Establishing a Research Storage Service at UNSW.

Transcription

1 Establishing a Research Storage Service at UNSW. > Governance > Production > Practice Luc Betbeder-Matibet, Shane Cox, Maude Frances, Mark Hoffman, Andrew Wells, Gregory Leslie, Grainne Moran, Denise Black

2 starting with the end in mind

3

4

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6 the end state a research data service

7 the service an institutional long-term store with metadata functionality at no direct cost to researchers

8 the investments multi-million multi-year multi-stream

9 a roadmap

10 a roadmap

11 the key components align with typical research lifecycles and support research practice Beginning a project During a project Concluding a project Research Data Management Plan Different Kinds of Active Storage Archival Storage Metadata Tools

12 in service the institutional long-term store Tape-based Storage User Interfaces Java / Web LiveArc MediaFlux Server On site Disk Cache Command Line Interface Taken off site

13 from plans to projects to service

14 - collaboration - governance

15 the processes that ensure the effective and efficient use of IT in enabling an organization to achieve its goals Gartner governance

16 an IT focus

17 collaboration

18 - strategic - program - service

19 - business domains - Prince2 - ITIL

20 Govern, Direct, Prioritise Plan, Align, Organise UNSW IT Investment Planning Business Domains Build, Acquire, Implement Prince2 Run, Deliver, Service, Support ITIL

21 strategic business domains

22 Academic Research three domains: what we do Marketing Finance Risk and supporting what we do HR Support Facilities Support business domains

23 Academic Research span organisational boundaries enable institution-wide strategic planning Marketing Finance Risk foster alignment HR Support Facilities reduce duplication Support business domains

24 business domain owners Academic Research Support Business Domain Owners Advisory Group chair their domain work with other domains to set priorities and identify dependencies are a key role in promoting crossorganisational collaboration business domains

25 UNSW IT Committee Academic Research Support Business Domain Owners Advisory Group Faculty / Division Reps System Owners Business Domain Stakeholder Groups System Owner Groups and Working Parties committees and groups business domains

26 investment prioritisation Domain Investment Proposals Cross-Domain Prioritisation 3 year plans - updated annually within domains: alignment to domain strategy. Best place to identify business issues, risks and opportunities. across domains: alignment to university strategy. Ensures transparency, reduces duplication, ensures high level sponsorship. Voting business domains

27 investment prioritisation Domain Investment Proposals cross institutional stakeholder input within domains: through domain domain membership across domains: through faculty and divisional voting Cross-Domain Prioritisation Voting business domains

28 summary Business Domains are an effective model to promote strategic objectives, foster alignment and promote collaboration across typical organizational silos. Internal domain work is where existing and emerging business issues, risks and opportunities are most clearly identified. The Domain Owner role is important in communicating important cross-domain issues. A transparent prioritisation process supports business engagement and clearly communicates executive sponsorship. business domains

29 prince2 program / project

30 Prince2 7 principles 7 themes 7 processes a formal methodology responding to IT project failures with a focus on business justification and managing by stages used at UNSW since 2009 program / project

31 Prince2 boards business-led role-based governance groups & BAGs regular meetings small board / big BAG senior stakeholders program / project

32 Prince2 the board executive senior user senior supplier approves plans and stages authorises changes communicates out ensures that the project is valuable and contributes to the organization s strategic objectives. Senior Stakeholders: Pro-Vice Chancellor (Research) UNSW Librarian Chair UNSW eresearch Committee Director UNSW Analytical Centre Chief Technology Officer, UNSW IT program / project

33 Prince2 the board executive senior user senior supplier approves plans and stages authorises changes communicates out ensures that the project is valuable and contributes to the organization s strategic objectives. Senior Stakeholders: Pro-Vice Chancellor (Research) UNSW Librarian Chair UNSW eresearch Committee Director UNSW Analytical Centre Chief Technology Officer, UNSW IT program / project

34 Prince2 the board executive senior user senior supplier approves plans and stages authorises changes communicates out ensures that the project is valuable and contributes to the organization s strategic objectives. Senior Stakeholders: Pro-Vice Chancellor (Research) UNSW Librarian Chair UNSW eresearch Committee Director UNSW Analytical Centre Chief Technology Officer, UNSW IT program / project

35 Prince2 represent business interests project acceptance input monitor for business impact the BAG Business Advisory Group provides project assurance and direct access to key stakeholders such as individual researchers, heads of school, Faculty IT staff, Library, Research Managers program / project

36 summary a smaller board and an empowered large BAG is effective in providing the right oversight and input. the Board composition is important. It ensures projects are aligned with university strategies and practices. having senior stakeholders on the Board provides the resources and visibility required to achieve project goals. Prince2 is an effective project governance framework for academic organisations. But boards need timely and actionable and accurate updates to function. program / project

37 ITILv3 running the service

38 ITILv3 IT quality = alignment of IT services with the needs of the business. ( ) ITIL Official web site, 2011 running the service

39 ITILv3 a service = something that provides value to customers. ( ) services that customers can directly utilise or consume are known as business services. running the service

40 ITILv3 } 26 processes 5 components Service Strategy Service Design Service Transition Service Operation * * organizational objectives and customer needs. delivering the business objectives. introducing new services into supported environments. manages services in supported environments. Continual Improvement incremental and large-scale improvements of services. running the service

41 ITILv3 service delivered across / { different UNSW IT UNSW LIBRARY UNSW Research Division different service provider groups cultures > a common language clarifies and defines interactions running the service

42 ITILv3 [ ]* Service service definition Design / the business customer and the service provider groups to know what to expect * established to agreed service levels with a service owner running the service

43 ITILv3 * [ ] Service change control Transition \ standardised methods to handle changes in IT systems to minimize service disruption * weekly CAB, code versioning, common testing running the service

44 summary Service definition provides clarity when delivering support across teams. The service owner role helps to bridge across the technical teams. Clear change control is important so each team knows what the other team is doing. ITIL provides a good methodology when formal processes and clear documentation are required. running the service

45 strategic project service governance

46 research division information technology library researchers collaboration

47 Thank you