Office of the Chief Information OfficerOffice of the Chief Information OfficerThe University of GeorgiaThe University of Georgia

Dr. Barbara A. WhiteDr. Barbara A. WhiteChief Information Officer and Associate ProvostChief Information Officer and Associate Provost

barbwhit@uga.edubarbwhit@uga.eduwww.eits.uga.edu/ciowww.eits.uga.edu/cio

Did you know:Did you know:UGA email processes estimated 1.4 million email messages per day with estimated 800,000 unsolicited and/or SPAMThere are 64,500 batch jobs processed each month on the IBM mainframeThere are estimated 32,000 devices (e.g., computers, printers) on the campus network not counting wireless; There are 500 wireless access points with 300 in PAWS network supporting estimated 3,000 wireless devices Monthly transactions on the IBM mainframe average 6.6 million not including drop/add; during drop/add, 10 million WebCT course management system used for 5,600 courses Average number of web pages on main web server estimated at 645,000; over 800 uga.edu domain web sitesMyUGA reflects estimated 39,000 logins per day

Begin with the Begin with the ‘ never ending’ end‘ never ending’ end in mind including in mind including identification of the corporate goalidentification of the corporate goal (i(i.e.,.e., the integration of the integration of company company --wide information), …and the critical building blocks..wide information), …and the critical building blocks..

Drivers of Change Strategic Planning

Knowledge - Centric

Knowledge Management

Leadership

Enterprise

21st Century Organizational Strategic Readiness

*Information Technology

-Drivers of UGA Change--Drivers of UGA Change-

UGA Mission/Goals American Higher Education’s ‘three’ Revolutions UGA Strategic Plan 2000-2010 UGA Strategic Directions Five-year Program Planning Process/Provost UGA student body (70% applied online in ’04 with 99%

providing email address) UGA Accreditation 2008 UGA Information Technology audits Board of Regents requirements

Experience/lessons learned...change” is like squeezing jello…the harder you squeeze the less you have….

…positive change requires stability…culture is profoundly important; leadership must

focus on the levers within the culture…alignment of Information Technology leadership,

funding, staffing and support within an organization is critical

Bottom-line…organization will need to think like a business and manage as an enterprise in order to influence information technology as an enabler of change

asking the asking the RIGHT question…RIGHT question…

Whom do you serve and what do they want to do? (customers/clients/organization)

What are the core systems, services, and support provided? (CORE systems, services, support)

What is the best way to provide the services (processes)

How do we know we are doing a good job? (metrics) What is the best way to organize? (structure)

Campus Expectations/Requirements Campus Expectations/Requirements (e.g.)(e.g.)

• High performance computing/parallel computing • Creation of single data repository/warehouse; official

University data integration based on enterprise model• Comprehensive security planning, contingency and

disaster recovery plan• Plan for upgrade/updating campus legacy systems • Support for Public Service and Outreach systems and

services state-wide, and through international educ • Responsive, reliable, service-oriented central

computing organization and leadership

Challenges Challenges (examples)(examples)

Absence of enterprise-wide comprehensive business model for life cycle replacement, upgrade, management, and staffing of University core IT infrastructure, systems and services

Stove pipe/silo approach to access, data management, and data availability; issues of who ‘own’ data

Absence of comprehensive university-wide standards and policies for minimizing risk to core networks, systems and applications

Approaching challenges?Approaching challenges?

Clear articulation and/or understanding of campus information technology core systems, services and support (web site)

Alignment of CIO/EITS organizational structure with information technology core systems and services, and campus IT units

Campus planning processes/procedures (e.g., 5-yr plan; strategic planning; fiscal business model)

IT Governance/Advisory Structures

Strategic Planning, Governance, Policy and Advisement

Business Operations and Administrative Applications

Infrastructure, Architecture and Related Support

Instructional Technology

Research Computing

User and Client Support

Security for Information Technology Systems and Data

Outreach and Partnerships

UGA Information Technology UGA Information Technology CoreCore Systems and Services Systems and Services

Simplify the Simplify the planning…planning…

1) Break complexity into smaller pieces which become initiatives

2) Create strategies based on, but not limited to:- Defined goals and both short/long-term objectives

- SWOT analysis

- Scenario Planning

- Specific actions, timetable, milestones, deliverables

…Compact Planning relates the unit’s long-term goals and aspirations to a specific, annual action agenda identified as an initiative(s). For each initiative, there are strategies and specific measures for defining progress; necessary resources are also included.

Types of Initiatives…Types of Initiatives…

contributing to achievement of university goals (e.g., diversity, partnerships, global economy)

contributing to ‘student learning in a technology-rich environment’

contributing to achievement of unit-specific goals supporting established targets for growth,

recruitment, retention, increased research funding, etc

Performance metricsPerformance metrics = quantitative gains: = quantitative gains:

Alignment with organizational missionQuality of product Timely deliveryCost reduction and/or avoidanceCycle time reductionCustomer satisfactionMeeting organization requirements (e.g., fiscal

reporting)Meeting commitments

EMT

CIO

UGA-IT Advisory Council (16-18)Research ComputingResearch Computing

Acad/Instructional

Public Serv/Outreach

.Administrative Computing

CAIT UGANet ITMF

Security AdvisoryCouncil

ID ManagementTask Force

IT Audit Committees

So…. So…. UGAUGA IT focus… IT focus…

• UGA Enterprise plan for Data Management (e.g., Business Process Analysis/data integration best practices; FIRST, data warehouse concept)

• Integrity/security/reliability of UGA data network• UGA core data/voice infrastructure…(e.g., high

speed computing/computational computing capacity)• IBM upgrade; Research Computing Cntr; National

Lambda Light Rail; VoIP)

cont. focuscont. focus

• Comprehensive, cost recovery Information Technology Business Model (revenue-generation; depreciation; etc)

• UGA Information Technology Alignment…(e.g., IT governance, campus-wide staffing; CIO role/scope)

• Statewide interface (e.g., Bd of Regents/OIIT; CIO’s; GTA; Southern Light Rail)

• Comprehensive strategic planning/blueprint for future information technology connectivity, functionality, systems and services

Begin with the Begin with the ‘ never ending’ end‘ never ending’ end in mind including in mind including identification of the corporate goalidentification of the corporate goal (i(i.e.,.e., the integration of the integration of company company --wide information), …and the critical building blocks..wide information), …and the critical building blocks..

Drivers of Change Strategic Planning

Knowledge - Centric

Knowledge Management

Leadership

Enterprise

21st Century Organizational Strategic Readiness

*Information Technology