DR

• Develops requirements and guidelines for IT disaster recovery and business continuity plans and tests all elements of the plan to ensure effectiveness and integrity of organizational business processes, electronic data, data systems and networks• Identifies critical business requirements and functions that require IT business continuity and disaster recovery planning• Develops, designs and administers programs to include policies, standards, guidelines, training programs and a viable quality assurance process• Performs business impact and risk analysis to develop and maintain IT business continuity and disaster recovery strategies


Appendix D: Functional Survey Methodology and Full Results


Functional Survey Methodology

Purpose

The FIT: Information Technology Functional Survey is an online survey tool administered by Deloitte. The Functional Survey captures information on IT staff who may spend time across multiple functional areas.

Distribution

The open survey link was distributed to the 105 IT staff reporting to the CIO via email on 1/27/2016. Responses were anonymous, staff were instructed to submit only one survey to maintain data integrity. The survey link was closed on 2/8/2016. Individual level data was kept confidential by the Deloitte team and the entirety of the analysis is contained within this assessment.

Response Rate

Total Completed = 91 = 86.66%Total IT Staff 105


Primary Functional Alignment of IT Staff (>50% of Time)



Secondary Alignment of IT Staff (>25% of Time)



Other Duties of IT Staff (<25% of Time)


Appendix E: Self-Assessment Survey Methodology and Full Results


Self-Assessment Survey Methodology

Purpose

The FIT: Self-Assessment Survey is an online survey tool administered by Deloitte. The Self-Assessment Survey captures overall proficiencies for general business skills, general technology skills, specialized technology skills, certifications, education, and experience across the organization .

Distribution

The open survey link was distributed to the 105 IT staff reporting to the CIO via email on 2/2/2016. Responses were anonymous, staff were instructed to submit only one survey to maintain data integrity. The survey link was closed on 2/8/2016.Individual level data was kept confidential by the Deloitte team and the entirety of the analysis is contained within this assessment.

Response Rate*

Total Responded = 97 = 92.38%Total IT Staff 105

Completion Rate

Total Completed = 77 = 73.33%Total IT Staff 105

* 20 people began, but did not complete the survey.


General Business Competencies

Self-Assessment General Business Competencies

99% 99% 97% 96% 94% 94% 92% 91% 88% 88% 87% 86% 83% 82%

73% 70%

60%56%

51%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

% with proficiencyAnalysis based on 73% IT response rate overall (n=77)



0% 25% 50% 75% 100%

Administration & ManagementContracting & Procurement

Customer ServiceDecision Making

Financial ManagementFlexibility

Influencing & NegotiatingInformation Management

Interpersonal SkillsLeadership

Managing Human ResourcesOral Communication

Organizational AwarenessPlanning & Evaluation

Problem SolvingReasoning

Strategic ThinkingTeam Building

Writing



Self-Assessment General Business Competencies (Detailed)



.

General Technical Competencies p1

Self-Assessment General Technical Competencies p1

83%

71%66% 65%

60% 57% 57%53% 52% 52% 51% 51% 51% 49% 49% 48% 48% 48%

44% 44% 43% 42% 39% 38% 38%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

% with proficiency




0% 25% 50% 75% 100%

AccessibilityBusiness Process Reengineering

Capacity ManagementComputer Languages

Configuration ManagementCost-Benefit Analysis

Database AdministrationData Management

Database Management SystemsDistributed Systems

Electronic Commerce (e-Commerce)Encryption

Enterprise ArchitectureHardware

Hardware EngineeringInformation AssuranceInformation Resources

Information Systems Security…Information Systems/ Network…

IT ArchitectureIT Performance Assessment

Infrastructure DesignIT Governance

IT Portfolio ManagementKnowledge Management








78%71%

64% 61% 61% 60% 60% 58% 57% 56% 55% 55% 52% 52% 51% 51% 49% 48% 47% 45% 43% 40%36% 36%

