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2010 UWM Interim IT Strategic Plan
Submitted January 2010 by:
Bruce MaasChief Information Officer
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PreambleThis interim IT Strategic Plan has been prepared in response to Wisconsin Act 20-2007. As one of two doctoral cluster campuses in the University of Wisconsin System, the University of Wisconsin–Milwaukee (UWM) has two strategic initiatives:
1. To increase research and extramural funding2. To increase student success
This plan illustrates how Information Technology (IT) is a strategic asset for the University’s endeavors with respect to both initiatives. It encompasses University Information Technology Services (UITS) as well as the IT services located in the University’s schools, colleges and divisions.
The three principles described on the following pages comprise the foundation of the University’s IT endeavors:
1. Positioning IT2. Delivering effective learning at scale and distance 3. Contributing to economic advancement of
individuals, the University, the region and the State
This interim plan will serve as the foundation of a broad-based strategic planning process slated for the next academic year. That process will fully engage campus IT stakeholders, governance, and campus leadership in defining outcomes and benchmarks for the principles and goals outlined in this interim plan.
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POSITIONING IT
Learning at Scale
Economic Advancement
Principle: Positioning IT
The appropriate positioning of IT within the University is crucial for the long-term success of UWM in fulfilling its mission as one of the two doctoral institutions of the UW System.
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POSITIONING IT
Learning at Scale
Economic Advancement
GoalSupport UWM’s strategic goals of:
a. Increasing Funded Researchb. Enhancing Student Success
Since the inauguration of Chancellor Santiago as the seventh chancellor of the University of Wisconsin– Milwaukee, the strategic initiatives of the University have not waivered. It is a goal of Information Technology at UWM to provide the highest priority tools and resources that empower students, faculty and staff to advance the University along these paths.
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POSITIONING IT
Learning at Scale
Economic Advancement
GoalMeet the changing needs of constituents:
a. Providing what people want from the Universityb. Dynamic curriculum
A key portion of the role of Information Technology at UWM is to listen carefully to the needs and requirements of stakeholders. By asking the right questions of the right people, IT leadership can better understand how to prioritize the investment of resources. The importance of delivering high quality learning opportunities at scale in support of faculty curricular decisions is steadily increasing. It is a goal of Information Technology at UWM to provide a flexible technology infrastructure comprised of hardware, software services and staff.
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POSITIONING IT
Learning at Scale
Economic Advancement
GoalAddress the rapidly changing IT landscape through prudent technology adoption, e.g.,
a. The consumerization of IT, e.g., mobile devicesb. Above-campus services, e.g., cloud computingc. Web 2.0 services, e.g., social networking
The “consumerization of IT”1 and the use of “above campus” 2 services that are either not housed on University-owned technology or perhaps not even officially offered by the institution are just two of the forces that are presenting a vast array of choices to members of the University community. It is a goal of Information Technology at UWM to provide guidance to the campus community regarding a recommended set of tools and services that are vetted, reliable, secure and cost-effective.
1 Key Issues in the Consumerization of IT: From Commoditization to Socialization, Gartner Research Publication G00145326 2http://www.educause.edu/Resources/Browse/AboveCampusServices/35939
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POSITIONING IT
Learning at Scale
Economic Advancement
GoalKeep stakeholders informed and engaged
The deluge of information directed to the campus community can result in them “tuning out” and paradoxically lead to sense of not knowing what is happening on campus. It is a goal of Information Technology at UWM to communicate with stakeholders strategically by providing relevant, succinct, targeted messages along with the ability for access to greater detail if desired. It is also a goal to provide opportunities for stakeholders to communicate their needs to University IT providers.
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Positioning IT
LEARNING AT SCALE
Economic Advancement
Principle: Delivering effective learning at scale and distance
Information Technology is a key component in the effort to deliver effective learning experiences to the 30,000+ students at UWM. The magnitude of that effort requires dedicated attention to not only doing the right things, but “doing things right.”
