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Comtech Meeting June 04 - 2008

Comtech Meeting June 04 - 2008. Agenda. What’s New at UCIT Expression in D Major – Building on Digital Media Information Security Communication Plan Data Centre Electrical Update UCIT Project Office – One Year Later…. PeopleSoft Student Update - Past, Present and Future

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Comtech Meeting June 04 - 2008

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  1. Comtech MeetingJune 04 - 2008

  2. Agenda • What’s New at UCIT • Expression in D Major – Building on Digital Media • Information Security Communication Plan • Data Centre Electrical Update • UCIT Project Office – One Year Later…. • PeopleSoft Student Update - Past, Present and Future • File Storage Project • EDU-Roam at the UofC

  3. Some Key Projects Across the Six IT Portfolios Process and Organization ITSM Information Security Lean Six Sigma Governance and Project Management Learning Classrooms & Labs E-Learning Student Computing Research HP Labs Campus and Eco Grid WestGrid II Administration IT Governance Mainframe Decommissioning Project IMAGinE PeopleSoft Upgrades Info for Improved Decision-making Community Digital Library Planning Web Content Mgmt Infrastructure Disaster Recovery PlanningData Centre Expansion Network Renewal Next Generation Storage

  4. Expression in Major Building on Digital Media King Chung Huang kchuang@ucalgary.ca

  5. Information Security Communication Plan Dennis Tracz dntracz@ucalgary.ca

  6. Information SecurityCommunication Plan • Monthly Security Bulletins • Poster Awareness Campaigns • Department/Faculty Presentations • In person • On line

  7. Information Security Bulletins • Passwords (May) • Phishing (June) • Laptop Security

  8. Poster

  9. Presentations • Student • New Faculty/ Staff • Technical Personnel • Senior Management

  10. UCIT Web Site – Alerts • Emergency Alerts • Alerts • Critical • Moderate • Low • Rss Feed

  11. How can you help? • Distribute the Information Security bulletins to your faculty/department staff • Post the IS posters in prominent places around your offices (coffee rooms, copier space) • Call UCIT for more posters • Let UCIT (Support Centre – 220-5555) know of any Information Security concerns

  12. OPC Priorities and Data Center Status Bryan Bates bbates@ucalgary.ca

  13. UCIT Data Center

  14. Production ControlPriorities Review • Release Processes - Release Management • Ensure that all services follow a formal process for release into production • Control Processes – Change, Configuration • Ensure that all services and assets are managed and changes are controlled to protect service quality • Ensure that all hosted systems are provided with a safe, secure environment to operate in • Resolution Processes - Problem, Incident • Ensure that all problems are recorded and action taken to resolve them • Relationship Processes – Service Levels and Availability • Ensure that all stakeholders are kept informed regarding the operation and status of their respective services

  15. Math SciencesCritical Power Issue • Maximum Safe Power Draw is 1100k VA • Includes all 600 V building power loads • Current draw is 977k VA • New commitments (Network Core, Teradata) = 100k VA • Available power is 23k VA • Requested power for new installs – +500k VA • Swing Space – The need to reserve power for transitioning from old to new systems • Available Power = Swing Space

  16. Math Sciences Power Status • No additional 600 V load allowed anywhere within the MS Building • All new system installs (except one-for-one swaps) will be deferred until additional power can be brought on-line. • Currently negotiating possible addition of 250k VA to MS DC – available 9 to 12 months from now • Research Computing Data Center is being considered to relieve the longer term issue – available in 18 to 24 months

  17. Math Science Building Power

  18. UCIT Project Office Janet Cameron jcameron@ucalgary.ca

  19. The Project Office Mission To help guide and support IT initiatives as they proceed from inception through to delivery of a solution into the production environment. Approach To leverage and improve best practices and consistency in business analysis and project management.

