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
4 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
5 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
6 Fashion Institute of Technology IT Assessment Final Report: 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
7 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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 Leadership and Governance (p16)
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 Leadership and Governance (p18)
IT Finance (p26)
IT Finance (p28)
IT Talent (p46, p56)
Network Audit Review of WPG Audit Report and recommendations implementation
IT Services (p61)
8 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
9 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
10 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
11 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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)
12 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
15 Fashion Institute of Technology IT Assessment Final Report: 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.
16 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
17 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
• 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
18 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
19 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
20 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
21 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
23 Fashion Institute of Technology IT Assessment Final Report: 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 Financial Management
IT Finance
24 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
25 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
$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
26 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
• 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
27 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
28 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
29 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
IT Financial Management
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
31 Fashion Institute of Technology IT Assessment Final Report: 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.
32 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
33 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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)
35 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
Instructional Design
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
36 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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)
37 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
Instructional Design
Project Management
IT Architecture
Applications Website / Portal Operations Information
Security
IT Leadership / Management
IT Communications
Instructional Design 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
SupportSecurity
Engineering
Administrative Services Service Desk Systems
ArchitectureUsability/User
Design Database 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
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%
38 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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)
39 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
40 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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)
41 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
42 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
43 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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)
44 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
45 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
46 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
47 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
48 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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)
Analysis based on 73% IT response rate overall (n=77)
49 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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)
Analysis based on 73% IT response rate overall (n=77)
50 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
The categories with the least reported “Experts” include IT Architecture, Information Systems/Network, Information Systems Security, and Capacity Management.
Skills – General Technical Competencies p1
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)
No proficiency Basic Foundational Intermediate Advanced Expert
Self-Assessment General Technical Competencies p1 (Detailed)
Analysis based on 73% IT response rate overall (n=77)
51 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
Skills – General Technical Competencies p2
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
Analysis based on 73% IT response rate overall (n=77)
52 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
General Technical Competencies p2 (Detailed)
No proficiency Basic Foundational Intermediate Advanced Expert
Self-Assessment General Technical Competencies p2 (Detailed)
Analysis based on 73% IT response rate overall (n=77)
53 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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 Architecture
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
No proficiency Basic Foundational Intermediate Advanced Expert
Self-Assessment Specialize IT Skills p1
Analysis based on 73% IT response rate overall (n=77)
54 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
Specialized IT Skills p2
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
Analysis based on 73% IT response rate overall (n=77)
55 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
Analysis based on 73% IT response rate overall (n=77)
56 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
58 Fashion Institute of Technology IT Assessment Final Report: 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
Requirements Management
Solution Design
Service Design
Solution Build & Configure
Solution Test
Change Management
Configuration & Asset Mgmt
Service Testing & Acceptance
Release & Deployment Mgmt
Knowledge Management
Technology Operations
Application Management
Compliance Management
Assurance and Risk Mgmt
Continual Service Improvement
IT Financial Management
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.
59 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
60 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
Architecture management
Manage supplier and vendor relationshipsSourcing and procurement management Vendor relationship
Suppliers Vendors
Financial management
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
61 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
62 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
63 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
64 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
65 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
High Risk to operational efficiency
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.
High Risk to operational efficiency
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
67 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
68 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
69 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
70 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
71 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
72 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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)
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
Legend:Industry Avg or Median3 Participating Peer1FIT
Average or Better Key ChallengeNeeds Improvement
Industry Comparison3
73 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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%)
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
Legend:Industry Avg or Median3 Participating Peer1FIT
Average or Better Key ChallengeNeeds Improvement
Industry Comparison3
74 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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)
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
Legend:Industry Avg or Median3 Participating Peer1FIT
Average or Better Key ChallengeNeeds Improvement
Industry Comparison3
Appendix A: Stakeholder Interviews
76 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
77 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
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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
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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
81 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
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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
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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
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IT Job Titles, Families and Functions
Job Families Job Functions Job Function Descriptions
IT Leadership
IT Leadership / Management
• 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
Client Relationship Management
• 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
Business & Finance Services
• 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.
86 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
Job Families Job Functions Job Function Descriptions
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
Software Distribution & Management
• 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
IT Job Titles, Families and Functions
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Job Families Job Functions Job Function Descriptions
Instructional Design
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
Enterprise Architecture
• 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
IT Job Titles, Families and Functions
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Job Families Job Functions Job Function Descriptions
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
Application Development
• 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
Data Warehouse Analysis
• 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
IT Job Titles, Families and Functions
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Job Families Job Functions Job Function Descriptions
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
Database Development
• 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
IT Job Titles, Families and Functions
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Job Families Job Functions Job Function Descriptions
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
Security & Risk Management
• 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
IT Job Titles, Families and Functions
Appendix D: Functional Survey Methodology and Full Results
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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
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Primary Functional Alignment of IT Staff (>50% of Time)
Analysis based on 87% IT response rate overall (n=91)
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Secondary Alignment of IT Staff (>25% of Time)
Analysis based on 87% IT response rate overall (n=91)
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Other Duties of IT Staff (<25% of Time)
Analysis based on 87% IT response rate overall (n=91)
Appendix E: Self-Assessment Survey Methodology and Full Results
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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.