31%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

% with proficiency




0% 25% 50% 75% 100%

Logical Systems DesignModeling & Simulation

Multimedia TechnologiesNetwork Management

Object TechnologyOperating Systems

Operations SupportOrganizational Development

Process ControlProduct Evaluation

Project ManagementQuality Assurance

Requirment AnalysisRisk Management

Software DevelopmentSoftware Engineering

Software Testing & EvaluationStandards

System Testing & EvaluationSystems Integration

Systems Life CycleTechnical Documentation

Technology AwarenessTelecommunications

Web Technology







0% 20% 40% 60% 80% 100%

ERP

Firewalls

Identity Management

Information Management

Intrusion Detection System

Java / J2EE

JAD/RAD

Legacy Computer Languages

Legacy Operating Systems

Life-Cycle Cost Estimation

Linux Operating System

Microsoft Windows Desktop Op Sys

Middleware/SOA

Mobile App Development

Mobile Network Technology

Network Architecture & Design

Network-Based Intrusion Prevention System

Network Behavior Analysis

Netowrk Configuration & Implementation

Network Operating Systems

Netowrk Security

Object Oriented Languages

Penetration Testing

Performance Testing

Process Design


0% 20% 40% 60% 80% 100%

Big Data

Capability Maturity Models

Classroom Technology: Remote…

Classroom Technology: Installation &…

Classroom Technology: Space…

Classroom Technology: CRS

Client-Server

Cloud

Collaboration Software

Continuity of Operations Planning

Cryptology

Data Analysis & Reporting

Data Center Facilities

Data Modeling

Data Virtualization

Data Warehousing

Databases

Desktop Apps: Microsoft Office

Desktop Apps: Apple

Development Languages

DevOps

Document Management

End User Computing


Enterprise Directory Services

Specialized IT Skills p1Self-Assessment Specialize IT Skills p1




0% 20% 40% 60% 80% 100%

Public Key Infrastructure

Relational Database Management Systems


Scripting / Metadata

Secure Coding

Security Testing

Server Virtualization

Storage Technologies

SQL

System Analysis & Design

Systems Engineering

Systems Management & Monitoring Tools

Systems Security Applications

Systes Support & Helpdesk

Telecom Cabling/Structured Cabling

Telephony/PBX/Centrex

Test Planning

Test Plan Development

Testing

Unified Modeling Language

Unified Communications

UNIX Operating System

Usability Testing

Version Control Systems

Web Portal Development


0% 20% 40% 60% 80% 100%

Web Servers

Web Site Management

Web-Enabled App Design

Web Enabled App Development

Wireless Based Intrusion Detection System

Wireless Technologies

ERP Configuraiton Tools

ERP Configuration Testing

ERP Change Control

ERP Reports, Interfaces, Conversions & Enhancements

ERP Information Management

ERP Business Processes

ERP Quality Assurance

High Perf Computing: Develops Cluster

High Perf Computing: Evaluates Cluster

High Perf Computing: Develops Innovative

High Perf Computing: Rapid Response

High Perf Computing: Incident Management

High Perf Computing: User Advocacy & Escalation

Research Technologies

Technology/Computer Labs: Creating & Managing

Technology/Computer Labs: Virtual Environment


Self-Assessment Specialize IT Skills p2



8%

23%

9%40%

20%High school graduate orequivalentSome college

Associate's degree

Bachelor's degree

Master's degree

IT Staff Demographics

Years of Experience Education

7

2

24

7 6

108 7

20 1

63

5

15 16

74 5

2

0

5

10

15

20

25

30

0 1-2 3-5 6-10 11-15 16-20 21-25 26-30 31-35

Private Sector Public Sector

Total Certifications

24

3 20

3 2 35

0 1

7

03

0

62 1

0

5

10

15

20

25

30


Appendix F: Business Unit Applications


Aside from Banner and Bitech, administrative units report using 901 different applications, 36 of which have interfaces with Banner.

