IT Centralization, Shaping Culture & Research Credibility:
Success is Possible
Michael Hites – CIO, SMUJason Warner—Director of Academic Technology Services, SMU
YOUR PERSPECTIVE:• Highly decentralized IT• Highly centralized IT• Perfect hybrid IT alignment• Part of an IT consolidation/unification/centralization effort
• Been there, done that• There now• Moving that direction
• Other?
1990’sBEGINNINGS & FASCINATION• IT units “sprout up”
based upon need, funding
• Central IT service area formed
• Consumerization & democratization of technology IT explodes
2000-2007RAPID GROWTH: AWAKENING
Central IT• Deliberate, careful, measured• Professional• Process & Services• Institutional • Strong but not strategic • Commodity, utility, common• Enterprise• Secure• Standardized• Expensive
Other IT• Agile, responsive, direct• “Organically” Professional• Personalized• Contextual community• Strong but not strategic• Academic, instructional• Innovative, Experimental• Flexible• Differential• Expensive
2008 IT PLAYERS & SINGLES @ SMU• CENTRAL IT – CIO reports to Chief Financial Officer• OTHER IT
• ENGINEERING—Director of Technology reporting to Dean• BUSINESS—Director of Technology reporting to Dean• ARTS—Director of Technology reporting to Dean• LAW—Director of Technology reporting to Dean• DEVELOPMENT & EXTERNAL AFFAIRS—Director of Technology reporting to unit VP • THEOLOGY—Director of Technology reporting to Dean
2007-2008FIRST IT MARRIGE ATTEMPT• Optimize service delivery• Unify user experiences• Implement stronger governance• Eliminate redundancies • Align with SMU strategic plan• Centralize 100% reporting to CIO• Assess, analyze, stall
2008 FIRST UNIFICATION AFTERMATH
Addressed• Unified email services and
servers• Unified classroom emergency
response• Consolidated university-level
hardware/software maintenance funding
Did not address• Staffing alignments and reporting• Distributed service redundancy• Faculty or student user
experience• Governance• Teaching• Online education• Research
2009-2013UNEASY TRUCE• 2008 financial crisis• Institutional anxiety• Deeper IT entrenchment
at all levels• Expanding risks and
costs• Disparity between
“have’s and have nots” increases
• Fragmentation of faculty and student experience
2014-2015 ARRANGED MARRIAGE OF I.T. ORGANIZATIONAL EXCELLENCE FOR THE 2nd CENTURY
• President and Provost’s “O. E. 2. C.”• Consultant-led diagnostic “fact base” of IT• IT anxiety and stagnation• Operational or academic?• CIO overhauls senior leadership overhaul• Complete same day IT unification• Arranged marriage of people, cultures, services, values• New “with teeth” governance• New concept Academic Technology Services model
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Initial Bain data suggests organization of 134-155 staffHelp desk 8 10 1
Client mgmt. and hardware support 4 7 1
Classroom/Desktop support* 11 11 1
Network 8 10 1
Servers 12 15 2
ERP* 10 10 1
Database Admin. 4 5 1
Programmers 7 8 1
Business Analyst 4 4 1
Web 6 8 1
Security 6 7 1
Project Management 2 2 ½
Enterprise Architect 1 1 ½
Training 5 7 1
Switchboard 3 3 1
Unique academic Support* 17 20 1
HPC 5 5 1
Event Support 2 3 0
Physical Security 3 3 0
Total 118 139 17
LOW ESTIMATE HIGH ESTIMATE MANAGER ESTIMATE
*Embedded in unitsNote: An alternative org sizing methodology can be found in the appendix
Consultant Data
(July 2015)
VALIDATING CONSULTANT DATA: Peer and AspirantsSMU Peer or Aspirational Boston College Student FTE Total IT Staff
Student FTEs per IT staff
SMU 9,585 113 85
Aspirational Boston College 13,455 230 59
AspirationalBrandeis
University 5,620 79 71
CohortAmerican University 11,332 181 63
Cohort Baylor University 15,837 133 119
CohortMarquette University 10,722 97 111
CohortPepperdine University 6,151 83 74
CohortSyracuse
University 20,068 318 63
CohortUniversity of
Denver 9,671 105 93
Cohort University of Tulsa 4,357 53 83
Source: Educause Core Data Survey (FY 2015 data)
Note: Medical schools removed for consistency
40
60
80
100
120
140
160
180
200
115 105 95 85 80 75 70 65 60 55 50
IT S
taff
Coun
t
Student FTE to IT Staff Ratio
IT Staff to Student Ratio Analysis
Current OITStaff Count: 115Student to IT Ratio: 85
Early Bain RecommendationPresentation: UnknownStaff Count: 80-85
Cohort Peer UniversitiesMedical Schools RemovedSource: Educause CDSStudent to IT Ratio: 86Staff Size: 53-318
Bain Final RecommendationSource: Bain GovOrgRecmmendationV2Staff Count: 134-155Suggesting a Student to IT Ratio of 65-70
