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IT Strategy Review March 2014 This presentation contains a review of the implementation of the UCD IT Strategy 2009-2013, covering: The background and context to the strategy User feedback post implementation based on survey and focus group
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01
IT Strategy Review March 2014 This presentation contains a review of the implementation of the UCD IT Strategy 2009-2013, covering:
The background and context to the strategy
User feedback post implementation based on survey and focus group material
Project and programme record of IT implementations and current status input from senior IT staff
Impact assessment including SWOT analysis<br>
The background and context to the strategy
User feedback post implementation based on survey and focus group material
Project and programme record of IT implementations and current status input from senior IT staff
Impact assessment including SWOT analysis<br>
02
Background & Context to the IT Strategy INTERNAL
Large growth in IT service use in UCD
Reduction in budget of circa 7% p.a.
Tech staff attrition to external posts (IT Services 26 leavers, 12 joiners since 2008)
Very high user adoption of services – UCD Connect & Blackboard
Out-sourcing of major services – Google, Blackboard & Helpdesk
Modularisation “Horizons” program
Internationalisation of UCD
Growth of Post-Grad & Research
Campus Expansion & New buildings EXTERNAL
Cloud platforms (& utility IT)
Social Media platforms
Consumerisation of IT
Smart phones & tablets
“Big Data” trends
MOOCs & on-line courses
Inter-Institutional Collaboration
Shared service developments
Economic downturn
Increased competition
Information demand for planning and accountability<br>
Large growth in IT service use in UCD
Reduction in budget of circa 7% p.a.
Tech staff attrition to external posts (IT Services 26 leavers, 12 joiners since 2008)
Very high user adoption of services – UCD Connect & Blackboard
Out-sourcing of major services – Google, Blackboard & Helpdesk
Modularisation “Horizons” program
Internationalisation of UCD
Growth of Post-Grad & Research
Campus Expansion & New buildings EXTERNAL
Cloud platforms (& utility IT)
Social Media platforms
Consumerisation of IT
Smart phones & tablets
“Big Data” trends
MOOCs & on-line courses
Inter-Institutional Collaboration
Shared service developments
Economic downturn
Increased competition
Information demand for planning and accountability<br>
03
Service Growth - The number of wireless users on the network has grown massively since 2007 – from equal wired/wireless, to 5 x times more wireless.
The total devices on the network in a given month is now over 60,000
In the same period the overall UCD budget spend on IT has decreased by 25% from 11.4 mil Euro in 2008 to 8.5 mil Euro in 2014.<br>
The total devices on the network in a given month is now over 60,000
In the same period the overall UCD budget spend on IT has decreased by 25% from 11.4 mil Euro in 2008 to 8.5 mil Euro in 2014.<br>
04
Profile of Investment & Performance<br>
05
User Feedback – UCD Staff Amárach Report “Review how UCD staff interact with IT services”
Overall satisfaction with IT services is high among stakeholders. For services which are used regularly and everyday satisfaction is very high. (90% satisfied)
Across the board stakeholders felt that the organisation was well up to date in terms of technology and updating it’s systems.
99% of stakeholders identified reliability as being the most important aspect of IT services
Access to face to face support (41%) and 24 hour access to services (60%) are two areas where stakeholders felt that IT services were performing least well IT Satisfaction Level - survey<br>
Overall satisfaction with IT services is high among stakeholders. For services which are used regularly and everyday satisfaction is very high. (90% satisfied)
Across the board stakeholders felt that the organisation was well up to date in terms of technology and updating it’s systems.
