EITS All Staff Meeting

1. EITS All Staff Meeting 06/25/2008

2. Agenda • Strategic Items (45 minutes) • EITS/OCIO Budget Update • Overview of EITS Planning Process: Connecting the Dots! • OIIT/EITS Collaboration in Support of MSD/ITCL Re-Alignment • Informational Items (25 minutes) • UGA/Medical School of Georgia (MCG) Proposed Medical School Collaboration • UGA Telecommunications Upgrade/VoIP Hybrid • UGA Campus IT Governance Realignment/ State Leadership Role • UGA Identity Management Initiative • 2008 EITS Performance Appraisal Process Update • Annex/Boyd/Fred Building Personnel Logistics/Relocation

3. EITS/OCIO Budget Update All Staff Meeting June 25, 2008

4. Briefing Goals OCIO/EITS Financial Profile Sources of Funding State Funding Uses FY08 Project Accomplishments FY08 One-time Administrative Allocations FY09 Challenges

5. OCIO/EITS Sources of Funding State “E&G” funding…………………$14+ Million Student Technology Fee……………$ .4 Million (ongoing) Cost Recovery……………………….$ 8+ Million MRR…………………………………..$ .5+ Million

6. OCIO/EITS State Funding Uses

8. FY08 One-time Administrative Allocations $659,749 for Disaster Recovery Tape Systems $260,000 Maintenance for Network Routers $342,595 for WebCT Vista Hardware $610,000 for IMS Database Conversion $230,000 for Removal of SSN from Business Processes $592,000 for Network Core Infrastructure Upgrade (MRR funds)

9. FY09 Challenges 2% Reserve ($300k) deeper cuts likely Maintenance Spending $4+ million Opportunity for savings? Need Business Cases Re-think Risks Service Reduction Options Need to be developed

10. The EITS Transformation Journey…What is my role?

11. Transformation from Good To Great • Customer Focused • Performance Driven • Learning Organization

12. EITS Transformation Journey • If you want to get somewhere you have to know where you want to go and how to get there. Then never, never, never give up. • Norman Vincent Peale

13. Overview • Goal: Where We Want To Go • Good To Great--Become a more customer-focused, performance driven, learning organization • Foundation: How To Get There-Part 1? • EITS True North • Strategic Planning Model • EITS FactBook • Roadmap: How To Get There-Part 2? • EITS Performance Maturity Model

14. What is a Customer-Focused, Performance Driven, Learning Organization? • organization that focuses on the customer first • organization that plans differently in order to meet the mission • organization that bases decisions on facts • organization that utilizes best practices • organization that strives for continuous improvement • organization that retains staff and others desire to join • organization which others model

15. Pulse Check 1. Do you believe EITS is the best organization it can be?--Have We Reached Everest

16. Overview • Goal: Where We Want To Go • Good To Great--Become a more customer-focused, performance driven, learning organization • Foundation: How To Get There-Part 1? • EITS True North • Strategic Planning Model • EITS FactBook • Roadmap: How To Get There-Part 2? • EITS Performance Maturity Model

17. Foundation-How To Get There Part 1Early Explorations • Building • 5 Year Plan • Compact Plan • EITS True North • Growing/Training • Compact Planning • Coordination • Alignment

18. Foundation-How To Get There Part 1Strategic Planning Cycle

19. Foundation-How To Get There Part 1?Use the Plan • EITS Accomplishments • Support of 68 Services • Implementing 67 Projects

20. Pulse Check 2. Do you believe EITS is described by our customers as a customer-focused, performance-driven, learning organization?

21. Overview • Goal: Where We Want To Go • Good To Great--Become a more customer-focused, performance driven, learning organization • Foundation: How To Get There-Part 1? • EITS True North • Strategic Planning Model • EITS FactBook • Roadmap: How To Get There-Part 2? • EITS Performance Maturity Model

22. Roadmap: How To Get There- Part 2?EITS Performance Maturity Model Goal: Good To Great-- Becoming a more Customer-Focused, Performance Driven, Learning Organization

23. Why Customer-Focused, Performance Driven, & Learning Organization Vision Continue in the role of state and national leader in information technology, and to be recognized as the first source for knowledge and expertise in the area of information technology. Mission Provide a robust, reliable, and secure information technology infrastructure, maintain essential production services, and offer world-class support.

24. Internal Drivers Increase proactiveness Improve documentation Utilize best practices Create partnerships Define clear ownership External Drivers Fulfill the EITS Vision Competition Change External regulation & Public oversight Budgets Flat & Stakeholder expectations are rising Out of our Control Why In our control

25. What Success Look Like: Customers characterize EITS as: • a unified and proactive service organization that focuses on the customer first • a forward focused and planned organization to meet the UGA mission • a data-driven organization that base decisions on facts • an efficient and effective organization that utilizes best practices • an organization that walks the walk and strives for continuous improvement • an organization which staff remain/loyal/desire to be part of and others desire to join • an organization which others model

26. Pulse Check 3. Do you feel that your team actively contributes to EITS being its best and meeting the mission of the University of Georgia?Building the New Learning Environment, Maximizing Research Opportunities, Competing in a Global Economy

27. How • EITS Performance Maturity Model • Key Features • Focus on organizational perspective • Graduated levels of performance • Integrated approach

28. How • 8 categories which identify specific areas EITS will focus on to meet the goal • The EPMM is based upon a maturity model format. There are 5 Levels within the model • There is a specific measurable objective for each of the 8 categories at each level.

