1 california dreamin' how planning, people, and persistence make dreams come true hilary j....
TRANSCRIPT
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California Dreamin'California Dreamin'
How Planning, People, and Persistence How Planning, People, and Persistence
Make Dreams Come TrueMake Dreams Come True
Hilary J. Baker, Senior DirectorHilary J. Baker, Senior Director
David J. Ernst, Assistant Vice Chancellor/CIODavid J. Ernst, Assistant Vice Chancellor/CIO
California State University, Office of the ChancellorCalifornia State University, Office of the Chancellor
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Copyright Statement
Copyright Hilary J. Baker and David J. Ernst , 2002. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.
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California Dreamin’ Overview
CSU Highlights The Dream
Integrated Technology Strategy Working the Dream
Infrastructure Administrative Systems Outsourcing Academic Technology Planning
Making the Dream Come True
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California Dreamin’ Overview
CSU Highlights The Dream
Integrated Technology Strategy Working the Dream
Infrastructure Administrative Systems Outsourcing Academic Technology Planning
Making the Dream Come True
![Page 5: 1 California Dreamin' How Planning, People, and Persistence Make Dreams Come True Hilary J. Baker, Senior Director David J. Ernst, Assistant Vice Chancellor/CIO](https://reader036.vdocuments.net/reader036/viewer/2022062519/56649dc65503460f94aba4b0/html5/thumbnails/5.jpg)
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CSU Facts and Figures Founded as a system in 1960 Largest four-year university in US 23 campuses plus Chancellor’s Office
San Jose State est. 1857
Channel Islands campus est. 2002
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CSU Facts and Figures: Campuses
Fresno
Hayward
Long Beach
Los Angeles
Maritime
Northridge
Pomona
San Bernardino
San Jose
San Luis Obispo
Sonoma
Bakersfield
Channel Islands
Chico
Dominguez Hills
Fullerton
Humboldt
Monterey Bay
Sacramento
San Diego
San Francisco
San Marcos
Stanislaus
Chancellor’s Office
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CSU Facts and Figures: Population
400,000 Students
44,000 Faculty &
Staff
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California Dreamin’ Overview
CSU Highlights The Dream
Integrated Technology Strategy Working the Dream
Infrastructure Administrative Systems Outsourcing Academic Technology Planning
Making the Dream Come True
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Integrated Technology Strategy
1993: CSU Presidents took lead with IT planning 1995: System-wide planning process about “what
we wanted to be when we grow up” and how technology could help us get there developed
1996: Integrated Technology Strategy (ITS) endorsed by the Trustees
Guided the CSU’s investment in technology ever since
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ITS Planning: Why?
Going to spend money on IT no matter what
Issue is how to spend it wisely
More important as a way of setting directions and priorities for spending existing dollars
Helps to direct new spending
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ITS Planning: Process Steps
Current State Documentation Establish Future State Vision Identify Assumptions, Principles, Strategies Identify Gaps and Opportunities Define Initiatives Prioritize and Phase Initiatives Finalize Plan
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ITS Planning: Mission
As a result of the ITS Initiative we will achieve:
“an integrated electronic environment that enables all CSU students, faculty and staff to communicate with one another and to interact with information resources from anyplace, to anyplace at anytime to advance the CSU’s mission.”
Goal: To provide the best possible environment for the
education of CSU students
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Strategic Outcomes
Initiatives / Projects
Technology Pre-requisites
ITS Planning: Model
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ITS Planning: Strategic Outcomes
Personal Productivity Excellence in Learning and Teaching Quality of Student Experience Administrative Productivity and Quality
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ITS Planning: Technology Pre-requisites
Provides a “Baseline” Level of Capability across the campuses
Access Network Connectivity Hardware Software
Training Support
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ITS Planning: Initiatives/Projects Prioritization
CSU's Value Framework has provided a stakeholder driven approach for prioritizing and scheduling the ITS initiatives.
