HPU Initial IT Assessment - > OIT Score Card 9/16/ > 6/13/2014

Transcription

1 HPU Initial IT Assessment - > OIT Score Card 9/16/ > 6/13/2014 Issue Problem Impact Recommended Action Action Progress Personnel Student to IT Customer confidence! Target a Student to! Conducted a comparative staffing analysis Staff ratio is has deteriorated. IT Staff ratio of between HPU and other leading private 169:1. Unable to deliver the 100:1. universities in North Carolina. Salary levels are below market. Job performance expected service levels or live up to the Be Extraordinary motto. " Hire managers with management and technology best practice! Developed a new departmental Org Chart that supports key service offerings.! Re- wrote every position description in the department to provide measurable performance metrics are High departmental experiences. metrics. undefined. turn- over.! Adjust staff! Established and funded 18 new OIT positions that Manager Job functions, salaries. once fully staffed will bring the department to a development performance Consider 100:1 student to IT staff ratio. has not included personnel management or expectations, and priorities are not clear. reinstating BS and advanced degree tuition benefits for! Obtained funding and adjusted staff salaries.! Hired an experienced Infrastructure Services Manager. industry best Projects and employees.! Hired an experienced Business Solution Services operations take too Manager. HPU Degree long or fail.! Begun internal training to develop Business offering Analysis, Project Management, and System removed as an Architecture skills. employee benefit. Network Evolved rather than Designed or Architected. Architecture doesn t account for best practices (file sharing ports are open) Hardware firmware is not up to date. Security and legal risks are high. Recurring equipment costs due to switch replacement. Not educating students to the need for security diligence in protecting their identities.! Recruit and hire an Infrastructure Manager.! Independent assessment of architecture.! Develop a planned To- Be architecture and corresponding plan. Restrict ports that pose high security and legal risks.! Recruited and hired an experienced Infrastructure Services Manager.! Completed an external assessment of the university network.! Designed the desired state network architecture.! Developed a multi- year plan to fund and implement the desired state network.! Designed a secure wireless network architecture and implementation plan.

2 Architecture not documented. Wireless is not secure. PCI traffic unknown to network manager. Electrical issues. Staff skillsets, training, best Data Center No fire suppression system. Evolved rather than Designed or Architected. Critical applications (ERP) running on End of Life hardware. Wide array of hardware platforms. Wide array of OS platforms. Production only environments. Insufficient storage. Multiple single points of failure. Staff skillsets, training, best System instability and unplanned downtime. Security risks. Deploy a secure wireless network. Address root electrical issues.! Recruit and hire an Infrastructure Manager.! Independent assessment of architecture.! Develop a planned To- Be architecture and corresponding plan.! Deploy test/staging environments for all systems.! Recruited and hired an experienced Infrastructure Services Manager.! Completed an external assessment of the university Data Center.! Designed the desired state Data Center architecture.! Developed a multi- year plan to fund and implement the desired state Data Center.! Deployed test environments for all mission critical enterprise systems. Page 2 of 10

3 Disaster Recovery & Business Continuity No failover infrastructure. 24 hour data backup cycles. System restores are conducted by rebuilding complete environments. Security video is not backed up. Significant risk of transaction loss (financial, enrollment, grades, etc.). Significant risk of prolonged system unavailability in the event of a catastrophic loss of primary Data Center.! Develop a DR & BC plan.! Architect a design that accounts for near real time data mirroring and critical system failover.! Designed the desired state Network & Data Center architecture that will provide near real time data replication and provide a foundation for teleworking in the event of a significant campus event.! Secured institutional funding to begin implementation of DR infrastructure Summer Account Provisioning ERP - Colleague Manual process spanning HR and OIT personnel. Redundant data and data entry activity. No password change policy. Generic accounts in use across public workstations. OIT staff (including students) have access to user passwords. Evolved rather than Designed. Underutilized. Highly Customized. Significant security and legal risks. Inevitable Financial Audit finding. Increased user service wait times. Reduced data integrity levels. Not providing students with identity protection preparedness. System instability. Inefficiency Data integrity. Constrained business improvement flexibility. " Automate account management.! Integrate HR and ERP systems. " Implement a password change policy. " Deploy web- based password management solution. Educate user community on identity protection fundamentals.! Conduct Colleague Assessment! Institute Datatel Functional Management Team.! Designed an automated account creation/management process.! Developed and executed the corresponding SOW to implement automated account management and web- based password management.! Contracted with Ellucian to implement Colleague HR module to integrate HR and ERP functions.! Implemented Colleague HR module and trained HPU HR team.! Executed the development of automated account management and web- based password management. Currently in testing on schedule for deployment Summer 2014.! Completed Colleague Assessment.! Developed a comprehensive project plan to stabilize our current ERP infrastructure; Perform utilization assessments and training in key business areas; Implement the HR module; Implement the Portal interface for all users; and Page 3 of 10

