IT Centralization, Shaping Culture & Research Credibility:

Success is Possible

Michael Hites – CIO, SMUJason Warner—Director of Academic Technology Services, SMU

YOUR PERSPECTIVE:• Highly decentralized IT• Highly centralized IT• Perfect hybrid IT alignment• Part of an IT consolidation/unification/centralization effort

• Been there, done that• There now• Moving that direction

• Other?

1990’sBEGINNINGS & FASCINATION• IT units “sprout up”

based upon need, funding

• Central IT service area formed

• Consumerization & democratization of technology IT explodes

2000-2007RAPID GROWTH: AWAKENING

Central IT• Deliberate, careful, measured• Professional• Process & Services• Institutional • Strong but not strategic • Commodity, utility, common• Enterprise• Secure• Standardized• Expensive

Other IT• Agile, responsive, direct• “Organically” Professional• Personalized• Contextual community• Strong but not strategic• Academic, instructional• Innovative, Experimental• Flexible• Differential• Expensive

2008 IT PLAYERS & SINGLES @ SMU• CENTRAL IT – CIO reports to Chief Financial Officer• OTHER IT

• ENGINEERING—Director of Technology reporting to Dean• BUSINESS—Director of Technology reporting to Dean• ARTS—Director of Technology reporting to Dean• LAW—Director of Technology reporting to Dean• DEVELOPMENT & EXTERNAL AFFAIRS—Director of Technology reporting to unit VP • THEOLOGY—Director of Technology reporting to Dean

2007-2008FIRST IT MARRIGE ATTEMPT• Optimize service delivery• Unify user experiences• Implement stronger governance• Eliminate redundancies • Align with SMU strategic plan• Centralize 100% reporting to CIO• Assess, analyze, stall

2008 FIRST UNIFICATION AFTERMATH

Addressed• Unified email services and

servers• Unified classroom emergency

response• Consolidated university-level

hardware/software maintenance funding

Did not address• Staffing alignments and reporting• Distributed service redundancy• Faculty or student user

experience• Governance• Teaching• Online education• Research

2009-2013UNEASY TRUCE• 2008 financial crisis• Institutional anxiety• Deeper IT entrenchment

at all levels• Expanding risks and

costs• Disparity between

“have’s and have nots” increases

• Fragmentation of faculty and student experience

2014-2015 ARRANGED MARRIAGE OF I.T. ORGANIZATIONAL EXCELLENCE FOR THE 2nd CENTURY

• President and Provost’s “O. E. 2. C.”• Consultant-led diagnostic “fact base” of IT• IT anxiety and stagnation• Operational or academic?• CIO overhauls senior leadership overhaul• Complete same day IT unification• Arranged marriage of people, cultures, services, values• New “with teeth” governance• New concept Academic Technology Services model

SMU

OE2

CIT

UN

IFIC

ATIO

NKI

CK O

FF

SMU

OE2

CIT

UN

IFIC

ATIO

NKI

CK O

FF

Initial Bain data suggests organization of 134-155 staffHelp desk 8 10 1

Client mgmt. and hardware support 4 7 1

Classroom/Desktop support* 11 11 1

Network 8 10 1

Servers 12 15 2

ERP* 10 10 1

Database Admin. 4 5 1

Programmers 7 8 1

Business Analyst 4 4 1

Web 6 8 1

Security 6 7 1

Project Management 2 2 ½

Enterprise Architect 1 1 ½

Training 5 7 1

Switchboard 3 3 1

Unique academic Support* 17 20 1

HPC 5 5 1

Event Support 2 3 0

Physical Security 3 3 0

Total 118 139 17

LOW ESTIMATE HIGH ESTIMATE MANAGER ESTIMATE

*Embedded in unitsNote: An alternative org sizing methodology can be found in the appendix

Consultant Data

(July 2015)

VALIDATING CONSULTANT DATA: Peer and AspirantsSMU Peer or Aspirational Boston College Student FTE Total IT Staff

Student FTEs per IT staff

SMU 9,585 113 85

Aspirational Boston College 13,455 230 59

AspirationalBrandeis

University 5,620 79 71

CohortAmerican University 11,332 181 63

Cohort Baylor University 15,837 133 119

CohortMarquette University 10,722 97 111

CohortPepperdine University 6,151 83 74

CohortSyracuse

University 20,068 318 63

CohortUniversity of

Denver 9,671 105 93

Cohort University of Tulsa 4,357 53 83

Source: Educause Core Data Survey (FY 2015 data)