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CSU's Value Framework
Stakeholder Value:Internal and External
InstitutionalValue
Technical and Institutional Dependency
Technical and Institutional Risk
Financial Costs / Benefits
Implementation Costs Funds for re-direction New revenue sources
Planning Principles Student Faculty Staff Business Partners Legislative Staffs Alumni
Risk of doing Risk of not doing
Pre-requisites "Low Hanging Fruit"
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ITS Planning: Initiatives/Projects
Distributed Learning & Teaching
Centers for Institutional Technology
Development
Multimedia Repository
Library Resources
One Card
Procurement Process Improvement
Streamline I/T Delivery
Common Management Systems
Student Friendly Services
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EDUCAUSE Top Ten IT Issues
Administrative Systems/ERP IT Funding Strategies Faculty Development, Support and Training IT Staffing and HR Management Distance Education Teaching and Learning Strategies IT Strategic Planning Online Student Services Maintaining Network and IT Infrastructure Electronic Classrooms/Technology Buildings
EDUCAUSE Quarterly, 2002
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Institutional - other Revenue from resale of
services to campus community One Card (Debit, Telephone) Services to Auxiliary Enterprises Services to K-14 institutions
ITS: Funding Foundation
Funding Foundation
State General Funds Capital Funds Special Taxes
Students Student Technology
Fee Purchase/Lease of
PC’s
Private Sector Partnerships Gifts and Grants
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- Collaboration +
ITS: Collaboration vs. Centralization
Single Campus Model
Multi-Campus Model
System-wide Model
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ITS: Oversight
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Procurem
ent Process Im
provement
Technology Pre-requisites
Outcomes
Personal Productivity Excellence in Learning and Teaching Quality of Student Experience Administrative Productivity and Quality
Integrated Technology Strategy Progress 1996-2002
Access
Access Infrastructure Initiative Baseline Training & User Support Infrastructure
SupportTraining
Net
wor
k
Har
dwar
e
Sof
twar
e
Student Friendly S
ervices
One C
ard
D
istr
ibut
ed L
earn
. & T
each
.
M
ultim
edia
Rep
osito
ry
L
ibra
ry R
esou
rces
Com
mon M
gt. System
s
Stream
line I/T Delivery
Initiatives
C
ente
rs fo
r In
st. T
ech.
Dev
elop
.
Procurem
ent Process
Initiatives / Projects
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California Dreamin’ Overview
CSU Highlights The Dream
Integrated Technology Strategy Working the Dream
Infrastructure Administrative Systems Outsourcing Academic Technology Planning
Making the Dream Come True
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Technology Infrastructure
TII ScopeTII Scope
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Technology Infrastructure
A broader concept of “infrastructure” Includes hardware/software access, training, support
Technology Infrastructure Initiative (TII) Campus network build-out 4CNet
Funding alternatives Public/Private partnership (CETI) Bond Issue
Measures of Success
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Technology Infrastructure Initiatives
Fully build-out baseline intra- and inter-campus technology infrastructure
Funded program to keep the infrastructure current
Infrastructure capability to meet the educational needs of 100,000 new students expected to enroll by 2005 (“Tidal wave II”)
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Technology Infrastructure Initiatives
Stage 1 Spaces, Pathways and Intra-building Media Funded by State Capital Outlay Program
Stage 2 Inter-building Media, Network Equipment,
Network Management Tools, Training and Staff Professional Development
Funded by CSU Support Budget
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Technology Infrastructure Initiatives
TII Stage 1 Infrastructure Upgrade Spaces, Pathways and Intra-building Media 11 CSU campuses have successfully received bids Multiple campuses begin construction by Fall 2002
TII Stage 2 Infrastructure Upgrade Inter-building Media, Network
Equipment, Network Management Tools, Training, and Staff Professional Develop
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State-wide Infrastructure
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Infrastructure: Financing
$245 million over 4 years Stage 1
State Capital Outlay – $180 million
Stage 2 Support Budget – $65 million
Refresh Support Budget – $20 million per
year Three year refresh cycle
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Infrastructure: Lessons Learned
Strategic Imperative = standardized, integrated, robust infrastructure
Operating and equipment standards are essential Training and professional development of
technical staff Workstation standards easy to define and difficult
to maintain/enforce Use multiple approaches to user training Support desk issues more difficult in multi-
campus system setting
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California Dreamin’ Overview
CSU Highlights The Dream
Integrated Technology Strategy Working the Dream
Infrastructure Administrative Systems Outsourcing Academic Technology Planning
Making The Dream Come True
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Administrative Systems: Why Change?
Integrated Technology Strategy in place
No system-wide HR system Financial system replacement Different ERP packages
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Common Management Systems (CMS)
Improved Efficiency
Improved Quality
Standard of Best Practices
for Students, Faculty and Staff
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CMS Target Environment
Administrative “best practices”
Shared service center
Shared, common suite of applications software
1999
2006
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Lessons Learned: From the CSU to You
Software Implementation Approach Sponsorship & Teamwork Project Scope Project Management Communication Change Management Budget Expect the Unexpected Celebrate Successes
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Software Implementation Approach Consider total cost of ownership Approach needs to work for your
campus Collaborate but make decisions Minimize customizations
CMS Approach Single software version Database copy for 23 campuses Centralized application development System-wide interfaces and reports Campus managed rollout to end users
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Sponsorship & Teamwork
Engaged executive sponsorship Informed and engaged stakeholders Campus led, system initiative System-wide teams and teamwork
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Project Scope
Well articulated scope - watch out for creep!