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Positioning IT
LEARNING AT SCALE
Economic Advancement
GoalInvesting wisely:
a. Anticipating investmentsb. Funding both fixed and variable costsc. Budgeting for service lifecycle
It is a goal of Information Technology at UWM to pro-actively plan for and invest in hardware, software and staff resources in anticipation of demand. Information Technology projects have one-time, variable costs associated with the project phase and ongoing, largely fixed costs associated with the operational phase. Investments are made with full understanding of the resource requirements of projects from beginning to end, including any capital and utility costs associated with services.
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Positioning IT
LEARNING AT SCALE
Economic Advancement
GoalProtecting core services:
a. Ensuring delivery of stable and dependable core services, e.g., e-mail, calendaring, file storage & sharing and Web site
b. Leveraging UWS Common Systemsc. Leveraging State and multi-state initiativesd. Deploying service layers on campus (e.g., ERP
and Research CI)e. Managing service deliveryf. Re-engineering business processesg. Ensuring business continuityh. Enabling academic units to focus IT staffing
resources on pedagogy, research and other applied uses of technology.
It is a goal of Information Technology at UWM to leverage core services that provide needed functionality to 90%+ of the University community. Core services have multiple providers, including the University of Wisconsin Common Systems, consortia of higher education institutions and systems that are procured by UWM and provided by either campus-based or vendor-provided technology platforms. IT services are deployed in layers that range from physical assets to intellectual property. Each layer is a mix of both core services provided centrally and edge services that are provided by campus units for their own constituents. The wise use of quality core services allows academic units to strategically focus their edge resources in support of pedagogy and research rather than the provision of basic functions.
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Positioning IT
LEARNING AT SCALE
Economic Advancement
GoalReducing costs by:
a. Developing economies of scaleb. Virtualizing hardware and softwarec. Managing requirementsd. Eliminating redundancy
The aforementioned goals cannot be attained without adequate resources. Since large infusions of new funds are not anticipated, it is necessary to maximize use of existing resources. This requires looking at resource utilization from new perspectives that are based upon the actual requirements of the situation. For example, hardware and software resources that are dedicated to a single individual or task are rarely fully utilized. However, the sharing of such resources through virtualization technologies can increase their usefulness. Therefore, it is a goal of Information Technology at UWM to reduce costs through the use of a requirements management methodology for selecting appropriate solutions that avoid and eliminate wasteful redundancies.
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Positioning IT
Learning atScale
ECONOMICADVANCEMENT
Principle: Contributing to economic advancement of individuals, the University, the region and the State
UW–Milwaukee represents a major economic force in Wisconsin of more than $1.5 billion, a return of more than ten times the state’s annual investment. The expenditures of UWM, its employees, students and visitors total more than $750 million annually and result in almost 31,000 jobs (not including UWM jobs.) 3
3 http://www4.uwm.edu/alumni/about/volunteer/panther_advocates/upload/20090121_Economic_Impact_of_ UWM.pdf
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Positioning IT
Learning atScale
ECONOMICADVANCEMENT
GoalDeveloping the skills of:
a. Studentsb. Facultyc. Staff
It is a goal of Information Technology at UWM to empower all members of the University community in the skilled use of IT services. Under the leadership of the chief information officer, UITS and campus units that employ IT professionals coordinate standardized, best-practice approaches to role definition, hiring practices, initial and ongoing development practices, service management and assessment.
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Positioning IT
Learning atScale
ECONOMICADVANCEMENT
GoalContributing to the University brand
The www.uwm.edu Web site is the University’s virtual front door to prospective students, potential research collaborators, career searchers and the community. As we all increasingly rely on Web sites to gather information, it is conceivable that the majority of individuals visiting the physical campus have had their first experience of UWM via its Web site. Whether these virtual experiences are perfunctory, such as looking up directions to campus; functional, such as paying a bill or purchasing a concert ticket; or exploratory, such as investigating academic programs or career opportunities, the University has already made its first impression on the individual. Therefore, it is a goal of Information Technology at UWM to provide virtual experiences of the University that reflect the quality and value of the institution.
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Positioning IT
Learning atScale
ECONOMICADVANCEMENT
GoalDeveloping mutually beneficial partnerships with other institutions of higher education and with the business and nonprofit sectors in Southeastern Wisconsin.
