managing cyberinfrastructure strategically

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Managing Cyberinfrastructure Strategically. Patrick Dreher Director, Advanced Computing Infrastructure and Systems Renaissance Computing Institute. Outline. Snowmass Meeting Campus Cyberinfrastructure (CCI) – characteristics – engines - drivers Cyberinfrastructure Summit in Denver - PowerPoint PPT Presentation

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  • Managing Cyberinfrastructure StrategicallyPatrick DreherDirector, Advanced Computing Infrastructure and SystemsRenaissance Computing Institute

  • OutlineSnowmass Meeting Campus Cyberinfrastructure (CCI) characteristics engines - driversCyberinfrastructure Summit in Denver Follow-on based on the Denver meetingEDUCAUSE initiated CI projects Community participation - how your institution can become more involved in these efforts

  • Campus Cyberinfrastructure Snowmass WorkshopThe meeting was the first workshop for the Net@EDU Campus Cyberinfrastructure (CCI) working groupQuestion: what are the key components of cyberinfrastructure?Sponsored by the National Science FoundationAugust 45, 2006 Snowmass Village, Coloradohttp://www.educause.edu/nmm061

  • Engines/drivers of Campus CyberinfrastructureCampus Communities and Constituencies: Enabler in partnerships with researchers, not as an IT service provider Computing and Communications: Opportunities, synergies (grids), economies of scale for high performance computing, research networks and enhanced support facilitiesInformation Management: Various aspects of data creation, storage, handling, retrieval, distribution interpretation, security, policies on research data, including partnerships and opportunities with libraries and repositoriesVirtual communities:Opportunities associated with scholars partnering with IT organizations to create the software environments that facilitate discovery among distributed communitiesPartnership Strategies:Development of proposals and relationships that enhance the partnership among researchers, universities, and funding organizations to enhance the nations cyberinfrastructure (local, state, federal, international, private)

  • EDUCAUSEs Grand Challenges Program EDUCAUSE is hosting several meetings on topics of particular importance to higher education This Denver Cyberinfrastructure (CI) Summit was part of the EDUCAUSE Grand Challenges Program Denver meeting attended by about 50 higher education leaders with particular expertise and responsibility in the support of IT for research

  • Cyberinfrastructure Summit

    List of attendees http://www.educause.edu/13280

  • Goals for the Denver CIO Summit Obtain CIO insights and perspectives for generating a set of national CI prioritiesCapture best ideas and strategies for advancing CI from this assembled group of IT leadersFormulate strategies and tactics for EDUCAUSE and its membersMeeting URL and final report located at http://www.educause.edu/cisummit

  • Toward Managing CI StrategicallyRecap of the Summit MeetingHighlight/focus on several of the ideas (final report contains the full details) Summit Format Several brief overview talks Structured discussions within breakout groupsMulti-tier roleCIO levelMiddle layer campus cyberinfrastructureIndividual principal investigator

  • Overview Presentation ThemesCyberinfrastructureWhat is it?Why do we care?What CI components should be supported? Where are the resources?Organizationally who actually does the planning and secures the funding?Next steps?CI is a complex mix of components

  • Researchers*StaffGradStudentsFacultyCyberinfrastructure PlayersPeter Siegel TalkRuss Hobby, Internet2* University Consortia & Systems

  • Cyberinfrastructure Functions and ResourcesPeter Siegel Talk

  • Russ Hobby, Internet2The Network is the Backplane for the Distributed CI ComputerPeter Siegel TalkCollabToolsPublishingHumanSupportHelpDeskEducationAndOutreachNetworkTraining

  • Breakout Discussion Groups Five Major Areas Of Emphasis LeadershipSupport for ResearchPriority and FundingShort Term StrategiesLong Term Strategies

  • Common Categories Within Each Breakout Discussion Group

    Established PracticesTrendsIdeasRecommendations

  • Leadership

  • Leadership-- Established Practices 1--Engagement communicate with executive management show CI as a community need, not an IT need Understand the local environment and cultureBuild relationships with those building all the of the rest of the campus physically and infrastructure

  • Leadership-- Trends --Planning, selling, engagement, and implementation tied to the institution's strategic planIntegrate CI into university planThe CIOs goals must be connected to institutional strategyCIO must be an equal colleague of those s/he is influencingCIOs should partner as the architect/rainmaker for CI -- not just the plumber or the builder Demo successful partnershipsActive use of benchmarks

  • Leadership-- Ideas --Define what CI is on your campusNeed for collaborative educational effortCI is different from past IT initiatives; it is more externally influenced

  • Leadership-- Recommendations --Have a major coordinated campaign, on a national level, coordinated by EDUCAUSESome leaders are needed across community disciplines to build groups that span and mediate needs with actions and resources.Influence those who control the money connect with the leaders within the leadership groups.