  20. Our Staff Dedicated project management professionals with skill sets in project management, portfolio administration and business analysis with a focus on helping units and faculties understand, articulate and progress initiatives that deliver value to the University. Janet Cameron, Manager Janet Harvey, Senior Project Manager Bob Swan, Consultant Sandy Healy, Project Co-ordinator

  21. Our Accomplishments Developed and launched our web-site Developed and delivered training for Methodology, Governance and some templates Led the initiative to implement IT Governance developed model implemented committees defined governance principles and risks Trained 125 people Methodology and Governance PM2 for PMs Opportunity Assessments Developed and implemented a Project Deliverables Library Created an extensive template library

  22. Our Accomplishments continued Implemented a Project Portfolio Management tool Partnered with Med IT Built relations with senior leaders across campus Our manager (Janet Cameron) and senior project manager (Janet Harvey) became Lean Six Sigma "Yellow Belts" Janet Harvey became a certified PMP (Project Management Professional) Mentored Project Managers in other departments and faculties Started the Project Management Community Practice Integrated the methodology with the IT Services Management (ITSM), IT Information Library (ITIL) model to provide full life cycle view Provided delivery management services for larger projects Worked with Gartner Consulting Services to provide briefing sessions to various units through out the University

  23. The Coming Year Continued Training: Business Analyst and Project Management courses; Governance and Methodology sessions Project Management Community Practice – continue monthly sessions Continued consulting/mentoring on project management and business analysis Continued work on IT Governance Develop and implement a scorecard system Expand current scope of governance Project Portfolio Management (PPM) Tool – selection / implementation Resource project managers, business analysts to projects on request

  24. Our New Web-site www.ucalgary.ca/deliver.it Or www.ucalgary.ca/it > click Services tab > click Project Management under Business & Administrative Services (demo)

  25. Contact Us Send an e-mail to deliver.it@ucalgary.ca Use the feedback form at www.ucalgary.ca/deliver.it Feedback/Request tab Call us at 210-8792

  26. Thank you! Questions

  27. Student Update Past, Present and Future Don Barker barker@ucalgary.ca

  28. Campus Solutionsa.k.a. Student Administration,Student Information System, SIS, PeopleSoft, and @#$%& Application Portfolio

  29. Objective Help clients get an understanding of the Student Information System implemented at The University of Calgary Discuss a roadmap for the future Application Portfolio

  30. Agenda • Past - Only a Chief Financial Officer can get away with trying to run a company by looking backwards … through accounting?....Don Barker 2. Present - No matter where you go…there you are…. Buckaroo Bonzai in the 5th Dimension 3. Future - Impossible to see the future is….Yoda Application Portfolio

  31. Past • Dakota tribal wisdom says that when you discover you are riding a dead horse, the best strategy is to dismount. However, in business we often try other strategies with dead horses, including the following • Buying a stronger whip • Changing riders • Saying things like "This is the way we have always ridden this horse.“ • Appointing a committee to study the horse. • Increasing the standards to ride dead horses. • Appointing a team to revive the dead horse. • Arranging visits to other sites to see how they ride dead horses. • Creating a training session to increase our riding ability. • Comparing the state of dead horses in today's environment. • Changing the requirements, declaring that "This horse is not dead!" • Hire contractors to ride the dead horse. • Harnessing several dead horses together for increased speed. • Declaring that "No horse is too dead to beat!“ • Providing additional funding to improve the horse's performance • Launch a study to see if contractors could ride it cheaper. • Purchase a product to make dead horses run faster. • Declare that the horse is "better, faster and cheaper" dead. • Form a quality circle to find uses for dead horses. • Revisit the performance requirements for horses. • Say that this horse was "procured with cost as an independent variable." • Promote the dead horse to a senior management position. Application Portfolio

  32. Past (cont.) • Existing system was developed more than 25 years ago • Obsolete technology, inflexible, costly to modify, not supportable. • New Student Admin System provides a modern, web-based interface • Much more flexible, a base for improving service to students and staff, opportunities for increasing efficiencies in business processes Application Portfolio

  33. Past (cont.) Implementation Effort Approximate for Illustrative Purposes Base Implementation: ~ $ 7.0 million Includes Conversions Configuration Operational Reports Interfaces to other applications Bolt-Ons (for adding missing functionality ): ~ $ 2.0 million Examples High School Admission Average & Evaluation Self- Service Change of Program GPA Calc for Internal Quota Admissibility Application/Admission to Combined Programs Gov’t Reporting snapshots Enrolment Checks (pre-engine) Locker Reservation & Management System T2202A Tax forms self-service Support for Enrolment in Course scheduled over 2 terms Customizations (changing PS code for adding missing functionality) ~ $ 1.0 million Examples Validation for U of C Academic Program combinations Registration Deposit for continuing students Self Service Transcript request & payment - additional features Effective writing requirement processing Modify Transcript content & print layout Creation of alternate week class scheduling Application Portfolio