Business Unit Applications

1. Based upon information provided by: Academic Affairs, CIC, CCPS, International Programs, Faculty Services, Advisement, Library, Communications and External Relations, EMMS, Space Planning, Bursar, Payroll, General Counsel, HR, Compliance and Audit, and Institutional Research and Effectiveness

2. Note the list does not include class/lab software

Application Software Banner Interface Application Software Banner

Interface Application Software Banner Interface

25Live Calendaring Education Loan Services yes Nolij yesACH Sterling Bank Evision OCLC Connection yes Acrobat Professional Ex Libris Aleph 20 yes OU CampusAdirondack yes Expression Web ParchmentAdobe Creative/Design Suite Extender Performance Appraisal System yesAdobe Premiere FileMailer PhotoshopAdvocate GME yes Filezilla & Cyberduck Pyramid yesAgile Grad yes Fireworks R25 yesAmicus FlexReg yes RedLantern yesAskFIT HESC yes RemarkAtomic Hobson’s Agile Advisor yes SALTAudacity Hobson’s Connect yes SASAutodesk Hobson’s Retain yes SEVIS/ISSM yesBanner Doc Management yes Hootesuite Simplicity Accommodate yesBasecamp Hyperion yes Simplicity Advocate yesBiddle Illustrator Simplicity Career Services Manager yesBio yes InDesign Simplicity Horizons yesBlackboard yes Interview Exchange SIRISBridg Komodo SitecheckCision Lexis/Nexis Slide room Collegenet Lightroom Snag-it EditorCollegiate Link yes MailChimp SUNY Data Application System Coursehorse Marketplace SurveyMonkeyCourseleaf yes Microsoft Office Suite TaskstreamCredentials yes Monarch yes Touchnet yesDARS yes My Photo ID Card WeComply yesDegree Works yes National Student Clearinghouse yes WESDirect Loan Interface yes NDN Windstar Tax NavigatorDropBox Netnet WordpressEDE Express and Connect yes NextGen yes Youtube and Kaltura

Appendix G: IT Service Management Process Definitions


The maturity model used to assess FIT’s IT Service Management processes follows the ITIL framework.

IT Service Management Process Framework

Manage business & customer relationships

Manage supplier & vendor relationships

Manage & control

Plan Transition RunIT Strategy and business alignment

Investment portfolio management


BuildService Portfolio Management

Solution development

Service Transition Service Operation

Workforce management

Technology & Infrastructure management

Quality Assurance


Service Catalog Mgmt Service Level Management

Project portfolio control / assurance

Portfolio Delivery Mgmt

Program & project managementProgram/Project Mgmt

People Performance Mgmt

Talent Management




IT Annual Budget & Planning

Demand Management

Resource Management

Enterprise Architecture Plan

Architecture Standards Mgmt

Sourcing & procurement managementContract ManagementSupplier Selection Sourcing Strategy Mgmt

Vendor relationship managementSupplier Relationship Mgmt


Solution Design

Service Design

Solution Build & Configure

Solution Test

Change Management

Configuration & Asset Mgmt

Service Testing & Acceptance

Release & Deployment Mgmt





Assurance and Risk Mgmt



IT Service Charging

Service Reporting

Request Fulfilment

Capacity Management

Event Management

Incident Management


Security Management

Service Continuity Mgmt

Access Management

Problem Management

Business relationship managementBusiness Relationship Mgmt

Customer service managementCustomer Relationship Mgmt

Administration, Faculty and Staff

Service Suppliers

Students/other Stakeholders

Product Vendors

Consultation & Training


Manage Business and Customer Relationship process definitions are below.

IT Service Management Process Definitions

Domain Capability Process Process Definition

Man

age

Bus

ines

s an

d C

usto

mer

Rel

atio

nshi

ps Business Relationship Management

Business Relationship Management

The Process or Function responsible for maintaining a relationship with the Business. Usually includes:• Managing personal relationships with business managers.• Providing input to Service Portfolio Management.• Ensuring that the IT Service Provider is satisfying business needs (links to

Service Level Management)



Complementing Business Relationship Management, Customer Relationship Management involves managing the day-to-day, operational interactions with the business and end-users of IT and the end-customer relationship. Customer service managers work with the end-users of IT to ensure that IT services are delivered as per agreed SLAs, initiate and oversee Service Improvement Plans as and when required, manage expectations of key stakeholders in the user community.


Plan process definitions are below.



Plan

IT Strategy and Business Alignment


Definition of a multi-year IT Strategy covering all aspects of the IT organization, with the vision of how the organization’s demand for information and systems will be met by technology, including hardware, software, telecoms and services such as IT operations, systems development, and user support.


