Mobility Workshop

Griffith University

Case Study

Bruce CallowDirector – Information and Communication Technology Services

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About Griffith University

Fast Facts

Griffith University opened in 1975

5 campuses across 3 cities (Brisbane, Logan and the Gold Coast)

Over 300 degrees available for study

10 broad study areas: Humanities, Languages and Criminology, Business and

Commerce, Education, Engineering and IT, Environment, Planning and Architecture,

Health, Law, Music, Science, Visual and Creative Arts

Over 40,000 students (domestic and international)

Over 100,000 graduates from over 156 countries have passed through our doors

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New Sir Samuel Griffith building

Griffith University is building Australia’s first zero-emission and self-powering

teaching and research building driven by solar-powered hydrogen energy, which

will be a model for remote communities that are 'off-grid' and cannot access power in

Australia and across the world

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For completion by end of 2012 at Nathan campus

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New Science, Engineering and Architecture building

Science, Engineering and Architecture building at the Gold Coast campus

Opened 2010

6Science, Environment, Engineering and TechnologyJuly 2010

5 Campuses in Queensland, Australia

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Mobility Enterprise mobility defined by devices people carry, their job roles and their

mobility.

The application of mobile devices and wireless technology to enable communication, information access, and business transactions from any device, from anyone, from anywhere, at anytime.

Mobility Solutions include the delivery of:» Solutions for information sharing and networking» Solutions for wireless connectivity (network infrastructure/systems)» Solutions for personal portable, localized information and transaction enabling

(mobile devices)

Convergence of wireless, mobile devices and the internet

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Mobility at Griffith

Unified Communications – Pilot done Virtualised Desktop – Pilot commencing BYOD – Consideration stage Support for mobile devices – Struggling with Wireless network – Planning extensive growth Eduroam – In place Learning spaces – considerable work done Mobile apps – released, next release in January / February

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Case Study

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CASE STUDY – Use of personal video conferencing and Unified Communications

Survey to determine current practices Development of business case Setup of pilot technology and training of pilot group Running of Pilot Review

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Survey

The aim of the survey was to determine high level themes in collaboration tools,

practices and behaviors and needs.

The sample consisted of the same individuals selected to partake in Griffith University’s

Video Collaboration and System Trial and was comprised of a number roles including

executive roles, management roles and team roles. The sample came from: » • Griffith Executive, » • INS Executive, » • Information and Communication Technology Services, » • Scholarly Information Research, and » • Learning and Teaching.

94 participants in the pilot; 44 responded to the survey and 21 were interviewed

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Survey Results The most frequently utilised forms of collaboration for the sample were General

Communication, Management Meetings and Workshop Meetings respectively.

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Survey Results Face to face collaboration is the most popular method of collaboration for 5 of the 6

collaborative activities followed closely by video conferencing, web conferencing and email.

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Survey Results Some points to note: •59% of respondents would spend 1 hour or more of their time travelling between

campuses for meetings. •10% cent of these respondents estimated that they spent more than 5 hours in

transit between campuses each week. •In 42% of cases, the meeting activities requiring travel lasted only an hour or less.

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Survey Results

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Business Case Using scenarios to indicate a management collaboration baseline, and also the

benefit opportunity. The Student experience not included in this business case.

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Current state scenario - Operations management collaboration

•Sandra is a manager located at the Gold Coast with 4 teams each with 6 members located across other campuses.

•Sandra is member of her peer management group, 2 Griffith SME committees and 2 inter University forums.

•Sandra often has a full diary of commitments each week. She performs a juggling act when scheduling in appointments or receiving meeting requests, selecting any slot available. She provides similar guidance to her team. As such she does not “have time” to think about the best method for collaboration and it is often face to face.

•Sandra has attempted video conferencing on a number of occasions, however the rooms were already booked over a month in advance. As such, she travels to:

» •Logan campus 2x per month and Nathan campus 2x per week for routine team management meetings.

» •Nathan once per month for strategic forums (e.g. policy, key decisions making). » •Nathan 2x per month and Southbank 6x per year for projects and workshops.

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New state scenario - Operations management collaboration

•Due to recent initiatives within the University a number of options for collaboration have been made available to Sandra in supporting her role:

•Integrated video conferencing and portable video facilities, •Desktop conferencing solutions (video phone and web-based tools), and •Real time document sharing and editing capabilities. •Sandra now conducts significantly more collaboration form her desk space. Similarly,

because of the holistic use of the improved collaboration tools with the university, Sandra is also requested to use the tools more via diary invites from other Griffith staff and managers.

•As such, Sandra’s travel now consists of : » Logan campus 1x per month and Nathan campus 4x per month for team

management meetings and strategic forums. » •Southbank 4x per year for projects and workshops.

•All other activities are carried out on the GC and through video collaboration.

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So what are the figures Current State

New State

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How the figures stacked up

Each graph is based upon the Griffith Executive Group, 15 teams where 2 members of each team travel between campuses and a varying number of managers who travel / work between campuses. The X Axis on each graph is for the number of managers .

Calculations are based on: 1. Vehicle Running costs use University chargeout rates for pool vehicles. 2. Vehicles are changed over at 60,000k at a cost of $30,000 per vehicle. 3. There are 210 working days in a year used to calculate staff savings. 4. Annual staff costs including on-costs is calculated at $125,000.

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20 25 50 75 100 125 150$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

Projected Annual Vehicle Running Costs Savings - Dollars

Savings based on 1 Exec Group, 15 teams and varying senior staff (X Axis)

20 25 50 75 100 125 1500

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

Projected Annual Travel Savings - Kilometres

Savings based on 1 Exec Group, 15 teams and varying senior staff (X Axis)

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20 25 50 75 100 125 1500

500

1000

1500

2000

2500

Projected Annual Opportunity Staff Sav-ings - Days

Savings based on 1 Exec Group, 15 teams and varying senior staff (X Axis)

20 25 50 75 100 125 1500

50

100

150

200

250

300

350

Projected Annual CO2 Saving - Tonnes

Savings based on 1 Exec Group, 15 teams and varying senior staff (X Axis)

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20 25 50 75 100 125 150$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

Projected Total Annual Saving - Dollars

Savings based on 1 Exec Group, 15 teams and varying senior staff (X Axis)

Technology Solution

Drivers Ease of use Integrate room based with desktop with phones with

mobility Ability to link locally, nationally and internationally Fit for purpose – multiple solutions It must “Just work” all the time

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Learnings

How to recover the savings Varying degrees of acceptance Need to be done as a workgroup Ease of use and understanding of solution is

paramount Excellent Change managers / trainers required

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Where to from here

Further work to increase integration of technology and increased options for users

Planning for rollout of IPtel and Unified Comms Funding model

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Questions and comments

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