99% of stakeholders identified reliability as being the most important aspect of IT services
Access to face to face support (41%) and 24 hour access to services (60%) are two areas where stakeholders felt that IT services were performing least well IT Satisfaction Level - survey<br>
06
User Feedback – Research Foresight A study with focus group was carried out by the Research Office in Oct 2013 Future Requirements
The need for more advanced services was identified, suggesting Research requirements are moving to a new level
Expert advisory services - Three areas of need were identified – GIS, Digital Arts & Humanities, and Personalised Medicine
IT services should include the provision of web design, development, & hosting
Video conferencing & podcasting supports need to be provided as a service
Requirement to provide access to datasets from publicly funded research
Data Management Services are essential Current Service Feedback
A series of focus groups with research users found overall high satisfaction with Research IT
The expertise of the Research IT team was positively commented on
The network, hosting, and HPC services, including ICHEC are meeting UCD demand
The network infrastructure is now seen as very robust and reliable
Storage costs are still regarded as very high by research users<br>
The need for more advanced services was identified, suggesting Research requirements are moving to a new level
Expert advisory services - Three areas of need were identified – GIS, Digital Arts & Humanities, and Personalised Medicine
IT services should include the provision of web design, development, & hosting
Video conferencing & podcasting supports need to be provided as a service
Requirement to provide access to datasets from publicly funded research
Data Management Services are essential Current Service Feedback
A series of focus groups with research users found overall high satisfaction with Research IT
The expertise of the Research IT team was positively commented on
The network, hosting, and HPC services, including ICHEC are meeting UCD demand
The network infrastructure is now seen as very robust and reliable
Storage costs are still regarded as very high by research users<br>
07
Strategy Objectives & Implementation There were 5 key objectives in the IT Strategy
Sustaining IT Infrastructure & Performance
Enhancing user experience & access to information
Building a Collaborative Data Centre
Implementing Classroom Technology & Learning Spaces
Growing eContent and Data Management Capability
The implementation of each objective is summarised in the following slides, with a strength/weakness assessment<br>
Sustaining IT Infrastructure & Performance
Enhancing user experience & access to information
Building a Collaborative Data Centre
Implementing Classroom Technology & Learning Spaces
Growing eContent and Data Management Capability
The implementation of each objective is summarised in the following slides, with a strength/weakness assessment<br>
08
Strategy Objectives & Implementation 1. Sustaining IT Infrastructure & Performance Strength / DELIVERY
Target availability met 99.5%
Network very strong – both measured & user feedback
Infrastructure delivered with a much reduced budget
On campus dual Data Centre effective, with low cost profile
Strong technical team
Effective move to out-sourcing & virtual/cloud models
Large savings in storage and support from Gmail / Google outsourcing Weakness / GAP
Aspiration to further increase availability (99.9%), not possible
Investment level is very low (UCD 2.5% income vs. 4.4% benchmark)
Meeting future demand may be difficult
Storage cost for Research viewed as expensive ( currently a full cost recovery model is used )
Attrition of skills to external market is a threat – concentrated in technical teams<br>
Target availability met 99.5%
Network very strong – both measured & user feedback
Infrastructure delivered with a much reduced budget
On campus dual Data Centre effective, with low cost profile
Strong technical team
Effective move to out-sourcing & virtual/cloud models
Large savings in storage and support from Gmail / Google outsourcing Weakness / GAP
Aspiration to further increase availability (99.9%), not possible
Investment level is very low (UCD 2.5% income vs. 4.4% benchmark)
Meeting future demand may be difficult
Storage cost for Research viewed as expensive ( currently a full cost recovery model is used )
Attrition of skills to external market is a threat – concentrated in technical teams<br>
09
Strategy Objectives & Implementation 2. Enhancing user experience & access to information Strength / DELIVERY
UCD Connect – platform of choice for users, with high satisfaction
Web interfaces for staff to admin systems implemented : +ive feedback.
Off-campus access and mobile services delivered – with strong adoption
Technology in classrooms rolled out
Research services – compute & support delivered, with high satisfaction
Management Information delivered through InfoHub for staff
Content management system implemented for UCD web site
Identity management implemented Weakness / GAP
Office automation solution not yet finalised or implemented
Research demand is now for more specialised advisory services
Customer awareness of some services could be improved Some Figures
60% off campus use of UCD Connect
200+ web sites use CMS
60,000 campus wireless devices
30,000 mobile downloads UCD app<br>
UCD Connect – platform of choice for users, with high satisfaction
Web interfaces for staff to admin systems implemented : +ive feedback.