Strategy specifically focused on the services provided by the IT organization – what services should be delivered, how should they be delivered.


The process of encouraging appropriate levels of controlled innovation within the IT organization, and assuring the full realization of benefits from innovative activities.

IT Annual Budgeting & Planning

The activity of predicting and controlling the spending of money, including the portfolio of change initiatives required to implement the IT strategy. Involves a periodic negotiation cycle to set future budgets (usually annual) and the day-to-day monitoring and adjusting of current budgets.

Investment Portfolio Management

Demand Management

Working with the business to capture and translate business requirements for new and existing services to ensure there is sufficient IT resources to meet the current and future demands.

Resource Management

Monitoring and analysis of technical components to identify potential issues and new capacity requirements to ensure the capacity (services and resources) of IT meets the agreed current and future demands of the business.

Architecture Management

Enterprise Architecture Planning

Planning the alignment of technology with strategy, processes and organization to support business objectives. The Enterprise Architecture is a conceptual blueprint that defines the structure and operation of an organization and how it can most effectively achieve its current and future objectives.

Architecture Standards Management

Defining and managing the required IT architecture policies and principles to enable the IT Strategy. Verifying and provide guidance to ensure that new solutions are compliant with the set standards.


Build process definitions are below.



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Service Portfolio Management

Service Catalog Management

The process of managing the document or database with information about all Live Services, including those available for Deployment. This is only part of the Service Portfolio that is published to Customers and is used to support the sale and delivery of Services. The Service Catalog includes information about deliverables, prices, contact points, ordering and request Processes.

Project Portfolio Control / Assurance

Portfolio Delivery Management

Definition of the templates, processes and structures and management of their usage to apply consistent standards and governance to all projects within the portfolio.

Program and Project Management

Program / Project Management

Use of a standardized, rigorous organization methodology, with the application of relevant knowledge, skills, tools and techniques, to ensure ensures that programs and projects are managed effectively.

Solution Development


Understanding the customer needs to develop functional and non-functional requirements for new or changed services. Employing appropriate techniques to capture requirements and manage on an ongoing basis through the System Development Life Cycle (SDLC).

Solution DesignTranslation of requirements into high-level and detailed technical designs that satisfy customer expectations and IT standards.

Service DesignPlanning and organizing people, infrastructure, communication and material components of a service, in order to improve its quality, the interaction between service provider and customers and the customer's experience.

Solution Build and Configure

Building, configuring and unit and component testing the solution, based on requirements and designs.

Solution TestTesting the solution to ensure that it meets the requirements and IT standards , including integration testing, system testing, UAT and regression testing.


Transition process definitions are below.



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Service Transition

Change ManagementThe effective control of changes to scope that could affect IT Services. Change Management provides a safe, consistent approach to implementing changes to the IT environment, reducing the impact (planned and unplanned) of changes on service.

Configuration and Asset Management

Providing a logical model of the IT infrastructure by identifying, controlling and maintaining and verifying the versions of all configuration items (CIs) in existence.

Service Testing and Acceptance

Ensure that all new or updated systems are tested to agreed standards and are accepted by the business before implementation in the live environment.

Release and Deployment Management

Release Management is responsible for planning, scheduling and controlling the movement of releases to test and live environments. The primary objective of Release Management is to ensure that the integrity of the live environment is protected and that the correct components are released. A deployment is the activity for movement of new or changed hardware, software, documentation, process, etc. to the live environment.


Knowledge Management is responsible for gathering, analyzing, storing and sharing knowledge and information within an organization. The primary purpose of Knowledge Management is to improve efficiency by reducing the need to rediscover knowledge.


Run process definitions are below.



Run


Service Level Management

Process responsible for negotiating Service Level Agreements, and ensuring that these are met. SLM is responsible for ensuring that all IT Service Management Processes, Operational Level Agreements, and Underpinning Contracts, are appropriate for the agreed Service Level Targets. SLM monitors and reports on Service Levels, and holds regular Customer reviews.

