Central IT Organizational Realignment

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Central ITOrganizational Realignment

• CIO OfficeOctober, 2007

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Current CIO Organization and Personnel
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Drivers of Change

• Growth in IT
• Mission Critical 7 x 24
• Exponential Growth
• Succession Planning
• Time marches on
• Fix Current Problems
• Eliminate Silos - Overlaps/Duplication
• Eliminate Academic/Administrative Split
• Position for Sustainability and Growth
• Greater Policy Strategy Capacity is Needed
• Security, Ethics, Disasters, Measurement, ID
  Mgmt

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Whats Been Done to Date

• Formalize Management Structure
• Now have formal Assoc Directors in most places
• Senior Professional category available
  Architects
• Greater Staffing Promotional flexibility
• Pushing down personnel, budget, planning
  decisions to Assoc Director level to a greater
  degree
• Meeting 3 4 times per year as Mgmt Group to
  build team, share new ideas, concepts
• Improved management capacity
• Positive Change in Many Areas

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Bottom Line

• Not in crises situation congrats to all!
• so this is a good time to prepare for future
• Could remain as is and simply fill positions/hire
  as needed
• but this doesnt solve current issues
• Potential risks of changing from familiar ways
• breaking long standing paradigm

Ready for Next Step Organizational Realignment
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CIO Reorganization Effective Immediately
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A Closer Look
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New Reporting Relationships
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Reporting Relationships 2
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What Are We Trying to Achieve

• Build Succession Capacity
• Better Planning/Coordination in Key Areas
• Network, Hardware (servers, backup, storage)
• Enhanced Policy/Strategy Capacity
• Dedicated effort in this regard
• Utilize Lionels knowledge, skills and expertise
• More Horizontal/Less Vertical
• New IT Services Delivery Model

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IT Delivery and Support ModelComprehensive
Horizontal Groups
Users/Content Providers
P M O
Customers
University Computing Services UCS
User Support
Application
Software Developers/Integrators (ICAT, AISG)
Application Database
Database Instance
Infrastructure Services
Network Data and Voice
Network Services
No Academic/Administrative Differentiation More
Sustainable and Expandable Concentrate Expertise
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IT Delivery and Support Model
ExternalHOSTING Model
Users/Content Providers
User Support
Customer/Vendor IT Groups
Application
Application Database
Database Instance
CIO Information Technology Group
Network Data and Voice
Other SFU Groups Can Lever On Central
Infrastructure If They So Choose
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Architects Roles
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Policy/Strategy/Planning(Lionels
Staff/Functional Role)

• Policy Analysis and Development
• GP24, Information Security, ID Mgmt
• Measurement and Analysis
• KPIs (Key Perf. Indicators)
• Financial Planning
• Strategic Direction
• Special Projects (e.g. Pandemic), Standards
• One IT Three Campuses - Rationalization

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Network Services (NS)

• Data and Voice Services
• Network Security
• Computer Room Operations
• One Network multiple campuses
• Capital Renewal Projects

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IT Infrastructure (ITI)

• Hosting Facility
• Servers, Storage, Database
• Sys Admin, Backup
• Infrastructure Planning and Management
• DR/BC
• Energy Management
• Service Provider to Other IT Groups
• CIO, SFU, External

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University Computing Services (UCS)(Lionels
Operational Second Hat)

• Customer Facing
• Direct End User Services
• Desktop Support, MCS
• Initial Point of Contact e.g. Corp Time, BBs,
  PCs
• Customer Services
• Front Counter, Liaison
• Future Integrated Help Desk?
• User Compliance
• Customer Advocacy
• Research Support Enhancement

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Institutional, Collaborative and Academic
Technologies (ICAT)

• Focus
• applications, middleware and SOA integration
  techniques
• software development (in-house, open-source
  and/or purchased solutions)
• Customers
• Students, Faculty/Academics and Support/Admin
  staff (Everyone!)
• Individuals, Groups and Classes
• Institutional Services
• AMAINT - computing account management
• Single signon middleware (CAS, LDAP)
• Groups and permissions middleware (LDAP groups,
  maillist)
• Comprehensive services e.g. eMail, Calendaring,
  WebSurvey
• Collaborative/Academic
• WebCT, Sakai 
• Wikis, Online communities, etc.

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Application Integration and Support (AISG)

• Integrated Applications
• ERP, Non-ERP Applications
• Development, Sustainment
• Application Services
• Crystal, Terminal Services
• Project Management Office (PMO)
• Project Management Oversight
• Business Process Review and Enhancement
• Methods, Standards and Practices

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IT Portfolio
University ComputingServices (UCS)
Institutional Collaborative Academic Technologies
(ICAT)
Application Integration Support Group (AISG)
Network Services (NS)
IT Infrastructure (ITI)
PMO
Finance
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Final Thoughts

• New Structure is a Beginning not Final
• Principles/Basic Organization Established
• Ongoing refinements and adjustments
• Input welcome from all
• Operational necessities come first
• Transition of responsibilities NOT Cut Run
• People may cross org boundaries
• Cant Subset Services/Responsibilities
• e.g. eMail/Calendaring, Hosting, User Support
• Full responsibility for comprehensive service -
  Ownership
• Doesnt necessarily mean doing everything

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Comments, Questions, Concerns?