Note: Medical schools removed for consistency

40

60

80

100

120

140

160

180

200

115 105 95 85 80 75 70 65 60 55 50

IT S

taff

Coun

t

Student FTE to IT Staff Ratio

IT Staff to Student Ratio Analysis

Current OITStaff Count: 115Student to IT Ratio: 85

Early Bain RecommendationPresentation: UnknownStaff Count: 80-85

Cohort Peer UniversitiesMedical Schools RemovedSource: Educause CDSStudent to IT Ratio: 86Staff Size: 53-318

Bain Final RecommendationSource: Bain GovOrgRecmmendationV2Staff Count: 134-155Suggesting a Student to IT Ratio of 65-70

Aspirational Peer UniversitiesMedical Schools Removed Source: Educause CDSStudent to IT Ratio: 65Staff Size: 79-230

VALIDATING CONSULTANT DATA

SMU

OE2

CIT

UN

IFIC

ATIO

NKI

CK O

FF

SMU“ONE I.T.” SHARED SERVICES – Day 1

Fit into the hole made

for this

We have to make this

Using nothing but this HOWARD, R., et al. (2005). Apollo 13. Universal City, CA, Universal

115 IT POSITIONS TO SERVE 21 IT FUNCTIONS

CIOJoe Gargiulo

Customer Svc.Rachel Mulry

Academic TechJason Warner

InfrastructureDavid Nguyen

Deans

IT Leadership Council

Academic Tech. Council

App SupportCurt Herridge

SecurityGeorge Finney

ProjectsTeena Newman

Helpdesk

Desktop support

A/V & Event Support

Client systems

Training & Comms.

Switchboard

Network & Telecom

Servers & Stor-age, Data Ctr.

HPC

Database Analysts

Developers

Business Analysts

App Administration

Cybersecurity

Physical security

Enterprise Architecture

Lead Academic Technology Services

Directors

Academic Support Specialists

LMS

PresidentR. Gerald Turner

Asst. to the CIOKarie Conklin

Web Development

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x x

x

x

x

5This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Who at SMU is now performing the followingactivities?

Su

pp

ort

Technology helpdesk

General IT question support via phone, email or chat

Computer hardware and mobile device support

Diagnoses and repairs hardware related problems

Student IT support Support IT services dedicated specifically to student needs

Faculty IT supportSupport tech. services tailored to specific faculty/teaching initiatives and needs

Computer lab or technology lab management

Maintaining hardware, software and technologies in a general use, research, or local departmental lab

Instructional Technology/Multi-media Developer

Programming/developing instructional materials for online & hybrid courses and for individual faculty

Ser

vers

, d

ata,

an

dco

mm

un

icat

ion

s

Managing serversRuns servers for unit or department-specific use as well as campus-wide. Includes high performance computing.

Network Admin & Engineering

Manages, designs, implements and maintains campus or local networks, including wireless

Data securityImplements, configures and maintains security devices such as firewalls, intrusion protection/prevention, etc.

Data storage/backups

Implements, configures, and maintains departmental or SMU file storage or backup systems. Includes desktop database admin.

Data center facility mgmt.

Responsible for maintaining data center facilities

TelecommunicationsMaintaining or managing phone, voicemail, or voice over IP devices (service delivery and infrastructure)

Video conferencing Support video conferencing solutions

Web developer Develop global templates and applications for web platform publication

Tech

nol

ogy

lead

ersh

ip a

nd

man

agem

ent

Technology strategy and direction

Involved in strategic planning of technology services or funding/resource allocations

Technology policies, procedures, and standards

Researches and defines IT policies for the University or organizational unit

Technology training and professional development

Facilitates training for software applications delivered in classroom settings

Technology-related purchasing or vendor mgmt.

Researches and procures technology items and devices for SMU or organization

Supervising student employees performing ITactivities

Management of activities for a team of student workers performing IT services

Technology solution architecture

Works with areas or departments to determine technology needs and aligning them with resources and strategies

A/V

Classroom technology assistance and troubleshooting Rapid response to a classroom to assist

faculty with general technology

A/V installations/design

Identifying, installing, replacing of physical AV technology spaces

A/V distance learning Setup and support for online courseware technologies

A/V event support Delivery of AV setup for meetings or conference events

Ap

ps.

and

so

ftw

are

Software application owner/manager or module lead

Responsible for application development, functionality, and/or maintenance, including application security

Systems analyst Data collection, cleaning, and analysis

Configuration & Testing Responsible for configuring and testing key business processes

2015Academic Technology ServicesOrganizational Model

Director, Academic Technology Services

eLearning Operations Team

Course Management & eLearning Solutions

Manager

Course Management & eLearning Solutions

Specialist

Online Course Developer/CTE/?