Service Operation

Event ManagementThe aim of Event Management is to sort and classify Events and to decide on the appropriate course of action. The term Event is used to describe a change of state that has significance for the management of a monitored service.

Incident ManagementThe goal of the Incident Management Process is to restore normal service operation as quickly as possible, minimizing the adverse impact on business operations following an incident.


Optimizing the capability of the IT infrastructure and supporting organizations to deliver a cost effective and sustained level of availability that enables the organization to satisfy its objectives.

Security ManagementEnsuring the confidentiality, integrity and availability of services, in compliance with Information Policy and Supporting Processes. Includes monitoring and remedial action for security breaches.

Service Continuity Management

This process supports the overall Business Continuity Management process by ensuring that required IT and service facilities can be recovered within required, and within agreed business timescales.

Access ManagementEnsuring that authorized users are given the rights they need to use a service, while preventing access rights to non-authorized users.


Run process definitions are continued below.



Run Service

Operation

Problem ManagementProactively eliminating recurring incidents and minimizing the impact of incidents that cannot be prevented. This is achieved by detecting the root cause of an Incident and finding a way to fix the underlying issue or minimize its impact.

Service Reporting

The process that produces and delivers reports of achievement and trends against Service Levels, to inform management of the level and quality of services provided over a particular time frame. Service Reporting should agree the format, content and frequency of reports with customers.

Request FulfilmentThe management of minor/standard changes (e.g. requests to change a password) or requests for information.

Capacity Management

Ensuring that the capacity of IT Services and IT infrastructure can deliver agreed service level targets in a cost effective and timely manner. Capacity management considers short, medium and long-term business requirements, IT infrastructure (the means of service delivery) and considers all resources required to deliver the IT Service.


Manage Supplier and Vendor Relationships process definitions are below.



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Sourcing and Procurement Management

Supplier SelectionDevelopment and management of a supplier selection framework by which to evaluate, analysis and make effective decisions on suppliers.

Contract Management

This handles the formal governance of the contract and translates to the contract documentation. It is responsible for ensuring that contract obligations, rights, and constraints are identified and managed in a timely manner to ensure successful execution of the contract and that all contract deliverables are delivered on time and to the contracted scope and acceptance criteria.

Sourcing Strategy Management

The process of defining and managing a strategy framework which aligns with the needs and strategic vision of the business to enable effective decisions about whether IT services should be offshored, outsourced, provided by shared services or provided by transforming the in-house operation.

Vendor Relationship

Supplier Relationship Management

Developing effective relationships with suppliers to deliver business objectives whilst continuously assessing supplier partnership ,contribution and viability. Reviewing, monitoring and driving supplier performance to meet the agreed targets and instigating actions to eradicate poor performance.


Manage and Control process definitions are below.



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Workforce Management

People Performance Management

Defining and implementing policies and procedures to manage the workforce.

Talent ManagementDefining and implementing policies and procedures to identify skill gaps, develop workforce skills and recruit new staff.

Technology and Infrastructure Management


Effective and efficient management of the IT infrastructure, throughout the service lifecycle. Requires an understanding of business priorities and the ongoing monitoring and assessment of performance.


The function responsible for managing applications throughout their lifecycle. See also Service Management.

Quality and Assurance Management


The process of monitoring whether key policy, regulatory or legal requirements are being met and managing any breaches in those requirements. Setting the standard and monitoring the quality of IT services through continual audit to build quality excellence and ensure efficient and effective checks.

Assurance Management

Defining measures, setting targets and consolidating reports to track and identify areas for service improvement. Includes assurance that risks are being managed, with clear identification of risks and risk management strategies, assignment of risk owners and tracking of risks and their mitigation.


Continual Service Improvement is responsible for managing improvements to Processes and Services. The Performance of the Service Provider is continually measured and improvements are made to Processes, Services and Infrastructure in order to increase Efficiency, Effectiveness, and Cost Effectiveness.


Manage and Control process definitions are continued below.



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Financial Management


The function and processes responsible for managing an IT Service provider’s budgeting, accounting and charging requirements.

IT Service Charging

The implementation of mechanisms to charge for IT services that are transparent and understood and which allocate IT costs fairly and accurately across the business, aligning cost drivers appropriately to business usage and the service provided.

