IT Function at the University of California Tom Andriola Chief Information Officer Vice President Presentation to Committee on Compliance and Audit March 1920 2014 Regents Meeting Data G ID: 589871
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Observations on the State of the IT Function at the University of CaliforniaTom AndriolaChief Information OfficerVice President
Presentation to Committee on Compliance and AuditMarch 19-20, 2014 Regents MeetingSlide2
Data Gathering/Campus Listening TourData GatheringVisits to all campuses , medical centers, institutes, and LBNLMeetings with faculty & administratorsPresented at various leadership meetingsReview of CIO material from industry sources; UC and peer CIO interviewsReview of available budgets and Spend Analytics
ObservationsUC fundamentally has good IT teams in placeAll locations struggle with demand overload, talent retention & aging infrastructure No mechanism for prioritization between systemwide
& local initiatives
Good examples of local innovation; rarely leveraged beyond a single situation
Security practices at UC Davis Health SystemE-commerce application at UC MercedEfficiency gains through IT at UC San DiegoStrengths in IT data center efficiency at LBNL
2Slide3
Further ObservationsIT Leadership Council (ITLC) adopted a Collaboration FrameworkMaintains local autonomy, goal setting & decision makingExplores opportunities to collaborate for common solutions
Implies “Coalition of the willing” “Where it makes sense”Framework not systematic and does not build long-term strategic value Framework lacks certain fundamentals
Strategic plan, roadmap, principles or standards
I
ncentive or reward system for collaboratingFunding model to facilitate collaboration
Data shows local decisions
create proliferation
in technologies & vendor choicesDuplication & proliferation leads to increased complexity & overall system costsDifficult to exchange information (interoperability)
3Slide4
Current Actions & DirectionStrengthen & accelerate action on Collaboration FrameworkCompleting an enterprise application inventoryNeed to balance local & systemwide criteria for IT investment decisions
Align to P200 Procurement initiativeCreated IT Purchasing Center of ExcellenceAddressing lack of discipline, e.g., off-contract buying & vendor proliferationStarting to leverage UC size & spend to our benefitTake portfolio management approach to better categorize costs and
investments
Lower costs
for IT utility services using industry blueprintsShift percentage of IT investment toward advancing the missionDevelop
a stronger sense
of IT community, encouraging the sharing of best practices
Adopt a systemwide talent development and retention approach4Slide5
Information Technology & Telecom – Spend Data5
Annual Addressable Spend by Suppliers
Supplier Name
Spend
% of
Spend
System
-wide agreement
Dell Inc
$26.85 M
6.51%
Y
IBM Corp
$26.24 M
6.37%
Y
Apple Inc
$20.75 M5.03%YOracle Corp$18.94 M4.59%YCisco Systems$14.26 M3.46%YHewlett-Packard Co$10.32 M2.50%YSHI International Corp$9.52 M2.31%YCDW Direct Llc$9.46 M2.29%NOffice Max$8.44 M2.05%YStarting Line$8.03 M1.95%NKST Data Inc$6.98 M1.69%NXerox Corp$6.39 M1.55%YPoint & Click Solutions Inc$5.37 M1.30%NThe Emmes Corp$5.23 M1.27%NBlackbaud Co$4.91 M1.19%NSciquest Inc$4.41 M1.07%YSignal Perfection Limited$4.28 M1.04%YBear Data Systems Inc$4.14 M1.00%NComsys IT Svcs Inc$4.06 M0.99%NNexus Integration Svcs Inc$3.53 M0.86%NOthers$210.11M50.97%Total$412.23M
Annual Addressable Spend by Campus
Total (Tracked) Spend for FY13
$417MAnnual (Tracked) Addressable Spend$412MSuppliers7,280Suppliers for top 80% spend159
Key Facts
No. of suppliers
1,125
151
3,127
1,363
982
1,809
1,015
659
571
237
662
Information Technology and
Telecom have total
annual addressable
spend $412M
Top-20 contributing ~50%
of the total annual addressable
spend
IT suppliers represent 18% of total suppliers used by UC
Source:
Sci
-Quest spend analyticsSlide6
Email StorageData centers ServersNetwork TelecomEnd-user devicesLow Impact ProcessesFIN - GL, AR, APHR, Payroll, et al.
Technology led innovationSocial / Mobile platformsNext-gen networksBig data analyticsCloud Computing
Reporting (DW)
Data Dashboards
Analytics/VisualizationCommon Framework for IT Investments
High Impact Processes
Student
Learning Mgmt.ResearchDomain & Business led innovation
Online EdFlipped ClassesCarbon NeutralityPPP
Costs
Costs
Invest
Invest
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Source: Center for Information Systems Research, MIT (2009)
(Utility services to support the mission)
(Processes that focus on productivity and shape the mission)
(Value drivers for the mission)Slide7
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