Online Course Developer/CTE/?

Academic Technology Team

Lyle ATSDCox ATSD

Meadows ATSDDedman ATSD

Simmons ATSDDedman Law/Perkins ATSD

Linux/Scientific Computing

Stats Software Consulting

Guildhall ATSD

Digital Humanities /GIS Technology

Specialist

SMU Libraries ATSD

Ford Research Center

Data Science

Internet of Things

HPC

Adaptive, Contextual, Centralized Academic Support Model:Academic Technology Service Directors

E.g., Digital Humanities, GIS, P&T Support

E.g., Media Production, Video, KalturaSME

E.g., Linux, OpenSource, Qualtrics SME

E.g.,Instructional Design, Statistical Software SME

Capability expertise

Some IT Solutions resources will be mapped to both a school/unit and a capability expertise, some with

just an expertise

ATSD ATSD ATSD ATSD ATSD ATSD ATSD ATSD

COX DEDMAN LAW LYLE MEADOWS PERKINS SIMMONS OTHERS

Scho

ol e

xper

tise Capability focus creates

specialization and sharing talent for

campus-wide IT faculty resources

• Embedded ATSD’s maintain and create local expertise and create clear accountability to academic unit faculty

• Deans provide input to embedded ATSD’s performance reviews

• IT ATSD is point of contact for a Dean and faculty and can leverage cross campus expertise and team resources

ATSD will help create accountability to a Dean for a schools’

strategic needs

2015-2017“ONE I.T.” TURBULENCE• “You cannot make up in tactics what you lack in strategy.”• Time, trust & toxicity• Skill gaps, fit gaps, service gaps• Outdated policies, procedures, processes, people• Unrealistic savings projections• Narrow window of institutional change tolerance• Achieving cohesive leadership, vision and values

Cultures Collide: Marrying IT with IT

Academics Enterprise

Strategic Engagement

“Order Taker” Service Values

Low-value, High Touch

Relationships

Saying No, or Conditions of

Yes

Measurability &

Accountability

CHALLENGES

Strengths…• Institutional knowledge

• Built-in trust relationships

• Deep knowledge of academic needs

• New opportunities• Embedded personnel “face of IT”

…But Also Sources of Stress• Immediate lack of exemplars

• Entrenched silos still “us vs them”• Reorienting to relationships,

reporting• Persistent legacy needs• From “rogue” to reality check• Round pegs in square holes• Varying “true” technology skills• Lagging processes• 100% Time Accountability

Transforming People

New leadership can be naïve about culture

COM

MIT

MEN

T

CUST

OM

ER S

ERVI

CE

CON

TIN

UO

US

IMPR

OVE

MEN

T

COM

MU

NIC

ATIO

N

CARE

ER S

ATIS

FACT

ION

The Office of Information Technology will

deliver technology and support to create, expand, and impart knowledge through teaching, research and service

University IT for the2nd Century

CONTINUOUS IMPROVEMENT: Constantly look for improvement opportunities

• We can’t continue to do things the way we have always done them

• Be on the lookout for opportunities to improve and enhance the services we provide and the way we provide them

COMMUNICATION: Share information appropriately and in a timely manner

CUSTOMER SERVICE: Serve the SMU Community in an extraordinary way

• This applies to our external customers (Faculty, staff, students, parents, alum, affiliates, etc.) as well as our internal customers—i.e our co-workers!

CAREER SATISFACTION: Develop your strengths and skills to increase job satisfaction

• Invest in professional development

• Develop new skills – look ahead

• Be engaged and energized with the work you do

• Communication can make or break a team. Transparency and open lines of communication are necessary

• Ensure our customers have the information in a timely manner in a way that they can understand

• Ensure our coworkers have the information they need to succeed

COMMITMENT: Be all in!

• Commitment to the SMU Community and the overall SMU Mission

• Commitment to your teams and coworkers

• Commitment to delivering excellence

Competing & Ambiguous Institutional Goals & Priorities

MILESTONESProgress relative to

deliverables on 12 month blueprint

SAVINGSAmount made available by

head-count reductions

SERVICE COMMITMENTS

Performance relative to standards promised to

campus

CUSTOMER SATISFACTION

Regular surveying to understand and respond to

needs and trends

Measures of internal OIT and OE2C goals:

Measures of campus experience with OIT:

2017-2018 “ONE I.T.” CAUTIOUS ALLIANCES

• Positioning to support research• New CIO, new leadership

• Smooth leadership transition (1 week overlap)• CIO meets with President, Provost and ever Dean and VP individually:

“What does IT need to work on for you and your area?”