Appendix H: IT Service Management Detailed Analysis


Maturity ratings assess how well positioned an IT organization is meet the current needs as well as anticipate plan for future needs and capabilities. IT at FIT was evaluated across each of the 47 processes within the ITSM Maturity Model and assigned a maturity rating based upon the following definitions.

ITSM Maturity Model Introduction

ITSM Maturity Assessment

Sample Process Maturity Rating Sample Current State Rating

0: Non-Existent 1: Initial 2: Repeatable 3: Defined 4: Managed 5: Optimized

The capability does not currently exist

The capability of the organization is ad hoc and does not meet its current or future needs

The capability of the organization minimally meets its basic needs, but does not meet its future needs

The capability of the organization meets its current needs and provides a solid platform for the future

The capability of the organization meets or exceeds its current needs

The capability leads the industry and/or is particularly innovative

Legend:


Sample Process Area

Current State

ITSM Maturity Rating0 1 2 3 4 5


ITSM Manage Business & Customer RelationshipsIT lacks defined processes and structures to drive a true service-based model.

Domain Capability Process ITSM Maturity Rating Key Observations

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• The CIO is the primary point of contact for many business and academic units and sits on several committees but there is not a defined model of interaction between IT staff and business units to ensure that IT is satisfying business needs

• Both end users and IT staff indicate the business/functional requirements and needs are not always understood resulting in solutions that don’t always fully meet user needs (e.g., purchasing 3D printers and roll out of FIT mobile app)



• Interaction between IT and end users tends to be transactional and reactive in nature (e.g., help desk or classroom support)

• There is confusion among department users regarding who to contact within IT to receive service for different issues or to follow up on a request

• Some IT staff have close relationships with users, but many of these are not formalized

• IT provides end-user support but does not measure user satisfaction with the help desk, and there is a lack of systematic tracking of customer satisfaction with the IT services being delivered

• Students report general satisfaction with IT services, but also indicate they tend to trouble shoot on their own before engaging IT

0 1 2 3 4 5

0 1 2 3 4 5



ITSM PlanIT currently lacks a process for aligning technology strategy with academic and administrative strategies and needs.


Plan

IT Strategy and Business Alignment


• Although there are different committees and task forces formed for IT, there is not a current campus-wide IT strategic plan. The latest plan is from 2011 and is aligned to the prior FIT Strategic Plan


• No campus-wide process exists to determine what services are needed or how they will be delivered or how success is measured

• IT service levels are not defined nor communicated which results in ambiguity and frustration from both users and IT staff


• Innovation is present within IT (e.g., FIT mobile application and Google) but without the appropriate controls and collaboration to ensure the realization of benefits.

• There is not a defined process for bringing forth ideas, research, latest trends, or to pilot new solutions or ideas

IT Annual Budgeting & Planning

• IT budget processes are planned, documented, and performed but projects tend to be viewed in isolation without a greater understanding of the overall strategy

• Other divisions engage with IT on individual planning efforts to coordinate budget requests to the College but without standard agreements

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5



ITSM Plan (continued)IT currently lacks a process for accurately forecasting demand and resource management.


Plan

Investment Portfolio Management

Demand Management

• No standard process exists for capturing and translating the business/functional requirements for new or existing services

• Demand is determined on an ad-hoc basis as capacity allows, sometimes resulting in a lengthy backlogs of service requests and shifting priorities

Resource Management

• Capacity planning for services and resources does not occur in a structured and consistent manner

Architecture Management

Enterprise Architecture Planning

• The existing network architecture is mostly documented, but there is a lack of structured planning and vision for the overall IT Architecture

• Changes are introduced without a full understanding and shared vision of the impact on the rest of the operation

Architecture Standards Planning

• IT does not have defined Architecture policies and standards to enable the IT strategy; although there is frequent discussion and thought

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5



ITSM BuildWithout a service catalog and defined expectations for service levels, end users and IT staff express a lack of clarity on IT’s role.


