Re-organizing Information TechnologyUniversity at Buffalo

Achieving Service Excellence

Information Technology Service Infrastructure

Teaching &Learning

ResearchOutreach & Public Service

Campus Services

Executive Technology Advisory Group (ETAG)Dennis BlackDavid DunnElias EldayrieMarsha HendersonScott Nostaja (facilitator)

Steve Roberts

Natalie SimpsonNancy SmythHarvey StengerProvost TripathiJames WillisTroy Wood

Guiding Principles for Restructuring IT1. Organize IT around the service portfolio driven by UB needs,

priorities and maturity of technology

2. Leverage UB 2020 ITST initiatives and investments

3. Design a model that supports diversity needs and innovation

4. Ensure that the process is transparent, inclusive and addresses local IT support

Goals for Delivering and Improving IT Services

1. Ensure continued alignment with UB’s goals

2. Align IT service level with available resources

3. Leverage all IT resources across UB while reducing costs

4. Strategically deploy IT to advance innovation in teaching/learning, research and reduce administrative burden on faculty, staff and students

Overall Management Model• Governance

• Decision making responsibilities

• Resource management

• Organizational structure

• Service level agreements

Governance• Governance:

ETAG continues as the UB-wide IT governance structure Enterprise Systems Advisory Committee (ESAC) Information Security committees IT leaders monthly coordination meeting Decision Matrix as approved by ETAG: Input Rights,

Decision Rights CIO one-on-one quarterly meetings with Deans and VPs

• Priority management: Units continue and or develop priority setting structures IT resources will be aligned with Unit and UB priorities Project prioritization process for all projects Portfolio management tools to provide transparency

(Clarity)

Resource Management• Common IT infrastructure & applications delivered enterprise-

wide

• New services will be considered based on available resources and University priority

• Additional consolidation opportunities will be explored to provide reallocation opportunities

• Development of staffing, funding, and service levels will be informed by recent IT data collection as a baseline

• Leverage economies of scale where possible

• PSR of IT staff will be transferred to the CIO organization

Resource Management - Continued• Focus resources on supporting the diversity of

needs:• Research • Teaching and Learning• Unique Administrative applications

• OTPS and TS funds remain at the unit level

• Unit service maintained at current levels as a minimum

• Transparency of resource allocations & services

Organization Structure• Enterprise-wide service organization

• Infrastructure• IT Management• Applications Development and Data Management• Information Security• Client Services• IT Administrative Office

• CIO will be responsible and accountable for managing all IT resources

Current IT Functional OrganizationCIO

Administrative Computing Services

Academic Computing Services

Client Technologies Unit Support 1 Unit Support n

Information Security

CIO Administrativ

e Office

Operational Support Services

Enterprise Infrastructure

IT Policy ERCS

Dean or VP

Dean or VP

Proposed CIO/IT Organization – Enterprise Technology Services

CIO

Applications Development Client Services

Information Security

IT Administrative Office

IT Management

Enterprise Infrastructure

SupportOperational

Services Support

IT Administrative Office Budget

Expenditure Management Personnel Space

Retail Sales

Information Security & Policy Information Security Operations

Policy Privacy

Access Management Compliance

Infrastructure and Operations System Administration Network Administration Database Administration Monitoring & Operations Facilities Management

Scheduling & Applications Support Foundation Technology (file, print, e-mail, messaging, etc.)

IT Management Portfolio Management

Service Management/Quality Change Management Project Management

Resource Management IT Architecture & Standards

Applications Development Enterprise-wide Applications

Selection & Development

Data Modeling and Mining Operational Data Store and

Warehouse Critical Administrative Competency

Centers Departmental Applications

Client Services Service Desk

New User Setup Service Provisioning Workstation Services

Customer Break Fix Support Classroom Technology

Support Enterprise-wide Application

Support Video/Audio Services Mobile Worker Support

Business Analysis Solution Development Technology Integration

Discipline Specific Expertise

R&DStrategic Planning

Client Services• Common IT services

(Shared Service Desk, Instructional Support, Classrooms, Training..etc)

• Four Clusters around common attributes and similar needs Professional Schools

CAS , SENS and special academic programs

Academic Health Sciences

Administrative

Next Steps• Develop a process for:

Prioritization of IT needs Resource allocation Communication New/additional investments Migration process Etc.

Identify areas to pilot processes Service Catalog Service Level Agreement Metrics to measure Prioritization Process

Next Steps Endorsement by ETAG (6/9/2009)

Endorsement by VPs and Deans Endorsement by the Provost and the Executive Vice President

Charge CIO to:• Build the processes• Develop detailed transition plan and time line• Implement the reorganization in the next 12 months

• Report back to ETAG, Senior Leadership and the campus on the progress of the reorganization

Conversation