• Rapid Senior IT Leadership Development• MOR Program

• Jump-start of stalled strategic “SOAP” planning• Academic Technology Service Director role “exemplars” begin work• Student Technology Advisory Council created

2017 Provost Releases “Academic Quality” Research & Scholarship Strategic Goals

• Data Science• Internet of Things• High Performance Computing• Digital Scholarship• Creative Computation

Exemplars: Academic Technology Service Directors

Legacy IT Ecosystems, Directors, Services

IT Relationship, Strategy, Portfolio

Management (ATSD)

• AT&T Virtualization Center / Open Stack Shop• Expanded Digital Humanities support• Replaces old HPC with new HPC cluster• Redefines Engineering school general use cluster

from isolated data closet to data center• Dedicates specialized support for world-renown

video-game development Guildhall• Coordinates IT-led practicums and research

initiatives in data science, R, etc.

Projects & New Ideas (PMO)

• Assembles IT Resources• Executes• Reports Progress• Coordinates with ATSD as

needed• Aligns with governance

Steady State

Portfolio Manager

Service Broker

Communicator

Community Member

Critical Thinker

Analyst/Investigator

Leader Without Authority

Change Agent

Relationship Builder

Accountable Face of IT

Strategic Tech Planner

Servant Activist

Refined PMO & IT Project Approval Workflow

Academic TechnologyService Director (ATSD)

Initiates Academic Requests

Academic TechnologyService Director (ATSD)

Facilitates Implementation and Work

Governance& PMO

2018 “ONE I.T.”FULFILLMENT & HARMONY• ManeFrame 2 (HPC) brought online in only 6 months• Engineering “general use” cluster moved to UDC and expanded for research• AT&T Center for Virtualization & open stack development• Virtual reality & medical practice• CORE & Budd Center data warehouse initiatives with DISD• National Center for Arts Research• Computational chemistry – local mode analyses, unified reaction valleys• Molecular dynamics—large-scale atomic/molecular massive parallel simulator• Cancer research—Vogel-Wise Research group, new drugs• Large Hadron Collider (LHC)—analysis work with CERN• Institutionalization of the “ATSD” model across departments

New IT Culture: Collaboration & Communication• Academic Investments, not

Costs• Respond more quickly• Advocacy for academic needs• Deliberate and proactive

interventions• Partnerships, not Processes &

Bureaucracy• Faculty user experience• Integrate, integrate, integrate• Adapt and innovate more

quickly

Refined PMO Tracking of 100% of IT Personnel Time

New Research Team & Data Science Positions

• Data Science Research Applications Developer• Internet of Things (IoT) / Advanced Linux Application Developer• High Performance Computing Architect• Academic Technology Service Director (ATSD): Guildhall• SMU Libraries Head of Systems (ATSD)• Data Science Applications Architect• Data Science Visualization Developer

Dedicated Research Technology Support Focus

Deliver Expanded, Dedicated Support for Technology Enabled Research

School Academic Technology

Service Directors (OIT)

Servers & Systems

(OIT)

Data Analytics &

Visualization(OIT)

HPC (Center for

Computational Science)

Creative Computing (Center for

Creative Computation)

Data Security(OIT)

Digital Humanities

(SMU Libraries/OIT)

Research Project

Management(OIT)

GIS(SMU

Libraries/OIT)

Research Networking

(OIT)

Programming & Application Development

(OIT)

Research Repository and Archives (SMU

Libraries)

ResearchSharedServices

“One IT” Shared Service Success, Lessons Learned• Be bold• Practice relationship management• Demonstrate value of unified infrastructure, data centers• Demand unified & capable PEOPLE• Develop data early

• Infrastructure—who uses what? What are they doing?• People—who does what? How much time do they spend?• Data—who owns student and faculty data? What governance is needed?

• Push regularly iterative governance• Align with academic strategy first—research, teaching, faculty, students• Break the model and prepare people to do it again

Michael HitesSMU, Chief Information Officerhites@smu.edu

Jason WarnerSMU, Director of Academic Technologyjasonw@smu.edu

Open Discussion & Feedback