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Service CatalogManagement

• There is not currently an IT service catalogue that outlines information about deliverables, prices, contact points, and ordering and request processes, although there is an initiative to create one

Project Portfolio Control / Assurance

Portfolio Delivery Management

• IT uses Basecamp to track projects across the division but it has not been fully adopted across all departments

Program and Project Management

Program / Project Management

• Templates and tools do exist but are not consistently applied to projects at all stages of the lifecycle

• Project prioritization is often left to IT Managers • The role of the PMO varies from project to project

and is perceived by some to be aggregators of information

• There is a lack of distinction between daily tasks, small projects, and large projects and how to account for the efforts associated with each

Solution Development


• Business requirements are not consistently captured and are dependent upon IT staff’s preferences and capabilities

• There is a lack of consistent collaboration between IT and business users to define, clarify, agree upon, and revisit requirements throughout the project

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

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ITSM Build (continued)The solution and service designs often operate in siloes without linkage to the overarching services provided.


Bui

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Solution Design

• There are individuals with specialized skills and knowledge who contribute to solution design processes, but compliance is not mandatory or monitored

• Solutions are not always designed with clear links to business requirements and processes do not always adhere to design standards and best practices

Service Design

• The is a lack of strategic planning and organizing of people, infrastructure, communication ,and material components of services

• Services are not always designed with specified service levels (availability, restore time, etc.)

Solution Build and Configure

• The selection of solution build and configure methodology is not standardized or fully documented

• Consistency and standardization of implementation varies among departments

Solution Test

• Some standard practices exist, but solution testing and end user involvement varies across departments and projects

0 1 2 3 4 5

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ITSM TransitionIT has a change management structure, but processes and roles are not well documented, with variation in service testing and acceptance.


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Change Management

• IT does have a Change Control structure; however change management processes and roles are not well documented

Configuration and Asset Management

• IT asset management is predominantly manual with different departments within IT tracking their own assets and refresh cycles without a holistic view

• There are established processes between IT and the College’s Asset Management but are predominantly manual

• IT does not have a mechanism for tracking equipment procured by departments outside of IT

• IT does not have an effective database of IT configuration items to use in technology planning

• A logical model for maintaining and verifying configuration items is not consistently followed

Service Testing and Acceptance

• In general, acceptance testing is informal and completed on a project by project basis without consistent methods across the division to ensure they are accepted by the business before implementation

0 1 2 3 4 5

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ITSM Transition (continued)The informal nature of information processes within IT results in inconsistent management and sharing of knowledge.


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Service Transition

Release and Deployment Management

• IT does not maintain a rolling plan for functional releases which would contain most of the required approval, testing, communication and rollout activities


• Knowledge management occurs primarily through informal means within IT as there isn’t a shared repository of documentation across the division

• Lack of a common repository means work and information is often recreated when similar projects are introduced later on

0 1 2 3 4 5

0 1 2 3 4 5



ITSM RunIT does not proactively apply processes to improve the quality of IT delivery to users.


Run


Service Level Management

• There is lack of defined service levels agreements and targets

• IT lacks a robust monitoring system to analyze and determine target service levels (e.g. requests for assistance are not always entered into the ticketing system and the help desk has a high percentage of tickets escalated to Tier 3)

Service Operation

Event Management

• Event management (i.e., a change that has significance for the management of monitored services) is largely ad-hoc and predominantly investigatory following the report of a service outage

Incident Management

• A basic incident management process exists using the incident list-serve but is not consistently followed

• The processes by which incidents are managed vary widely depending on the department/individual receiving the request


• Aside from some IT monitored services, identification of system outages or performance problems predominately occur through manual checks or user-reported incidents

• Procedures for delivering a sustained level of availability are not formally documented

0 1 2 3 4 5

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ITSM Run (continued)Policies and processes for service operations are not well defined or communicated within IT or the user community.