Off-campus access and mobile services delivered – with strong adoption
Technology in classrooms rolled out
Research services – compute & support delivered, with high satisfaction
Management Information delivered through InfoHub for staff
Content management system implemented for UCD web site
Identity management implemented Weakness / GAP
Office automation solution not yet finalised or implemented
Research demand is now for more specialised advisory services
Customer awareness of some services could be improved Some Figures
60% off campus use of UCD Connect
200+ web sites use CMS
60,000 campus wireless devices
30,000 mobile downloads UCD app<br>
10
Strategy Objectives & Implementation 3. Building a Collaborative Data Centre Strength / DELIVERY
Interim option to expand Daedalus centre was implemented
Data centres on campus provided necessary capacity for the duration of the strategy, with DR in-built
ICHEC high performance compute was hosted in Daedalus
Cost effective & high efficiency model was implemented for campus DCs
UCD new investment in ICHEC condo & in-house cluster provides for research
Future out-sourcing options for second DC are under review Weakness / GAP
Plan for national data centre on UCD campus not funded
Future capacity needs to be sourced to meet demand – flexible & agile option
Priority to meet UCDs strategic & research objectives
DR and failover option required, when/if older campus DC shuts down (campus development plan)
Data Centre transition is a high risk project with service implications<br>
Interim option to expand Daedalus centre was implemented
Data centres on campus provided necessary capacity for the duration of the strategy, with DR in-built
ICHEC high performance compute was hosted in Daedalus
Cost effective & high efficiency model was implemented for campus DCs
UCD new investment in ICHEC condo & in-house cluster provides for research
Future out-sourcing options for second DC are under review Weakness / GAP
Plan for national data centre on UCD campus not funded
Future capacity needs to be sourced to meet demand – flexible & agile option
Priority to meet UCDs strategic & research objectives
DR and failover option required, when/if older campus DC shuts down (campus development plan)
Data Centre transition is a high risk project with service implications<br>
11
Strategy Objectives & Implementation 4. Implementing Classroom Technology & Learning Spaces Strength / DELIVERY
Standard model for classrooms agreed and implemented with B&S
Rolled out to all “bookable” rooms
Support model agreed and implemented
User interface, podium, PC and technology are all easily used
External support contract for hardware is in place
Positive feedback from staff
Daedalus equipped with smartboards, videoconference & multi-functional spaces Weakness / GAP
Lecture capture facilities are still only used by a few – 10%
Extend technology standards to all classrooms
Continue discussion & interaction on design of new spaces / buildings
Ensure long term maintenance of the new model<br>
Standard model for classrooms agreed and implemented with B&S
Rolled out to all “bookable” rooms
Support model agreed and implemented
User interface, podium, PC and technology are all easily used
External support contract for hardware is in place
Positive feedback from staff
Daedalus equipped with smartboards, videoconference & multi-functional spaces Weakness / GAP
Lecture capture facilities are still only used by a few – 10%
Extend technology standards to all classrooms
Continue discussion & interaction on design of new spaces / buildings
Ensure long term maintenance of the new model<br>
12
Strategy Objectives & Implementation 5. Growing eContent and Data Management Capability Strength / DELIVERY
Research Data
Plan developed on data management model with Research IT group
Output used with Library for future work on data management
Advisory / training on data security
Learning Content
Templates in Blackboard for course delivery.
Educational technologists based in schools ( 14/15 )
UCD initiative for on-line courses Weakness / GAP
Some progress on research data management & analytics, but requirement for this is escalating
Demand for research for advisory service around data not fully met (apart from data security area )
Limited involvement in MOOC trials and new public learning platforms
( Futurelearn, Udacity, Coursera etc..)<br>
Research Data
Plan developed on data management model with Research IT group
Output used with Library for future work on data management
Advisory / training on data security
Learning Content
Templates in Blackboard for course delivery.
Educational technologists based in schools ( 14/15 )
UCD initiative for on-line courses Weakness / GAP
Some progress on research data management & analytics, but requirement for this is escalating
Demand for research for advisory service around data not fully met (apart from data security area )
Limited involvement in MOOC trials and new public learning platforms
( Futurelearn, Udacity, Coursera etc..)<br>
13
Impact Assessment Opportunities
Build on high user adoption – capacity to deliver services on a wider scale, international and inter-institutional
Strong learning platform with capability to deliver wide range of services – could work in parallel with MOOC presence (for marketing - see Edinburgh e.g. )
Transition to a cloud model with out-sourcing and brokered services, would give high agility
Research storage – secure /cloud capacity possible – some subvention may be required to drive adoption
Incentives & support to use lecture capture – e.g. Tutorial “10min” lecture element service Threats
Research capability – stronger service and skills required in data management & analytics
DC capacity and higher availability required for “consumer” type service model
Underinvestment could severely damage the service
IT Skills attrition is a high risk<br>
Build on high user adoption – capacity to deliver services on a wider scale, international and inter-institutional
Strong learning platform with capability to deliver wide range of services – could work in parallel with MOOC presence (for marketing - see Edinburgh e.g. )
Transition to a cloud model with out-sourcing and brokered services, would give high agility
Research storage – secure /cloud capacity possible – some subvention may be required to drive adoption
Incentives & support to use lecture capture – e.g. Tutorial “10min” lecture element service Threats
Research capability – stronger service and skills required in data management & analytics
DC capacity and higher availability required for “consumer” type service model
Underinvestment could severely damage the service
IT Skills attrition is a high risk<br>
14
Strategy Summary Impact The significant impacts of the IT Strategy were:
Greatly improved satisfaction with user interfaces and access to information services, reflected in high adoption rates and feedback.