  • Support for research

  • Research--Established Practices --The definition of core CI services changes over timeInstitutions should implement process to Ensure CI meets reasonable expectationsAdjusts campus investments to shifting priorities. Researchers, IT leaders, and administration must engage in continuous dialogue and review of the CI environment, including funding agency plans and commitments, to ensure the overall systems sustainability.

  • Research-- Trends --There is rapid expansion of demand for a robust CI on campus to support researchKey elements needed in planning for research CI needsThe technology itselfInvolvement of central ITWorkflow, policy and funding proposal developmentEffective IT governance structure. Human considerationsEarly involvement, cooperation with research faculty collaborations and partnership arrangementsSupport and consultationSystem ease-of-useReliabilityInteroperability

  • Research-- Recommendations --Establishing life-cycle replacement processRun development, test, and production systems simultaneouslyContinuous involvement with users Balancing leading and bleeding edgeKeep abreast of international, national, regional, and campus developmentsUnderstand how CI must adapt to accommodate cross-disciplinary needs and domain-specific research.

  • Priority and Funding

  • Priority and Funding-- Established Practices --Funding agencies spawn independent small clusters for individual researchers, accentuating problems of high cost solutionsBurdens need to be shared by campus and sponsorsFocus on engagement Wins for the rainmakersROI arguments used to get buy-in Establish common expectations/norms for costs (including hidden costs) and benefits

  • Priority and Funding-- Trends --CIO beginning to facilitate partnerships across all campus sectorsLeading from the side, advocatingCIO must nuture contact with researchers or s/he is in danger of being just a utilitySharing verses owning => cultural changeUse central seed funds, partial funding, priming the pumpFunctional lead vs technology lead

  • Priority and Funding-- Ideas --Develop a commonly funded CI consortium approachDemonstrate environmental impact of distributed/incoherent approach compared with CICampuses need to organize globally; prioritize locallyPractice good stewardship of the whole not just local,Tap faculty incentive packages to reinforce common CIImplement CI as a strategic capability for institutionFocus on innovationEngage non-vested partners (economic development, independent validation)

  • Priority and Funding-- Recommendations --Create sustainable funding modelsRequest an NAS/NAE study on value of federal funding of CI to science and engineering research.ECAR should do a short-term study on campus CI funding models *

    * CCI Focus Group Report Campus Cyberinfrastructure and Data Centers

  • Short Term Strategies

  • Short Term Strategies-- Established Practices --Begin to establish social & technical trustIdentify, engage leaders and influencersCreate incentives for good behaviorCreate common body of materials: Success & failure storiesArticlesResearch examplesEvents/meetings

  • Short Term Strategies-- Trends --Partner CI to faculty initiatives and researchBegin development of campus, regional, and national awareness around CITangible pilot projectsDevelop technical CI-oriented staffing and expertise: local, regional, nationalIdentify and leverage opportunities between traditional IT & CI

  • Short Term Strategies-- Ideas --Align rewards to practicing good CI to hiring & tenure practicesDefine CI as an institutional competitive advantageReal projects (venture capital model)

  • Short Term Strategies-- Recommendations --Convene and engage prominent research faculty in ways appropriate to your campus cultureShare outputs to larger CI communitySearch for compelling domain cases for highlighting CI/piloting (demo projects).

  • Long Term Strategies

  • Long Term Strategies-- Established Practices --Growing importance of data: mix public/private, libraryParadigm shift: service, collaboration, tools.Emphasis on growth of software tools for collaborationGreater focus on serviceContinued demand for end-user supportClose alignment with existing institutional incentivesDiscipline-specific recognition of unique needs and drivers for services and support

  • Long Term Strategies-- Trends --The scale of collaboration will increase greatly with deepening research collaboration relationships: Between IT and researchersAmong researchers themselvesIncreased connection to libraries and digital asset collection

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