Run Service

Operation

Security Management

• There are a few general user policies related to security and network access but internal IT security policies and guidelines are not defined

• IT has been involved in projects to update physical security and surveillance technology at FIT

• IT has been working with SUNY Security Operations Center (SOC) to perform weekend penetration testing, but there is a lack of clarity and coordination to act upon the reports generated

Service Continuity Management

• IT service continuity management processes and activities are not formally defined and executed

• Service outage and resolution activities return the service to normal operations but there is a lack of clarity in agreed business timelines

Access Management

• Basic processes for adding new users, granting permission, or removing accounts are not always fully understood by end users within needing access to run reports

• IT provides lists of users with account and system access to business units but not a regular intervals

Problem Management

• Core problem management procedures are not formally defined. The bulk of problem resolution is based upon recurring Incidents and help desk tickets as opposed to proactive problem management

0 1 2 3 4 5

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ITSM Run (continued)Pent up demand for services and ambiguous expectations have resulted in many departments finding ways to avoid using IT for services/support.


Run Service

Operation

Service Reporting

• IT does not provide routine reporting on service metrics

Request Fulfilment

• Request models are not defined to ensure frequently required services are handled consistently and within agreed upon service levels

• Users have little understanding of what the approval process is or expected fulfillment time for requests

• The lack of visibility into the prioritization of requests frustrates users

• There are many channels for making requests (e.g., help desk, meetings, phone, portal) but without clear differentiation between normal tasks and larger projects

Capacity Management

• Comprehensive capacity planning does not occur and or does not always consider all resources required to deliver the IT services

0 1 2 3 4 5

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ITSM Manage Supplier & Vendor RelationshipsIT maintains relationships with key vendors and follows the College’s procurement guidelines, taking advantage of state contracts when possible.


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Sourcing and Procurement Management

Supplier Selection

• Selection criteria for suppliers is defined and documented following the College’ Procurement guidelines

• IT takes advantage of State and SUNY contracts but doesn’t keep an updated inventory of contracts FIT could be eligible for

Contract Management

• Contracts are managed through a database within IT and renegotiated during renewals

• General Counsel is not consistently brought into contract negotiations before a contract is finalized

Sourcing Strategy Management

• IT does not have a defined sourcing strategy although actions have been taken in the past with poorly delivered outsourced services (e.g., the helpdesk)

Vendor Relationship

Supplier Relationship Management

• Relationship strategy is defined in some areas to extend beyond current products in order to look towards new products and designs (e.g., with Ellucian Banner)

0 1 2 3 4 5

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ITSM Manage and ControlVery limited processes, controls, and strategies exist for the management of the IT workforce and technology across departments.


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Workforce Management

People Performance Management

• There is limited definition and information execution of workforce management processes and activities

• Formal and informal performance feedback is limited

Talent Management

• There is limited definition and execution of talent management strategies

Technology and Infrastructure Management


• Operations management is formalized within the organization and operates daily activities, however, there is a lack of ongoing understanding of business priorities


• Application maintenance, change management, and release planning are not consistently handled

• Lack of documentation and reliance on upon staff’s institutional knowledge of applications makes attrition/turnover a considerable risk for proper maintenance

0 1 2 3 4 5

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ITSM Manage and Control (continued)IT does not have institutionalize compliance management, assurance management, or continual service improvement.


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Quality and Assurance Management


• Compliance processes are not defined and understood throughout the organization

• Limited monitoring is conducted to ensure compliance with key policies and regulatory and legal requirements

• Internal Audit provides some compliance management support, however there is only one individual with responsibility across the institution

Assurance Management

• The assurance processes are largely informal without dedicated staff

• IT does not define measures, set targets, or consolidate reports to track and identify areas for service improvement


• There is limited continual service improvement functions or processes within IT

• Improvement activities are largely based on break-fix actions and dependent upon individuals although there is expressed desire among some staff take a measured approach service improvement

0 1 2 3 4 5

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ITSM Manage and Control (continued)There are limited financial controls to assess the cost/benefit of large IT investments and to monitor total IT spend across the campus.


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Financial Management


• IT budgeting is performed following routine practices but without a clear cost/benefit assessment or long-term vision for IT investment decisions

• Other departments across the college are able to purchase and procure IT equipment, so it is difficult for the college to consistently monitor total IT spend and account for total lifecycle costs

IT Service Charging

• IT does not perform service charging0 1 2 3 4 5

0 1 2 3 4 5


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Deloitte FIT IT Assessment Final Report Current State ...€¦ · 6 Fashion Institute of Technology...

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