“Must-have” functionality “Phase-in” functionality When are you ready? When is product
ready?
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Project Management
Strong project management and oversight
Realistic project plan Clear and consistent status reporting guidelines
One task at a time, one day at a time, milestones met, project completed
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Communication
Communication commitment Recognize different communication audiences
Internal to CMS Project External to CMS Project, internal to CSU External to CSU
ECAR papers
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Change ManagementWhy can’t I do it the way I’ve always done
it?
Business process change is painful Technology change is merely difficult Need to remain open and willing to change
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Budget
Develop realistic budget Work through tough budget years
39%
10%27%
7%17%CMS Budget
$400M for initial 7-year implementation $10M for average campus implementation
CSU Salaries
Support & Services
Data Center
Software
Consultants
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Expect the Unexpected
View challenges as opportunities Include contingency planning
CMS Experience California budget turnaround State audit
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Celebrate Successes
CMS Milestones HR and Finance – 15 campuses live + 1 more this yr Student Administration – 3 campuses live + 3 more
this yr All campuses fully operational by 2006
Celebrate project milestones
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California Dreamin’ Overview
CSU Highlights The Dream
Integrated Technology Strategy Working the Dream
Infrastructure Administrative Systems Outsourcing Academic Technology Planning
Making The Dream Come True
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Why Outsourcing?
Considered feasibility of data center consolidation Est. cost to operate 20+ CSU campus data centers -
$50M+ Data center consolidation deferred until ERP decision
Selected PeopleSoft Decided to use shared regional data center(s) Opportunity to centralize away from 20+ data centers Complex technical environment Didn’t choose to rely on campus data centers
1996
1998
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Outsourcing: Approach
Technical Architecture Planning Request for Quote Request for Proposal Vendor Selected Contract Negotiations
Five year contract, $60M Hardware Operations
Largest data center outsourcingagreement in Higher Education
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Outsourcing: Implementation
Setup Data Center – Salt Lake City, Utah
Operational as of July 2001 Complex Environment
120+ servers 392 database instances
Service Level Agreements with campuses System Availability Problem Management Back-ups Network Availability Disaster Recovery
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Outsourcing: Lessons Learned - So Far
“Real” outsourcing Defined roles and responsibilities Accountability – SLAs Significant preparation and
planning Procedures and process Contract clarification Location
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California Dreamin’ Overview
CSU Highlights The Dream
Integrated Technology Strategy Working the Dream
Infrastructure Administrative Systems Outsourcing Academic Technology Planning
Making the Dream Come True
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Complete the Dream
Need to Complete Technology Infrastructure Need to Complete CMS ERP on all campuses Maintain Outsourced Data Center All this provided base to now allow us to focus
on academic technology planning
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Academic Technology Strategy
Goal of the Academic Technology Strategy
is to provide …
We’ve only touched the tip of the iceberg
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Planning Steps
As with ITS in 1996:
Document current state Develop vision for technology support of
academics Provide a common framework for decision-
making Determine short list of initiatives based on
stakeholder value and “ROI” Finalize and communicate the Strategic
Academic Technology Plan
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Objectives
When completed, we will have identified:
Short list of strategic initiatives Resources required 3-5 funding alternatives Pros/cons of each alternative Organizational and structural impacts /
requirements How to leverage our investment in technology
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Framework
Outcomes Marketing and Recruitment Services to Students Teaching and Learning Access to Programs
Current ITS Academic Initiatives Library Resources Multimedia Repository Centers for Instructional Technology Development Distributed Learning & Teaching
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Potential Initiative Areas
Marketing and Recruitment Increase recruiting
yields (Faculty and Students)
Student Services Decrease
marketing/recruitment cost per faculty or student
One stop self service options
“High touch” assistance on demand
Teaching and Learning Develop multi-mode
courses On line programs Reduce cost of
instruction Reduce time to
graduation Access to Programs
Accommodate increased enrollment
Reduce new capital costs
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California Dreamin’ Overview
CSU Highlights The Dream
Integrated Technology Strategy Working the Dream
Infrastructure Administrative Systems Outsourcing Academic Technology Planning
Making the Dream Come True
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It’s the Planning…
Planning is strategic and tactical Resources affect the pace not the outcome Communicate effectively
Can’t see the forest for the trees?
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It’s the People…
Teamwork Sponsorship Leadership Focus
Celebrate the milestones
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Persistence too…
Persistence from everyone
Need to be willing to change your mind
Get paid to be right not consistent!
Don’t let the tough days get you down
Keep smiling!
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CSU California Dreamin’CSU California Dreamin’
We Dreamed ItWe Dreamed It
We Planned ItWe Planned It
We’re Doing We’re Doing It!It!
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Now what about you?Now what about you?