Whereas educational institutions may compete with each other for students, faculty or research funding, collaboration is the norm with respect to Information Technology, e.g., the aforementioned discussion of core services. Just as UWM faculty share their research expertise with community stakeholders, University IT professionals also engage their peers in best practices for addressing mutual concerns. It is a goal of Information Technology at UWM to enhance the value of the University through suitable engagement with the community.
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The remainder of this document is organized according to the template provided by the UW System Administration Office of Learning and Information Technology.
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Part A. Information Technology & University Strategic Objectives
1. How was the plan developed?This Interim IT Strategic Plan is a midcourse update of the 18-month Interim IT Plan that was
submitted to UWSA on 1/5/2009. It is important to note that the master planning process
includes guiding principles that will aid in setting the direction for IT (see Appendix A).
This plan is based upon principles developed as part of the UWM academic planning exercise,
master planning exercise and the two strategic initiatives that have been consistently
articulated by Chancellor Santiago:
1. To increase research and extramural funding
2. To increase student success
2. List the plan principlesPositioning IT to:
a. Support UWM’s strategic goals
b. Meet the changing needs of constituents
c. Address the rapidly changing IT landscape through prudent technology adoption
d. Keep stakeholders informed and engaged
Delivering effective learning at scale and distance through:
a. Investing wisely
b. Protecting core services
c. Reducing costs
Contributing to economic advancement of individuals, the University, the region and the
State through:
a. Developing skills
b. Contributing to the University brand
c. Developing mutually beneficial partnerships with other institutions of higher education
and with the business and nonprofit sectors in Southeastern Wisconsin.
3. How is the plan being measured?The faculty IT Policy Committee, which meets monthly during the academic year, conducts
regular discussions and reviews of the status of the IT principles. The IT strategic principles are
recurring agenda items for the UITS Cabinet and the UITS Operations Team, both of which have
weekly meetings throughout the calendar year. Review of the status of the goals is also being
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incorporated into the nascent process for prioritizing IT projects that is the purview of the vice chancellors. In addition, each project, whether it is primarily an IT project, an academic
project or an administrative project, has its own review process.
4. How is the plan tied to the University’s strategic objectives?The University has two strategic initiatives:
1. To increase research and extramural funding2. To increase student success
The principles of this Interim IT Strategic Plan were chosen to reinforce the strategic direc-tives with a robust technical environment that:
1. Focuses on the reliability of existing IT systems2. Builds a sustainable base of funding3. Anticipates new paradigms in IT sourcing and provisioning
5. How is the plan written (format, accessibility)?Given that UWM is in an interim situation while a new master plan is under development, this document comprises the IT Strategic Plan. It is available on the UITS Web site at
itstrategicplan.uwm.edu.
6. Are critical objectives identified/is there an implementation plan for them?No new project or enhancement effort is launched without a thorough requirements man-agement process aided by the drafting of a new service request proposal. Each project has its own timeline and implementation plan. Efforts are underway to gather these efforts, and additional endeavors such as strategic communications and IT status reporting into an ITIL framework.
7. TimelineThis Interim IT Strategic Plan is a mid-course update of the 18–month Interim IT Plan that was submitted to UWSA on 1/5/2009. This plan has a horizon of 12 months, which takes it six months beyond the previous plan and some six months beyond the completion of the UWM Master Plan.
8. Description of IT plan governance on the campusAs described above in Section 3, the official faculty governance for information technology is the IT Policy Committee, which meets monthly during the academic year and features regular discussions and review of the status of the IT strategic questions. The ITPC is represented on the UWM’s Council for Information Technology, which plans to meet semi-annually to priori-tize IT projects. Within UITS, the division’s Cabinet and Operations Team meet on a regular and frequent basis.
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9. Major themes of the planIn choosing IT-related endeavors, UWM is committed to linking all major IT decisions to the
institution’s strategies. The highest quality services possible are created, delivered and main-
tained commensurate with the level of investment. The incremental costs of services are
reduced as much as possible subject to the University’s tolerance for risk. In undertaking these
efforts, Information Technology at UWM is committed to operating in a fashion that is charac-
terized by:
• Transparency
• Planning
• Reliability
• Prioritization
• BestPractices
• Innovation
• Flexibility
• Privacy
• Security
• Accountability
• Sustainability
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Part B. Campus Projects for FY10
Wisconsin Act 20- 2007 entitled “UW System and UW Institutional Reporting Requirements to the
Board of Regents for Information Technology Projects” defines projects as being either high cost or
vital if:
i. The project’s total cost is greater than $1 million , or
ii. Failure to complete the project on time or on budget would prevent the system, the institu-
tion or the campus from running any of its enterprise-wide systems or fulfilling any of its
essential missions of instruction, research, extended training or public service for 30 days.