Aspirational Peer UniversitiesMedical Schools Removed Source: Educause CDSStudent to IT Ratio: 65Staff Size: 79-230
VALIDATING CONSULTANT DATA
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SMU“ONE I.T.” SHARED SERVICES – Day 1
Fit into the hole made
for this
We have to make this
Using nothing but this HOWARD, R., et al. (2005). Apollo 13. Universal City, CA, Universal
115 IT POSITIONS TO SERVE 21 IT FUNCTIONS
CIOJoe Gargiulo
Customer Svc.Rachel Mulry
Academic TechJason Warner
InfrastructureDavid Nguyen
Deans
IT Leadership Council
Academic Tech. Council
App SupportCurt Herridge
SecurityGeorge Finney
ProjectsTeena Newman
Helpdesk
Desktop support
A/V & Event Support
Client systems
Training & Comms.
Switchboard
Network & Telecom
Servers & Stor-age, Data Ctr.
HPC
Database Analysts
Developers
Business Analysts
App Administration
Cybersecurity
Physical security
Enterprise Architecture
Lead Academic Technology Services
Directors
Academic Support Specialists
LMS
PresidentR. Gerald Turner
Asst. to the CIOKarie Conklin
Web Development
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x x
x
x
x
5This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent
Who at SMU is now performing the followingactivities?
Su
pp
ort
Technology helpdesk
General IT question support via phone, email or chat
Computer hardware and mobile device support
Diagnoses and repairs hardware related problems
Student IT support Support IT services dedicated specifically to student needs
Faculty IT supportSupport tech. services tailored to specific faculty/teaching initiatives and needs
Computer lab or technology lab management
Maintaining hardware, software and technologies in a general use, research, or local departmental lab
Instructional Technology/Multi-media Developer
Programming/developing instructional materials for online & hybrid courses and for individual faculty
Ser
vers
, d
ata,
an
dco
mm
un
icat
ion
s
Managing serversRuns servers for unit or department-specific use as well as campus-wide. Includes high performance computing.
Network Admin & Engineering
Manages, designs, implements and maintains campus or local networks, including wireless
Data securityImplements, configures and maintains security devices such as firewalls, intrusion protection/prevention, etc.
Data storage/backups
Implements, configures, and maintains departmental or SMU file storage or backup systems. Includes desktop database admin.
Data center facility mgmt.
Responsible for maintaining data center facilities
TelecommunicationsMaintaining or managing phone, voicemail, or voice over IP devices (service delivery and infrastructure)
Video conferencing Support video conferencing solutions
Web developer Develop global templates and applications for web platform publication
Tech
nol
ogy
lead
ersh
ip a
nd
man
agem
ent
Technology strategy and direction
Involved in strategic planning of technology services or funding/resource allocations
Technology policies, procedures, and standards
Researches and defines IT policies for the University or organizational unit
Technology training and professional development
Facilitates training for software applications delivered in classroom settings
Technology-related purchasing or vendor mgmt.
Researches and procures technology items and devices for SMU or organization
Supervising student employees performing ITactivities
Management of activities for a team of student workers performing IT services
Technology solution architecture
Works with areas or departments to determine technology needs and aligning them with resources and strategies
A/V
Classroom technology assistance and troubleshooting Rapid response to a classroom to assist
faculty with general technology
A/V installations/design
Identifying, installing, replacing of physical AV technology spaces
A/V distance learning Setup and support for online courseware technologies
A/V event support Delivery of AV setup for meetings or conference events
Ap
ps.
and
so
ftw
are
Software application owner/manager or module lead
Responsible for application development, functionality, and/or maintenance, including application security
Systems analyst Data collection, cleaning, and analysis
Configuration & Testing Responsible for configuring and testing key business processes
2015Academic Technology ServicesOrganizational Model
Director, Academic Technology Services
eLearning Operations Team
Course Management & eLearning Solutions
Manager
Course Management & eLearning Solutions
Specialist
Online Course Developer/CTE/?