  34. Past (cont.) Application Portfolio

  35. Past (cont.) Phase 1 - October 2006: Timetabling Phase 2 - November 2006: Admissions and Entrance Awards Final Phase - February 2007 All remaining system components (Registration, Transcripts, Student Records, etc.) Application Portfolio

  36. Past (cont.) However we are still stuck in the past. Tied to legacy systems, policies and procedures which no longer work. People unable or unwilling to change. Application Portfolio

  37. Present Supporting all of the Student Administrative needs from cradle to grave 28,000 Students 120,000 Alumni 1,700 Faculty 2,700 Staff Our clients are infinite. Application Portfolio

  38. Present (cont.)Faculties Supported Application Portfolio

  39. Present (cont.)Departments Supported Application Portfolio

  40. Present (cont.)Technical Background Screens in PeopleSoft (called “pages”) are used for either: On-line access Requesting a batch process The “vanilla” (ie. delivered) Peoplesoft “Campus Solutions” (ie Student) system has 4386 pages. We implemented 1210 pages. (We didn’t implement much of Financial Aid, Recruiting or Academic Advisement, or any of the non-Canadian country-specific functions, or any of the Ontario-specific Admission functions). In addition, we build “bolt-ons” (new components) comprising 489 pages So we are using a total of 1699 pages. By comparison, the Legacy Student system had: 507 On-line (CICS) screens 89 Web pages (Infonet for Students / Infonet for Staff) 241 Batch jobs This would equate to 828 pages in PeopleSoft terms (less than half of what we are using in PeopleSoft). Application Portfolio

  41. Present (cont.)Technical Background Programming Languages PeopleCode (for online screens) Application Engine (for batch update jobs) SQR (for complex reports) PS Query (for simple reports) COBOL (for complex batch programs, and complex online subroutines called by PeopleCode; the Student system contains 672 delivered COBOL programs and subroutines) PL/SQL (for Oracle stored procedures) Java (for specialized interface routines) Application Portfolio

  42. Present (cont.)“Some” of The Work Involved Application Portfolio

  43. Present (cont.)The Assets The Dream Team • 25 F.T.E. • 1 Manager • 2-3 Architects • 9 Senior Application Consultants • 1 Intermediate Application Consultant • 10 Senior Application Developers • 1 Intermediate Application Developers Application Portfolio

  44. Present (cont.)Strengths Project management e.g. Implemented a 72 person year project on time and under budget. We Deliver and Meet Deadlines Quite frankly the best team I have ever seen. (and this is in comparison to anyone in the corporate sector) Application Portfolio

  45. Present (cont.)Issues Size and extreme complexity of the system Lack of experienced Business Analysts (but we are getting there) Huge amount of work required to apply “Bundles” (of fixes) or Maintenance Packs Need to minimize customizations so that upgrades to new releases won’t take forever, vs the desire by users to make the system work more effectively for them Users in many areas (Admissions, Awards, the Registrar’s Office, many Faculties) are burned out by the amount of new stuff they have had to learn, and the number of problems they have had to deal with. Although the number of bugs per new function is not really different than with the legacy system, because there were essentially over a thousand new functions (delivered plus custom) being implemented at once, all the bugs hit at once. The users have never had to face anything remotely like this before. Application Portfolio

  46. Present (cont.)Issues Key Staff Members have been worked to excess. Senior management staff have quit or are burned out. Tired of hearing how things will change. e.g. restructuring, working environment, etc. Application Portfolio

  47. Future To be Continued … End to End Service Oriented (not just PeopleSoft) Evolving our Investment In People and Technology Staff exchanges Australia (current and ongoing) Training staff and clients (investing in our assets) Version 9.x Enable Business Processes Application Portfolio

  48. Questions ? Application Portfolio

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