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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)
99 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
General Business Competencies (Detailed)
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)
Analysis based on 73% IT response rate overall (n=77)
100 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
.
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
Analysis based on 73% IT response rate overall (n=77)
101 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
General Technical Competencies p1 (Detailed)
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)
No proficiency Basic Foundational Intermediate Advanced Expert
Self-Assessment General Technical Competencies p1 (Detailed)
Analysis based on 73% IT response rate overall (n=77)
102 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
General Technical Competencies p2
General Technical Competencies p2
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
Analysis based on 73% IT response rate overall (n=77)
103 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
General Technical Competencies p2 (Detailed)
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
General Technical Competencies p2 (Detailed)
No proficiency Basic Foundational Intermediate Advanced Expert
Self-Assessment General Technical Competencies p2 (Detailed)
Analysis based on 73% IT response rate overall (n=77)
104 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
No proficiency Basic Foundational Intermediate Advanced Expert
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 Architecture
Enterprise Directory Services
Specialized IT Skills p1Self-Assessment Specialize IT Skills p1
Analysis based on 73% IT response rate overall (n=77)
105 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
Specialized IT Skills p2
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 Expert
Self-Assessment Specialize IT Skills p2
Analysis based on 73% IT response rate overall (n=77)
106 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
Analysis based on 73% IT response rate overall (n=77)
Appendix F: Business Unit Applications
108 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
110 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
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
Requirements Management
Solution Design
Service Design
Solution Build & Configure
Solution Test
Change Management
Configuration & Asset Mgmt
Service Testing & Acceptance
Release & Deployment Mgmt
Knowledge Management
Technology Operations
Application Management
Compliance Management
Assurance and Risk Mgmt
Continual Service Improvement
IT Financial Management
IT Service Charging
Service Reporting
Request Fulfilment
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
111 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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)
Customer Relationship Management
Customer Relationship 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.
112 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
Plan process definitions are below.
IT Service Management Process Definitions
Domain Capability Process Process Definition
Plan
IT Strategy and Business Alignment
IT Strategy Development
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.
Service Strategy Development
Strategy specifically focused on the services provided by the IT organization – what services should be delivered, how should they be delivered.
IT Innovation Management
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.
113 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
Build process definitions are below.
IT Service Management Process Definitions
Domain Capability Process Process Definition
Bui
ld
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
Requirements Management
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.
114 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
Transition process definitions are below.
IT Service Management Process Definitions
Domain Capability Process Process Definition
Tran
sitio
n
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
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.
115 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
Run process definitions are below.
IT Service Management Process Definitions
Domain Capability Process Process Definition
Run
Service Portfolio Management
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.
Availability Management
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.
116 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
Run process definitions are continued below.
IT Service Management Process Definitions
Domain Capability Process Process Definition
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.
117 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
Manage Supplier and Vendor Relationships process definitions are below.
IT Service Management Process Definitions
Domain Capability Process Process Definition
Man
age
Supp
lier a
nd V
endo
r R
elat
ions
hips
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.
118 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
Manage and Control process definitions are below.
IT Service Management Process Definitions
Domain Capability Process Process Definition
Man
age
and
Con
trol
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
Technology Operations
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.
Application Management
The function responsible for managing applications throughout their lifecycle. See also Service Management.
Quality and Assurance Management
Compliance 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
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.
119 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
Manage and Control process definitions are continued below.
IT Service Management Process Definitions
Domain Capability Process Process Definition
Man
age
and
Con
trol
Financial Management
IT 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
121 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
122 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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
Man
age
Bus
ines
s an
d C
usto
mer
Rel
atio
nshi
ps
Business Relationship Management
Business Relationship Management
• 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)
Customer Relationship Management
Customer Relationship Management
• 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
0 – Non-Existent 1 – Initial 2 – Repeatable 3 – Defined 4 – Managed 5 – Optimized
123 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
ITSM PlanIT currently lacks a process for aligning technology strategy with academic and administrative strategies and needs.
Domain Capability Process ITSM Maturity Rating Key Observations
Plan
IT Strategy and Business Alignment
IT Strategy Development
• 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
Service Strategy Development
• 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
IT Innovation Management
• 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
0 – Non-Existent 1 – Initial 2 – Repeatable 3 – Defined 4 – Managed 5 – Optimized
124 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
ITSM Plan (continued)IT currently lacks a process for accurately forecasting demand and resource management.
