UW Desktop Computer Rollover Project

1
UW Desktop Computer Rollover Project

• OUCC 2006
• 29 May 2006
• Andrea Chappell, IST
• for the Project team

2
Agenda

• The Project Scope
• Benefits of a rollover program
• Steps along the way
• RFP, Pilot, Model, Regularizing, etc.
• Lessons learned (to pass on to you)

3
Before picture

• Departments sought and bought.
• Some consult IST, some did not.
• Mish-mash from favorite vendor, sales.
• Duplicated effort.
• Old systems computers not top priority
  (surprise, surprise).
• IST supports most, made more difficult by factors
  above.

4
The Project

• Why?
• UW IT review comment about duplication of effort,
  and support (Before issues).
• What?
• Central roll-over, rather than distributed.
• Standard configuration.
• Rollout through IST (mostly so already).
• Central funding - yeah, very nice ?

5
The Project Scope

• Subset of Academic Support (admin) departments
• focus on non-ancillary,
• those funded by central operating budgets
  (fairness clause),
• not IST and Library, initially (too big!).
• Completion of a pilot to determine processes and
  iron out wrinkles.

6
Project team

• 8 core team members, and 8 resource team
  members.
• IST members
• Computer Systems, Hardware, Client Services,
  Admin (purchases), Licensing.
• Procurement Services.
• Department representative.

7
Benefits anticipated

• Minimize trailing edge
• Reduce configuration and support for individual
  desktops
• Reduce financial barriers through subsidization
• Lessen aggregate effort for individual purchases.

8
Extended Benefits

• Departments not eligible for funding can buy in
  to the process
• Unburdened from computer selection
• Process to order selected systems
• Common configuration for better support.

9
Steps along the way

• RFP and initial desktop configuration.
• Pilot deploy 150 systems (some laptops) and
  learn.
• Establish the model.
• Regularize processes.

10
RFP Request for Proposals

• RFP for a partnership for computer purchases and
  support.
• The basics
• 1 or 2 vendors, prefer recent suppliers,
• Focus on partnership,
• Initial order of 120 systems,
• Up to 1000 systems in eligible departments,
• Piggy-backing should be allowed.

11
RFP Focus on partnership

• Partnership means a Business Model
• Product lines,
• Pricing advantages,
• Customer support,
• Efficiency options,
• Delivery management,
• Warranty Service (including depot).

12
RFP The selection criteria

• Equal weighting for
• Quality and functionality of equipment.
• Quality of service (warranty/post-warranty) and
  fit with UWs support.
• Ability of supplier to meet evolving requirements
  of the University.
• Pricing of equipment and service.

13
RFP Initial Config (May 2005)

• Sturdy case with low noise fans
• Pentium 4 3.2GHz
• 1 GB Memory
• 80GB Hard Drive
• DVD-RW Drive Kit
• 10/100/1000 Mbps Ethernet LAN
• USB 2.0 ports available on front of chassis
• Viewsonic or equivalent 17" LCD with integrated
  speakers
• Warranty at least 3 years, likely 4 year
  (depot, next business day on-site coverage
  decisions to be made)
• Option for Department to purchase
• Viewsonic or equivalent 19" LCD monitor

14
RFP Process, progress

• Mar 4th 2005 Issued RFP.
• Mar 28th Responses (8) received.
• Mar 31st Apr 11th 7 member RFP sub-team
  reviewed documents.
• Apr 14th Short-list to three.
• May 3rd Vendor visit.
• Much QA with a vendor!
• June 10th Pretty much set to go.

15
We choose Dell!

• Tier 1 advantage.
• Good systems, already at UW.
• Great initial price (precentage discount will
  decline, but to a known minimum).
• Interesting custom factory integration.
• Con Client service (vs customer service) record
  not great.

16
Summary of pilot (1/2)

• Identified 135 of 690 as 4 years, processor
  speed 933 Mhz or less, to be rolled immediately.
• IST collected orders, placed in batches of about
  50.
• First one was messed up, subsequent perfect.

17
Summary of pilot (2/2)

• Figure out ordering process.
• Round and round! Blanket RFP (confining), partial
  payments by department (messy, not worth effort).
• E-quotes (Dell web site) and Purchase Request.
• CFI experiments (MAC address in advance, delivery
  direct to client).
• Tracking and reporting via Dell UW Premier page
  ongoing difficulties.

18
Summary of Model (1/2)

• Replace 4 year computers, up to one for each
  staff member over 4 year period.
• Computers for new employees not included (but
  subsequently rolled).
• Standard config few options, best price.
• Funding coverage
• For desktops, full (1100).
• For laptops, up to cost of desktop system
  department pays remainder.

19
Summary of Model (2/2)

• IST orders, receives, images, deploys.
• A few departments do portion of this.
• Old systems home, or surplus ONLY.
• Some stashed for use in event of a pandemic.
• Ordering Dells at UW
• Rollover (by IST on behalf of depts)
• General UW (by any employee for UW)
• Personal ( discount for any employee for
  personal we do not manage this).
• Paying for your own? Buy what you want!

20
Regularizing the rollover

• Desktop Rollover Working Group (4 me) to manage
  and evolve.
• Regularize Dell check-in.
• New config, pricing, support, relationship.
• Inventory tracking/reporting to-do.
• Dells service offerings.
• Laptop recommendations.
• Expanding to other areas.

21
Lessons learned (1/3)

• Central funding!
• Key to early buy-in, but benefits worth it even
  without the funding (just not as obvious).
• Team selection is important (of course).
• Solid, not necessarily quiet, team.
• May mess with processes near and dear to team
  members. Tact, but must ask questions.
• NOT buying locally.
• Tough choice, good local relationships and risk
  those, but based on whats best for UW.

22
Lessons learned (2/3)

• Incremental process change for IST.
• Order and purchase new, already imaging and
  deploying. Might not be true for you.
• Communicate with departments.
• Fit with our current practices (regular IST
  meetings with department local reps).
• Anticipate your client questions.
• Trickle down effects slow the process.
• Replaced systems get rid of them for all the
  right reasons!

23
Lessons learned (3/3)

• Working with Dell
• Improved customer service (great new rep).
• Premier site is not what wed hoped.
• Positive feedback, especially from small
  departments (including non-funded!).
• Increased IST workload, but UW benefit.
• Significant interest in other areas.

24
More information

• Project URL
• http//ist.uwaterloo.ca/projects/desktop_rollover
• How to Order
• http//ist.uwaterloo.ca/services (in Quick-links)

25
Special thanks!

• Thanks to the fabulous Rollover team for their
  lively discussions, their valuable input, their
  perseverance, and their sense of fun throughout a
  long, but successful, haul.

26
Questions?Comments?