Original IT Governance Overview

OREGON STATE UNIVERSITY INFORMATION TECHNOLOGY GOVERNANCE
February 2010

IT Alignment and Cost Reduction Workgroup

Sabah Randhawa, Provost and Executive Vice President (Chair)
Sherm Bloomer, Dean of Science
Gigi Bruce, Special Assistant to the Provost
Nancy Heiligman, Associate Vice President for Finance and Administration
Cheri Pancake, Professor, Professor of Electrical Engineering and Computer Science
Curt Pederson, Vice Provost for Information Services  

Current IT Governance Issues

  • Accountability for IT strategy is unclear and/or too distributed for success
  • Funding strategic IT investments is difficult
  • IT related decision making is unclear across organizational boundaries
  • IT costs are currently difficult to assess, compare and control
  • Current structure fosters competition for scarce resources more than collaboration on building critical capability

IT Governance Guiding Principles

  • IT is an enabling capability for the core mission of the university
  • IT needs in a university are diverse and IT strategies must address that range of needs
  • IT will evolve as users adapt new technologies and IT structures must be able to evolve in response to those changes
  • IT use in a university environment is highly distributed and IT strategies must coordinate those distributed elements with central services and infrastructure
  • All participants in IT delivery must be accountable for the good of the whole enterprise
  • IT should be user focused – and governance must include users
  • IT governance must be transparent in process and decision making

IT Governance Goals

  • Identify and prioritize IT strategies and investments critical to OSU’s Mission
  • Drive policies and strategies for IT implementation and cost management
  • Improve IT Service Quality and User Satisfaction

Vice Provost’s Role Going Forward

  • Creates, builds, sustains a holistic IT enterprise for all OSU
  • Accountable for overall success of OSU’s information technology strategies, investments, and implementation
  • Increased focus on…
    • Maintaining a strong, strategic relationship to the IT Strategies Committee and the cross-cutting teams
    • Omni-directional communication – keeping everyone informed of direction, progress, issues
    • Increased collaboration on IT issues by developing shared expectations across an OSU-wide IT team
    • Building OSU’s institutional IT structure; examples include …
      • improve IT funding transparency
      • integration of the matrix governance structure
      • lengthen the IT planning horizon
      • improve accountability to IT users

Guidance for Core IS Infrastructure and Services

Guidance for when IT services are included in IS: details regarding core IS infrastructure and services and the cross-cutting teams will be finalized through discussions with the new IT governance committees over the spring term.

  • Services critical to the safety and security of OSU’s IT operational environment
  • Infrastructure critical to supporting core and common services/applications
  • Services where distributed expertise would make it difficult to achieve overarching IT strategies & goals
Infrastructure Services
  • Telecommunications (e.g. telephone, voicemail, teleconferencing)
  • Network provider relations and management of core wired/wireless networks, campus firewall, network authentication, directory services
  • Management of remote access software
  • Exchange service (or other admin-wide email), management of campus-wide listserv, webmail
  • Spam filtering plus e-mail relay for academic cores that want/need alternative e-mail solutions
  • Distribution of core workstation software affecting security (e.g. MS, Adobe, antivirus, encryption)
  • Basic file storage/backup and email services for undergrads (may be extended by academic units)
Administration Services
  • Enterprise-level business systems (e.g. Banner, SIS/FIS/HRIS)
  • Emergency notification system
  • Coordinated negotiations with hardware vendors
  • Coordinated software licensing for products needed by 3+ academic units
  • Coordinated building security monitoring and keycard access systems
Instruction Services
  • Core coursework management systems (e.g. BlackBoard)
  • Enhanced classrooms

Cross-Cutting Team Guidance

  • Vice Provost is ultimately accountable for successful functioning of teams
  • Members must operate at a broad level – e.g. broadly connected IT users and providers
  • Individuals may be on more than one team to foster cross-team communication etc.
  • Teams appointed by Provost
    • maximum team size = 10
    • balanced IT/USER composition
    • Vice Provost participates regularly on each team
  • Teams are primarily responsible for
    • providing input for prioritizing cross-cutting investments
    • developing operational strategies for implementing cross-cutting activities
    • defining investment costs, analyzing and tracking expenditures
    • tracking and reporting progress toward shared goals
    • identifying requirements for optimum user support levels
    • identifying/minimizing adverse impacts of new investments on existing systems
    • identifying and encouraging opportunities for collaboration and leverage across IT service groups
  •  

Administration Cross-Cutting Team

IT Areas of Interest

  • Accounting Systems
  • Budgeting Systems
  • HR Systems
  • Student Systems
  • Purchasing Systems
  • Contracting Systems
  • Institutional Research
  • Communication & Mktg

Representation of USER Needs

  • Divisions
  • Revenue-based Units
  • Funding-based Units
  • Business Centers
  • Dept-level
  • Non-Corvallis sites
  • Central Administration

Infrastructure Cross-Cutting Team

IT Areas of Interest

  • Core Network
  • Tele-communications
  • Electronic communications
  • System Reliability
  • Security
  • Shared Services

Representation of USER Needs

  • Divisions
  • Revenue-based Units
  • Funding-based Units
  • Non-Corvallis sites
  • Research
  • Instructional
  • Administrative
  • Dept-level
  • Individual-level
  • Business Centers

Instruction Cross-Cutting Team

IT Areas of Interest

  • Classrooms
  • Learning platforms
  • Labs
  • Instructional technologies
  • Grading systems
  • Course evaluation systems

Representation of USER Needs

  • Large undergraduate class
  • Small graduate class
  • Dept-level
  • Non-Corvallis sites
  • Distance learning
  • Student academic support
  • Students

Research Cross-Cutting Team

IT Areas of Interest

  • Bandwidth strategy
  • Computation intensive solutions
  • Large-scale data manipulation
  • Real-time sensing
  • Remote collaboration
  • Visualization

Representation of USER Needs

  • Large collaborative projects
  • Single PI research
  • Large remote collaboration
  • Real-time, field-based research
  • HPC applications
  • High-bandwidth applications