Strong performance of infrastructure and high confidence in the user community of availability of services – reflected both in general feedback & also from research community, who have very high demands.
A strong eLearning platform base, with high use and the potential for growth into a more sophisticated delivery model.
Transformation in working model in the University from paper based to on-line
Major objectives of the strategy were met despite a very constrained financial environment.
Very strong capability to service mobile devices and off campus access – meeting the changing needs of the student population.<br>
Greatly improved satisfaction with user interfaces and access to information services, reflected in high adoption rates and feedback.
Strong performance of infrastructure and high confidence in the user community of availability of services – reflected both in general feedback & also from research community, who have very high demands.
A strong eLearning platform base, with high use and the potential for growth into a more sophisticated delivery model.
Transformation in working model in the University from paper based to on-line
Major objectives of the strategy were met despite a very constrained financial environment.
Very strong capability to service mobile devices and off campus access – meeting the changing needs of the student population.<br>
15
Contribution to UCD Strategy Learning: IT Systems and Services provided the critical platform to support UCD’s modularised curriculum and blended learning model.
Student information, registration, and on-line module selection were essential.
The Blackboard learning platform and classroom technology services are key enablers of blended learning, with high adoption and ease of use.
Research: Computation and storage are essential elements of the research infrastructure, supporting UCD’s research intensive & inter-disciplinary strategy.
The IT Research Team model provided a customer focused service supporting collaboration and the use of Research IT across all disciplines.
Platforms delivered by the IT Strategy are providing long term research infrastructure.
Innovation & Collaboration: UCD’s portal based IT services and integrated systems provided a very flexible environment for multi-institutional collaboration.
Very effective in supporting the Innovation Alliance and new strategic partnerships.
Student Experience: High quality on-campus IT, with extended Mobile and “anywhere/anytime” services match student demand & enhance the experience.<br>
Student information, registration, and on-line module selection were essential.
The Blackboard learning platform and classroom technology services are key enablers of blended learning, with high adoption and ease of use.
Research: Computation and storage are essential elements of the research infrastructure, supporting UCD’s research intensive & inter-disciplinary strategy.
The IT Research Team model provided a customer focused service supporting collaboration and the use of Research IT across all disciplines.
Platforms delivered by the IT Strategy are providing long term research infrastructure.
Innovation & Collaboration: UCD’s portal based IT services and integrated systems provided a very flexible environment for multi-institutional collaboration.
Very effective in supporting the Innovation Alliance and new strategic partnerships.
Student Experience: High quality on-campus IT, with extended Mobile and “anywhere/anytime” services match student demand & enhance the experience.<br>
16
UCD IT Strategy Review – Overall SWOT Strengths
Very High User adoption of services
Very strong customer satisfaction
Flexible “anywhere” access (60/40)
Good infrastructure base – robust, scalable
Shared Application Standards – BlackBoard, Connect, Gmail, CMS, InfoHub
Good Research capacity – storage/compute
Wireless network & support for mobile Weaknesses
Next stage DC infrastructure, not yet in place – off/on campus ( high risk )
eContent & data management – initial model in place, development required
24/7 support model & higher availability needed to meet future demand
Complexity in wider application base Threats
Attrition of technical staff
Research requirements for more advanced services need to be met to retain users
Under-investment in IT
Explosion in devices & internet of things – access risk exposure, even greater wireless capacity requirements Opportunities
Build on high user satisfaction to broaden services & enable UCD initiatives
UCD online & public T&L delivery models
Transition to cloud model & brokered services for greater agility
Initiatives & incentives for eLearning
(lead)Shared initiatives for Research IT<br>
Very High User adoption of services
Very strong customer satisfaction
Flexible “anywhere” access (60/40)
Good infrastructure base – robust, scalable
Shared Application Standards – BlackBoard, Connect, Gmail, CMS, InfoHub
Good Research capacity – storage/compute
Wireless network & support for mobile Weaknesses
Next stage DC infrastructure, not yet in place – off/on campus ( high risk )
eContent & data management – initial model in place, development required
24/7 support model & higher availability needed to meet future demand
Complexity in wider application base Threats
Attrition of technical staff
Research requirements for more advanced services need to be met to retain users
Under-investment in IT
Explosion in devices & internet of things – access risk exposure, even greater wireless capacity requirements Opportunities
Build on high user satisfaction to broaden services & enable UCD initiatives
UCD online & public T&L delivery models
Transition to cloud model & brokered services for greater agility
Initiatives & incentives for eLearning
(lead)Shared initiatives for Research IT<br>