Online Course Developer/CTE/?
Academic Technology Team
Lyle ATSDCox ATSD
Meadows ATSDDedman ATSD
Simmons ATSDDedman Law/Perkins ATSD
Linux/Scientific Computing
Stats Software Consulting
Guildhall ATSD
Digital Humanities /GIS Technology
Specialist
SMU Libraries ATSD
Ford Research Center
Data Science
Internet of Things
HPC
Adaptive, Contextual, Centralized Academic Support Model:Academic Technology Service Directors
E.g., Digital Humanities, GIS, P&T Support
E.g., Media Production, Video, KalturaSME
E.g., Linux, OpenSource, Qualtrics SME
E.g.,Instructional Design, Statistical Software SME
Capability expertise
Some IT Solutions resources will be mapped to both a school/unit and a capability expertise, some with
just an expertise
ATSD ATSD ATSD ATSD ATSD ATSD ATSD ATSD
COX DEDMAN LAW LYLE MEADOWS PERKINS SIMMONS OTHERS
Scho
ol e
xper
tise Capability focus creates
specialization and sharing talent for
campus-wide IT faculty resources
• Embedded ATSD’s maintain and create local expertise and create clear accountability to academic unit faculty
• Deans provide input to embedded ATSD’s performance reviews
• IT ATSD is point of contact for a Dean and faculty and can leverage cross campus expertise and team resources
ATSD will help create accountability to a Dean for a schools’
strategic needs
2015-2017“ONE I.T.” TURBULENCE• “You cannot make up in tactics what you lack in strategy.”• Time, trust & toxicity• Skill gaps, fit gaps, service gaps• Outdated policies, procedures, processes, people• Unrealistic savings projections• Narrow window of institutional change tolerance• Achieving cohesive leadership, vision and values
Cultures Collide: Marrying IT with IT
Academics Enterprise
Strategic Engagement
“Order Taker” Service Values
Low-value, High Touch
Relationships
Saying No, or Conditions of
Yes
Measurability &
Accountability
CHALLENGES
Strengths…• Institutional knowledge
• Built-in trust relationships
• Deep knowledge of academic needs
• New opportunities• Embedded personnel “face of IT”
…But Also Sources of Stress• Immediate lack of exemplars
• Entrenched silos still “us vs them”• Reorienting to relationships,
reporting• Persistent legacy needs• From “rogue” to reality check• Round pegs in square holes• Varying “true” technology skills• Lagging processes• 100% Time Accountability
Transforming People
New leadership can be naïve about culture
COM
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ATIS
FACT
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The Office of Information Technology will
deliver technology and support to create, expand, and impart knowledge through teaching, research and service
University IT for the2nd Century
CONTINUOUS IMPROVEMENT: Constantly look for improvement opportunities
• We can’t continue to do things the way we have always done them
• Be on the lookout for opportunities to improve and enhance the services we provide and the way we provide them
COMMUNICATION: Share information appropriately and in a timely manner
CUSTOMER SERVICE: Serve the SMU Community in an extraordinary way
• This applies to our external customers (Faculty, staff, students, parents, alum, affiliates, etc.) as well as our internal customers—i.e our co-workers!
CAREER SATISFACTION: Develop your strengths and skills to increase job satisfaction
• Invest in professional development
• Develop new skills – look ahead
• Be engaged and energized with the work you do
• Communication can make or break a team. Transparency and open lines of communication are necessary
• Ensure our customers have the information in a timely manner in a way that they can understand
• Ensure our coworkers have the information they need to succeed
COMMITMENT: Be all in!
• Commitment to the SMU Community and the overall SMU Mission
• Commitment to your teams and coworkers
• Commitment to delivering excellence
Competing & Ambiguous Institutional Goals & Priorities
MILESTONESProgress relative to
deliverables on 12 month blueprint
SAVINGSAmount made available by
head-count reductions
SERVICE COMMITMENTS
Performance relative to standards promised to
campus
CUSTOMER SATISFACTION
Regular surveying to understand and respond to
needs and trends
Measures of internal OIT and OE2C goals:
Measures of campus experience with OIT:
2017-2018 “ONE I.T.” CAUTIOUS ALLIANCES
• Positioning to support research• New CIO, new leadership
• Smooth leadership transition (1 week overlap)• CIO meets with President, Provost and ever Dean and VP individually:
“What does IT need to work on for you and your area?”
