the university of melbourne > marshalling it resources without limiting innovation implementing...
TRANSCRIPT
The University of Melbourne >
Marshalling IT resources without limiting innovation
Implementing IT shared services in a research led university
Angela BridglandDeputy Principal Information Services
Linda O’BrienVice Principal (Information)
• Copyright Angela Bridgland & Linda O’Brien 2006. This work is the intellectual property of the authors. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that copying is by permission of the authors. To disseminate otherwise or to republish requires written permission of the authors.
The University of Melbourne >
Marshalling IT resources without limiting innovation
When you have common interfaces, common protocols, then everyone can innovate and everyone can interoperate. Companies can build their businesses, consumers can expand their choices, the technology moves forward faster, and users get more benefit.
Craig Barrett, CEO IntelQuoted in An e-Research Strategic Framework: Interim Report of the e-Research Coordinating Committee
The University of Melbourne >
Implementing IT shared services in a research led university
• Setting the scene
• Preparing the soil
• Sowing the seed
• Growing the crop
• Reaping the harvest
• Some “gardening” lessons
The University of Melbourne >
Setting the scene
The University of Melbourne >
Setting the scene
• Established in 1853• 5,900 staff • Nearly 35,000 students of which 24%
international and 9,000 are postgraduate • 12 Faculties and over 100 research centres• Australia’s premiere research university• Ranked number 22 in the world by The Times
Higher Education Supplement
The University of Melbourne >
Preparing the soil
PETER STACKPOLE/LIFE
The University of Melbourne >
Preparing the soil
• Building relationships– Executive, Deans and Faculty General Managers– The division’s staff– The broader University IT community
• The importance of language• Consider the way the money flows• Baseline assessment• Winning hearts and minds
The University of Melbourne >
IT @ Melbourne 2005
The University of Melbourne >
IT @ Melbourne
Outside the central IT division’s services & support:– 100 information system applications in
administrative divisions– 70 dedicated server areas/data centres – 740 servers and stand alone storage devices– 1,400 network devices– 18,500 desktop/notebook computers – 2,350 printers
The University of Melbourne >
Winning hearts and minds
FLITE Conference July 2004 presentationAn IT Shared Services Model for the University of Melbourne: What is it and why have one?
“An IT shared services model optimises the University’s investment in IT know-how, services, systems and infrastructure to achieve the University’s strategic outcomes”
• Ultimately it’s about value for money - balancing quality, cost and risk
The University of Melbourne >
Growing Esteem 2006 and beyond
The Melbourne vision of a fine university is that of a triple helix in which sharply-focused, well-supported research, teaching and knowledge transfer remain tightly bound, each shaping and reinforcing the other…
Melbourne will design these three strands of activity so they connect and inform each other in as many ways as possible, to generate greater depth and impact.
Growing Esteem: The University of Melbourne Strategic Plan 2006 p.4, 31 http://growingesteem.unimelb.edu.au/strategicplan/index.html
The University of Melbourne >
IT - Linking the Helix
The University of Melbourne >
Sowing the seed
The Art and Museum Service, East Sussex County Council
The University of Melbourne >
Sowing the seed
• Information Strategy– Principles and architecture– Plans and project portfolio
• Re-aligned division– Leadership, service and flexibility
• Services underpinned by ITIL• IT Shared Services
– Centralise the standard– Share the common– Preserve the unique
The University of Melbourne >
Growing the crop
The University of Melbourne >
Growing the crop
• Planning and Budget Committee June 2005
IT Shared Services Review Committee– Appropriateness of current model– Principles & service framework– Project plan
The University of Melbourne >
Growing the crop
Richard Harris June 2005 “Shared Services”EXP Premiere
The University of Melbourne >
Why do it?
The University of Melbourne >
Benefits
• University– Reduced risk– Better alignment of IT plans and budgets with University strategy– Cost benefits and improved quality through standardisation
• Faculties– Economies of scale through reduced technology purchases– Improved practices– Local IT staff can build on central and federated services and
concentrate on unique services– Ability to “mix and match” service components on a local and
shared level
The University of Melbourne >
Benefits (continued)
• End users- Experience more responsive and consistent quality services
• IT staff- Improved career paths and development opportunities- Increased opportunities for mobility and specialisation- Reduction of re-inventing the wheel
The University of Melbourne >
Reaping the harvest
The University of Melbourne >
What has been achieved?
• Development of a suite of guiding principles (IT, HR and Resources Transfer principles) and tools including– baseline IT costing project– “discovery” template– a service maturity assessment process and a “prospectus”.
• Business needs analysis• Development of a Service Catalogue, a Service Level
Agreement (Service Framework) and Client Charter• Communication strategy• Governance
The University of Melbourne >
What next?
• To date, the focus has been on Administration. The next stage is to focus on Faculties
• Build on the first group of IT shared services (network services, email and collaboration tools, web content management, IT purchasing, desktop support tools and server management)
• Continue to embed ITIL and strengthen our IT service capability
• Redesign roles of IT staff who have transferred from IT units external to Information Services and equip them with necessary skills
The University of Melbourne >
Implementation issues
• Communication and stakeholder engagement• Building trust• IT workforce planning and management• Managing the pace of change• Avoiding the transfer of service responsibility
without attendant resources• Optimising the balance of cost, quality and
risk
The University of Melbourne >
Some “gardening” lessons
ALFRED EISENSTAEDT/LIFE
The University of Melbourne >
Some “gardening” lessons
1. Plant your crop based on an understanding of local conditions
2. Without good soil preparation you won’t yield the optimum harvest
3. If you’ve undertaken 1 & 2 effectively then you’ll have the confidence to plant a new type of crop
4. Be patient – things take time to grow
The University of Melbourne >
To survive and thrive, colleges and universities will have to be responsive….To be responsive, institutions of higher education will need to be service oriented
Kent Keith ‘The responsive university in the twenty-first century’ in The responsive university: restructuring for high performance 1998, P.163
The University of Melbourne >
Sign off page
• Reflections?
• Questions?