UWM does not have any IT projects that meet the above criteria. Although the Campus Data Center
Evaluation and Expansion project is occurring on the UWM campus and has a budget of $1.5M, it is
under the purview of the Division of State Facilities. Therefore, it is included below as an important
campus project, along with the installation of a high performance computing cluster service for
scholarly research.
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Project 1 of 2Campus Data Center Evaluation and Expansion
Project description (high level) • Thisprojectevaluates,programs,plans,andconstructsand/orrenovatesspacetomeet
campus data center needs.
• Theresultingcampusdatacenter(s)willprovideadequateandsecurespaceforallcampus
servers and related infrastructure, reduce redundant computing and environmental control
systems, and incorporate energy saving and sustainable design practices to the greatest
extent possible.
• JonJensenoftheDivisionofStateFacilitiesoverseesthisproject.
• AffiliatedEngineersofMadisonistheleadcontractor.
• ProjectWebsite:http://projects.uwm.edu/data_center
Estimated project cost/hours • $1,500,000.IfthenecessaryelectricalandHVACequipmentareavailableofftheshelf,this
project could potentially close out during Q1 2011.
• However,ifthedesignrequirescustomHVACequipment,deliverytimescouldextendthe
project by another year.
Funding sources• Agency/InstitutionCash[AGF0]
Related projects and dependencies • RFP,procurementandinstallationoffiberopticconnectivitybetweentheUniversityServices
and Research Building and the network backbone on the Kenwood campus was completed
in August 2009.
Issues • AnydelayinthisprojectwouldprolongtheUniversity’sriskexposuretolowlikelihoodinci-
dents such as a major fire, flood, tornado or explosion impacting the current data center in
the Engineering and Mathematical Sciences building.
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Project 2 of 2Installation of High Performance Computing Cluster Service
Project Description (high level)• Installationofahighperformancecomputing(HPC)clusterservicethatwillbeoperatedon
a day-to-day basis by UITS (University Information Technology Services) to serve the needs of
the faculty of the College of Engineering and Applied Science (CEAS).
• Theclusterconsistsof1,136computationalcoresnetworkedtogetherinfiveracksofdensely
packed equipment.
• Theclusterwillhavesufficientcapacitytoalsoserveasapilotforasharedservicebythe
College of Letters & Science (L&S) which has contributed resources to the project.
• Theclusterwilltesttheconceptofwhetherasharedresourcecanbeexpandedovertimeto
meet the needs of multiple faculty groups, especially for research.
• ProjectWebsite:http://projects.uwm.edu/cluster
Estimated project cost/hours• $600,000–clustercomputinghardware
• $100,000–applicationssoftware
• $90,000–professionalservicesforinstallation,systemadministrationandtrainingofUWM
staff
• Installationwillbedeemedcompletewhentheclusterisopenforgeneralpurposeusageby
the faculty in CEAS and by selected faculty from L&S.
Funding sources• GPR
Related projects and dependencies• ThisprojectcreatesanewservicethatwillprimarilybenefitUniversityresearchers.Ithasno
dependencies with respect to the University’s administrative and ERP systems.
• MinimalmodificationsweremadetotheHVACsystemsinasmall,existingdatacenterto
house the equipment.
Issues• Duringthepilotphase,negotiationswilltakeplacebetweenCEAS,L&SandUITStocreate
a Service Agreement for the ongoing operation and maintenance of the cluster computing
service.
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APPENDIX A
UWM Master Plan Guiding Principles Related to ITLearning and Discovery
• Provideclassrooms,instructionallaboratories,andofficeswithsufficientsize,quantity,qualityacademic program development.