29. How

30. How

32. The Challenge • Change in Culture • How we plan • How we operate • How we are held accountable • How we define processes and data

33. The Challenge • Change takes time, effort, and steadfast commitment from everyone • Communicate

34. Pulse Check • Do you feel you have personal ownership in helping EITS become a more customer-focused, performance driven, learning organization?

35. EITS Transformation Journey • If you want to get somewhere you have to know where you want to go and how to get there. Then never, never, never give up. • Norman Vincent Peale

36. ITPDS Focus:Standards, Efficiency, Assurance, Compliance Tools: Six Sigma, Dashboards, QuickBase, ITIL Focus:Alignment, Prioritization, Resource Allocation Tools: Compact Planning, Project Management, Clarity Strategic Planning & Portfolio Management Predictable Lifecycle & Capacity Management Focus:Prediction, Optimization, DepreciationTools: Forecasting, Trending, Data Warehousing, QuickBase Assessment & Improvement Focus:ComparisonsPeers/Aspirants Industry Tools:Educause, Gartner, Surveys Research

37. ITPDS Contact: itplan@uga.edu

38. Key Points • Goal: Where We Want To Go • Good To Great--Become a more customer-focused, performance driven, learning organization • Foundation: How To Get There-Part 1? • EITS True North, • Strategic Planning Model • EITS FactBook • Roadmap: How To Get There-Part 2? • EITS Performance Maturity Model

39. Telephone System Upgrade • RFP was sent to UGA Procurement during the month of March. • UGA Procurement requested a release from the State Procurement; however the state had some questions that had to be clarified. We had a meeting with the State in May, to address their questions. • They release the RFP on May 29 for UGA procurement to manage. • It was then posted to the UGA Procurement Registry on June 3, 2008. • June 17, 2008 - Mandatory Site Visit /8 Vendors • July 15, 2008 - Vendor Proposals are due • August/September 2008 - Contract will be award • September/October 2008 – Estimated time for Contractor begins work

40. Identity ManagementUpdate

41. Goals Reduce the number of places identity data such as a Social Security Number is stored and reduce the number of processes that use that data. Increased level of service Reduce administrative costs Reduce duplication of data and processes Establish a dedicated, independent and unique identifier Create a centralized service for distributing identities Plan • Hire consultancy to discover requirements and produce specifications • Implement the core Identity Management components as part of a first phase • Hire separate consultancy for implementation • Hire FTE’s to maintain the core components • Address Social Security and other issues in external applications of 15

42. Plan • Provide efficiency in storing and managing user/account information • Extend, expand and enhance current eDirectory • Leverage current investments in provisioning • Reduce duplication of data • Insure completeness of Identity store • Establish a unique identifier across systems • Result: • Platform for a comprehensive IdM solution • Create a centralized service for distributing identity information • Extend, expand and enhance current eProvisioning solution • Leverage current investments • Integrate additional systems into provisioning infrastructure (HR, Reg, Adm) • Replace ‘scripts’ for MyId, UGAMail and WebCT account creation • Unify processes for managing the complete user life-cycle • Result: • account linking, data consistency, process efficiency, technology effectiveness • More effective provisioning of MyID, email, LMS, etc. • Foundation for IdM and removal of SSN of 15

43. Plan 1.) Create the User 2.) Modify the User 4.) Report on the User 3.) Remove the User of 15

44. Progress Proposal presented to the Executive Management Team (EMT), funding approved for phase 1 Functional committee formed and meeting regularly, discussing scope, issues, risks Technical committee formed and meeting regularly, product demonstrations, discussing issues, risks Phase 1 analysis consultancy identified, hired, and on-site. Working on requirements discovery Initial discovery with ID Management functional team, previous ID Management effort documentation, and various technical personnel completed Currently meeting with the technical team, key business personnel and key EITS support personnel Result Detailed requirements for phase 1 of 15

45. Time-Line ~3 months of ID Management analysis 2 weeks elapsed ~6 months of implementation of the specifications More Information/Updates? • http://IDManage.uga.edu/ of 15

46. Client Service, Operations and Infrastructure Alignment

47. Security Operations, Infrastructure and Operations Supports Security Operations, Network Operations, Engineering, Infrastructure and Telephone Services. Integrating TEC Services cabling support group into the organization starting July 1, 2008. (Brian Rivers) • Focused on improving Security Incident Response Capability and Managing Risk (Ben Myers and Chris Workman) • Integrates TEC Service Cable department, Cable TV, and Network Infrastructure Group into one unit (David Stewart) • Merges Network Operations, Network Security, Engineering and Student Network Support into one unit (Paul Keck) • Develops resources for network project management and telecommunications unit to manage the strategic projects...telephone system transitioned (Chris Baines)

48. Client Services Supports Help Desk, Client Relations, Computer Labs, Instructional Multimedia. Aligning CITP closer with (Shawn Ellis) • Merges CITP Desktop unit and Enterprise Application Support under one leadership (Mike Ellerson) • Provides better coverage for CITP and EITS clients • Provides better management alignment between CITP and clients (Marcus Henderson) • Better alignment of CITP and the Helpdesk

49. System Provisioning and Maintenance: Supports Mainframe Operations and System Support, Server Hosting/CITP, System Administration and Partnerships (SLC/Admissions) (Jeff Teasley) • Merges EITS System Administration responsibilities with CITP/hosted System Administration responsibilities for better support, backup and standards. • Provides resource support for project management

50. Research Computing • Supports Research Computing Architecture and R&D Coordination (David Matthews-Morgan) • Aligns Research Architecture staffing under proper leadership • Supports our goal for better IT support for Extended UGA Sites (Rayid Tartir)