• Rapid Senior IT Leadership Development• MOR Program
• Jump-start of stalled strategic “SOAP” planning• Academic Technology Service Director role “exemplars” begin work• Student Technology Advisory Council created
2017 Provost Releases “Academic Quality” Research & Scholarship Strategic Goals
• Data Science• Internet of Things• High Performance Computing• Digital Scholarship• Creative Computation
Exemplars: Academic Technology Service Directors
Legacy IT Ecosystems, Directors, Services
IT Relationship, Strategy, Portfolio
Management (ATSD)
• AT&T Virtualization Center / Open Stack Shop• Expanded Digital Humanities support• Replaces old HPC with new HPC cluster• Redefines Engineering school general use cluster
from isolated data closet to data center• Dedicates specialized support for world-renown
video-game development Guildhall• Coordinates IT-led practicums and research
initiatives in data science, R, etc.
Projects & New Ideas (PMO)
• Assembles IT Resources• Executes• Reports Progress• Coordinates with ATSD as
needed• Aligns with governance
Steady State
Portfolio Manager
Service Broker
Communicator
Community Member
Critical Thinker
Analyst/Investigator
Leader Without Authority
Change Agent
Relationship Builder
Accountable Face of IT
Strategic Tech Planner
Servant Activist
Refined PMO & IT Project Approval Workflow
Academic TechnologyService Director (ATSD)
Initiates Academic Requests
Academic TechnologyService Director (ATSD)
Facilitates Implementation and Work
Governance& PMO
2018 “ONE I.T.”FULFILLMENT & HARMONY• ManeFrame 2 (HPC) brought online in only 6 months• Engineering “general use” cluster moved to UDC and expanded for research• AT&T Center for Virtualization & open stack development• Virtual reality & medical practice• CORE & Budd Center data warehouse initiatives with DISD• National Center for Arts Research• Computational chemistry – local mode analyses, unified reaction valleys• Molecular dynamics—large-scale atomic/molecular massive parallel simulator• Cancer research—Vogel-Wise Research group, new drugs• Large Hadron Collider (LHC)—analysis work with CERN• Institutionalization of the “ATSD” model across departments
New IT Culture: Collaboration & Communication• Academic Investments, not
Costs• Respond more quickly• Advocacy for academic needs• Deliberate and proactive
interventions• Partnerships, not Processes &
Bureaucracy• Faculty user experience• Integrate, integrate, integrate• Adapt and innovate more
quickly
Refined PMO Tracking of 100% of IT Personnel Time
New Research Team & Data Science Positions
• Data Science Research Applications Developer• Internet of Things (IoT) / Advanced Linux Application Developer• High Performance Computing Architect• Academic Technology Service Director (ATSD): Guildhall• SMU Libraries Head of Systems (ATSD)• Data Science Applications Architect• Data Science Visualization Developer
Dedicated Research Technology Support Focus
Deliver Expanded, Dedicated Support for Technology Enabled Research
School Academic Technology
Service Directors (OIT)
Servers & Systems
(OIT)
Data Analytics &
Visualization(OIT)
HPC (Center for
Computational Science)
Creative Computing (Center for
Creative Computation)
Data Security(OIT)
Digital Humanities
(SMU Libraries/OIT)
Research Project
Management(OIT)
GIS(SMU
Libraries/OIT)
Research Networking
(OIT)
Programming & Application Development
(OIT)
Research Repository and Archives (SMU
Libraries)
ResearchSharedServices
“One IT” Shared Service Success, Lessons Learned• Be bold• Practice relationship management• Demonstrate value of unified infrastructure, data centers• Demand unified & capable PEOPLE• Develop data early
• Infrastructure—who uses what? What are they doing?• People—who does what? How much time do they spend?• Data—who owns student and faculty data? What governance is needed?
• Push regularly iterative governance• Align with academic strategy first—research, teaching, faculty, students• Break the model and prepare people to do it again
Michael HitesSMU, Chief Information [email protected]
Jason WarnerSMU, Director of Academic [email protected]
Open Discussion & Feedback
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