• Provideresearchlaboratories,corefacilitiesforresearchandcreativeactivity,andofficeswithand equipment to support the highest quality academic program development.
• Factorintheneedforinformationtechnologyandcommunicationsinfrastructure.• Maintainandenhanceaccesstolibraryholdings,bothphysicalandelectronic.• Planforflexibilityinspaceallocationanduses.
Access & Campus Life• EnhancecampuscommunityatmultiplelevelswithinUWM’sresearchandacademicpro-
grams, including campus, academic departments and support units, interdisciplinary research teams, courses, and informal small group interactions in both face-to-face and online environments.
Research Growth and Partnerships• UtilizefacilitiesandinfrastructuretoincreasetheUniversity’scapacitytoconductthe
highest quality research and scholarship.• DevelopfacilitiesandinfrastructurethatwillenableUniversityresearcherstoreadilypartner
with private industry, community-based organizations, the City and other regional groups, colleagues at other universities, and governmental agencies, to do cutting-edge research and to robustly support City and regional economic development.
• Developfacilitiesthatwillfosterfundedresearchcommensuratewithcampusgoals.
Location & Connectivity• Developaplanthatwillincreasevirtualconnectionswithintheinstitutionandwithexternal
partners to create a cohesive teaching and research environment among campuses and connectivity to the rest of the world.
• Designfacilitiesthatsupporttheintegrationofresearchandinstruction.• Usebestpracticesinplanninganddeployingtechnology.• Workwithregionalpartnerstotransformregionaltransitsystemssothattheyprovidefull
access to UWM campus locations.• Factorthegrowthofonlinecoursesandprogramsintoplanning.
Stewardship• Createsafeandsecurecampus(es)thatfostercivility.• Recognizetheshort-andlong-termfiscalconsequencesofplanningactivities.• FocusontheoverallsustainabilityofUWMfacilitiesandoperations(energyuse,carbon
foot-print, conservation, transportation) such that UWM become a prime model of stewardship for our community and the UW System.
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APPENDIX BUW-Milwaukee Context for IT During Master Planning
Bruce Maas, Chief Information Officer — 6-15-09
UWM is in the midst of developing a comprehensive master plan through an inclusive process that has created opportunities for all interested stakeholders to engage. The latest information about UWM master planning is located at masterplan.uwm.edu.
Information technology is a vital component of master planning, and this represents an unprecedented opportunity to identify and utilize best practices in a fast changing technology landscape, as part of our overall planning activities.
As a large, complex organization that is reliant on information technology to deliver teaching, learning, research, and collaboration services, UWM has an opportunity to invest selectively in ways that ensure high levels of reliability at the lowest cost over the long term. The following principles are guiding our planning efforts:
1. UWM seeks to minimize the number of locations in which data and computing equipment is housed to ensure the security, reliability, and continuity of operations.
2. UWM seeks to utilize both internal and external services as necessary and appropriate. This includes what is referred to as “cloud” computing.
3. A robust redundant fiber optic network is necessary to achieve the first two principles. UWM planning will include fiber optic connectivity for all major building locations. This network will be both for access to local data centers, and for connection to regional and national networks and services.
4. Minimization of Operating costs subject to a defined level of risk tolerance related to networking, data storage, and computing resources will be a component of our planning. Operating costs are staffing, equipment, and energy.
5. UWM will seek to strengthen business continuity through a number of approaches including having equipment physically located in at least two locations. One location is already being constructed at the USB Building and will be available in two years.
6. UWM will review the condition of our present data center in EMS for suitability of purpose and seek to identify a range of alternative locations.
7. New buildings do not necessarily require dedicated space for location of servers, storage, or clusters of computers. The requirement for tenants of new buildings is access to services.
8. UWM will factor energy costs and efficiency into all decisions.
As planning continues to evolve, UWM will seek to have an open process for discussing issues, and seek to incorporate best practices into all planning.