Domain Capability Process ITSM Maturity Rating Key Observations
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
0 – Non-Existent 1 – Initial 2 – Repeatable 3 – Defined 4 – Managed 5 – Optimized
125 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
Domain Capability Process ITSM Maturity Rating Key Observations
Bui
ld
Service Portfolio Management
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
Requirements Management
• 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
0 1 2 3 4 5
0 – Non-Existent 1 – Initial 2 – Repeatable 3 – Defined 4 – Managed 5 – Optimized
126 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
ITSM Build (continued)The solution and service designs often operate in siloes without linkage to the overarching services provided.
Domain Capability Process ITSM Maturity Rating Key Observations
Bui
ld Solution Development
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
0 1 2 3 4 5
0 1 2 3 4 5
0 1 2 3 4 5
0 – Non-Existent 1 – Initial 2 – Repeatable 3 – Defined 4 – Managed 5 – Optimized
127 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
ITSM TransitionIT has a change management structure, but processes and roles are not well documented, with variation in service testing and acceptance.
Domain Capability Process ITSM Maturity Rating Key Observations
Tran
sitio
n
Service Transition
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
0 1 2 3 4 5
0 1 2 3 4 5
0 – Non-Existent 1 – Initial 2 – Repeatable 3 – Defined 4 – Managed 5 – Optimized
128 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
ITSM Transition (continued)The informal nature of information processes within IT results in inconsistent management and sharing of knowledge.
Domain Capability Process ITSM Maturity Rating Key Observations
Tran
sitio
n
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
• 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
0 – Non-Existent 1 – Initial 2 – Repeatable 3 – Defined 4 – Managed 5 – Optimized
129 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
ITSM RunIT does not proactively apply processes to improve the quality of IT delivery to users.
Domain Capability Process ITSM Maturity Rating Key Observations
Run
Service Portfolio Management
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
Availability Management
• 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
0 1 2 3 4 5
0 1 2 3 4 5
0 1 2 3 4 5
0 – Non-Existent 1 – Initial 2 – Repeatable 3 – Defined 4 – Managed 5 – Optimized
130 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
ITSM Run (continued)Policies and processes for service operations are not well defined or communicated within IT or the user community.
Domain Capability Process ITSM Maturity Rating Key Observations
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
0 1 2 3 4 5
0 1 2 3 4 5
0 1 2 3 4 5
0 – Non-Existent 1 – Initial 2 – Repeatable 3 – Defined 4 – Managed 5 – Optimized
131 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
Domain Capability Process ITSM Maturity Rating Key Observations
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
0 1 2 3 4 5
0 1 2 3 4 5
0 – Non-Existent 1 – Initial 2 – Repeatable 3 – Defined 4 – Managed 5 – Optimized
132 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
ITSM Manage Supplier & Vendor RelationshipsIT maintains relationships with key vendors and follows the College’s procurement guidelines, taking advantage of state contracts when possible.
Domain Capability Process ITSM Maturity Rating Key Observations
Man
age
Supp
lier a
nd V
endo
r Rel
atio
nshi
ps
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
0 1 2 3 4 5
0 1 2 3 4 5
0 1 2 3 4 5
0 – Non-Existent 1 – Initial 2 – Repeatable 3 – Defined 4 – Managed 5 – Optimized
133 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
ITSM Manage and ControlVery limited processes, controls, and strategies exist for the management of the IT workforce and technology across departments.
Domain Capability Process ITSM Maturity Rating Key Observations
Man
age
and
Con
trol
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
Technology Operations
• Operations management is formalized within the organization and operates daily activities, however, there is a lack of ongoing understanding of business priorities
Application Management
• 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
0 1 2 3 4 5
0 1 2 3 4 5
0 1 2 3 4 5
0 – Non-Existent 1 – Initial 2 – Repeatable 3 – Defined 4 – Managed 5 – Optimized
134 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
ITSM Manage and Control (continued)IT does not have institutionalize compliance management, assurance management, or continual service improvement.
Domain Capability Process ITSM Maturity Rating Key Observations
Man
age
and
Con
trol
Quality and Assurance Management
Compliance 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
Continual 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
0 1 2 3 4 5
0 1 2 3 4 5
0 – Non-Existent 1 – Initial 2 – Repeatable 3 – Defined 4 – Managed 5 – Optimized
135 Fashion Institute of Technology IT Assessment Final Report: Current State Assessment
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.
Domain Capability Process ITSM Maturity Rating Key Observations
Man
age
and
Con
trol
Financial Management
IT 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
0 – Non-Existent 1 – Initial 2 – Repeatable 3 – Defined 4 – Managed 5 – Optimized
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