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APPENDIX CDraft IT Policy Committee Response to the Draft Master Plan Report
WHEREAS,aprimaryfocusofthecampusmasterplanisto“definetheprinciplesbywhichthephysicalspacesandfacilitiesofthecampusshallbeorganized[fora]…twenty-yeartimehorizon,”and
Recognizing that the campus master plan is NOT intended to address the continuing operational costs associated with these facilities,
We, the members of the ITPC, believe that continued communication and planning is vital for the maintenance and growth of expanded IT resources that will be necessary to enable students, faculty, researchers, and staff to fully utilize the potential of technology in learning, teaching, administration, scholarship, and collaborative work. Therefore
The ITPC RESOLVES that it is in the best interest of the University that planning for the expansions to programs and facilities identified in the campus Master Plan should address both one-time and continuing IT costs and funding. In particular, the following are worthy of consideration:
1. Openness and flexibility – Consideration of new technologies if they are cost effective and meet the requirements of the University community.
2. Campus-wide standards vs. customization – Consideration of which programs, facilities and IT infrastructure components are designated for general University use and thus designed using campus-wide standards versus which are designated and customized for use by a particular program.
3. Core University support vs. local support – Consideration of which programs, facilities and IT infrastructure components are supported using core University services and which are supported by the local unit.
4. University vs. local funding – Consideration of which programs, facilities and IT infrastructure components are funded by University resources and which are funded by the resources of the local unit.
5. IT staffing resources – Consideration of the necessary IT staffing resources and funding mechanisms given the above selections.
6. Network installation and renewal – Consideration of the necessary funding for the installation and ongoing renewal of network bandwidth.
7. Personal technologies maintenance and renewal – Consideration of the necessary funding for the maintenance and renewal of personal computers, software, printers and similar technologies.
8. IT infrastructure maintenance and renewal – Consideration of the necessary funding for the maintenance and renewal of the physical IT infrastructure components.
9. Sourcing paradigms – Consideration of new sourcing alternatives from third parties and Internet-based services.
(Please note: This is a draft approval; will be acted upon February 2010.)
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APPENDIX DGuiding Principles for Campus Information Technology 2009–2011 Budget Planning
The UWM campus has issued general guiding principles that should be embraced while engaging in scenario planning related to the downturn in the economy and reduced levels of state revenues. In addition to these general guiding principles, the Information Technology Policy Committee (ITPC) and the UWM Chief Information Officer (CIO) believe it is essential to embrace guiding principles specifically related to information technology as it intertwines with campus planning.
All School/College/Division Information Technology (IT) planning must take into account the potential for a 10% budget reduction that could occur. Both effectiveness and efficiency of outcomes resulting from recommendations must be considered during budget reduction planning. The UWM Budget Reduction Discussion document distributed to the Academic Planning and Budget Committee (APBC) on December 11, 2008 will also be utilized where appropriate for making decisions.
A review of all IT service and system deployments should be undertaken to identify where cost savings, cost-avoidance, or greater effectiveness and efficiencies would be realized. The needs of UWM students should be a major factor in all decisions. Risk identification should be included in all recommendations for budget reductions. Service expectations for a particular service should be carefully balanced with funding levels. Careful consideration of IT charge-back services and the risks of not providing these services should be identified. The following principles related to IT budget planning have been endorsed by the ITPC and the CIO and are recommended as guidance for deans and division heads as they plan their strategies to deal with budget reductions:
• Insupportofstudentsuccess,theavailabilityandreliabilityofenterpriseITserviceswillbepreserved; funding and prioritization of new and additional IT-related initiatives related to student success is essential.
• TheavailabilityandreliabilityofITsystemssupportingteaching,researchandadministrativesystems will be preserved.
• Prioritizedneeds(requirements)determinedbytheCouncilonInformationTechnology(CIT)will drive purchases and service deployments.
• UWMpracticesthatareimpedingtherealizationofeffectivenessandefficiencieswillbeidentified for consideration and action.
•Implicationsofbudgetcuttingthatcouldresultincost-shiftingtoanyUWMunitwillbetaken into consideration by decision-makers.
• Procurementwillbeevaluatedbasedonqualitystandardsandacceptedpractices,notsolelyon initial purchase prices.
• GrowthincoreresearchcyberinfrastructureservicesnecessarytosupporttheUWMgrowthinitiative will be supported in scenario planning.
• Opportunitiesforcost-savingsandcost-avoidancethatalsoallowforgreatercompliancewith security and records retention policies will be identified.