4 No Data Integration standards. Manual process dependent. UniData database platform Testing/upgrade plans are not documented. Requires Linux based OS infrastructure. " Automate manual processes. " Migrate to SQL Server platform. migrate to the MS SQL platform.! Completed Registrar Office, Student Accounts, and Financial Aid Usage Audits.! Established Colleague Functional Management Team (CFMT).! Begun automating manual processes through redesigned data integrations and process review.! Initiated MS SQL migration process. o Environment installed and configured. o Completed legacy data scans. o Working to clean up legacy data. Reporting Lots of mechanisms, no methods or standards. Limited institutional knowledge and Data Analyst competencies. No outbound message scanning No archiving. Not licensed for students on Exchange platform. No mechanism to remove non- graduating student Inability to make data driven decisions. Inefficiency. Significant security and legal risk (SSN distribution, credit card numbers, discovery compliance, software licensing compliance, etc.).! Create Reporting Users Group.! Create Data Analyst position and develop proficiency. " Build out and document institutional reporting repository.! Implement outbound scanning.! Define archiving requirements, investigate options, and implement a solution.! Acquire appropriate licensing OR explore Office 365 cloud solution. Page 4 of 10! Created Data Analyst position.! Conducted a reporting system review that included 20 representatives from various campus business units and identified the reporting system of choice.! Obtained funding to procure the selected reporting solution.! Developed implementation Statement of Work (SOW) documents and implementation plans.! Installed, configured, and deployed new Argos reporting solution.! Completed Report Writer Training.! Initiated Reporting Users Group.! Evaluated outbound scanning solutions to prevent SSN and Credit Card number transmission.! Identified licensing requirements and worked with vendor to procure new licensing with annual renewal.! Implemented outbound scanning.! Defined current archiving requirements.! Procured additional licensing to account for all HPU users.! Implemented mechanism to remove non- graduating student accounts.

5 LMS Bb Learn Software Compliance Workstation Management accounts. Inadequate production environment. No staging/test environment. Insufficient application administration knowledge, skills, and competency. Out of compliance on Microsoft EES (Windows Server; SQL Server; Exchange doesn t cover students). Incomplete inventory of software licensing. Incomplete hardware inventory. Replacements and acquisitions funded exclusively through Technology Fee. Macs are not on domain. Generic access Significant risk for unplanned downtime. Inability to evaluate/manage enhancements. Inability to support Academic Affairs online/hybrid course growth goals.! Establish appropriate infrastructure capacity.! Deploy staging/test environment. " Establish and staff Training Services unit within OIT. Potential legal risk! Acquire appropriate licensing.! Inventory all software and annually audit licensing. Significant security and legal risk. Unreliable user experience. Inconsistent workstation replacement cycles. Reactive unsustainable support and troubleshooting capabilities.! Connect all university owned workstations to the domain.! Discontinue use of generic access accounts.! Deploy and fully leverage workstation inventory/manage ment solution.! Designed desired state Data Center to accommodate infrastructure requirements and provide test/staging environment.! Created, funded, and begun recruiting for Training Services Manager position to lead Training Services team within OIT.! Completed software inventory audit.! Procured necessary licenses with annual renewals.! Established annual audit process and supporting systems.! Tested and documented process to connect Macs to the domain.! Evaluated current workstation management system and procured requisite new modules & licenses.! Developed campus zones and assigned teams to complete system inventory and conduct preventative maintenance.! Developed comprehensive hardware replacement plan and corresponding budget plan.! Established and implemented remote management solution. Page 5 of 10

6 Classroom Technology Wow Technology in Buildings accounts on campus workstations. Inconsistent Anti- Virus protection. Reactive OS Update/patch management. Manual drive letter mapping processes. Reaching End of Life in new classrooms. Replacement funding model wasn t defined with building construction. The Technology Fee fund is the replacement fund for all technology replacement. Replacement cycles undefined. Reaching first rounds of End of Life hardware since new construction boom. Replacement/m aintenance Faculty confidence deteriorated. Student experience impacted. Technology Fee funding will be consumed in large part by hardware replacement cycles. Business Process improvements through technology initiatives may need special funding. Technology Fee funding will be consumed in large part by hardware replacement cycles. Business Process improvements through technology initiatives may need special funding.! Fully inventory all classroom technology.! Develop a complete replacement plan and identify potential funding constraints.! Explicitly account for future construction projects in OIT funding model.! Fully inventory all WOW technology.! Develop a complete replacement plan and identify potential funding constraints.! Explicitly account for future construction! Developed campus zones and assigned teams to complete system inventory and conduct preventative maintenance.! Developed comprehensive equipment replacement forecast and budget plan.! Developed model to account for future hardware acquisitions.! Developed campus zones and assigned teams to complete system inventory and conduct preventative maintenance.! Developed comprehensive equipment replacement forecast and budget plan.! Developed model to account for future hardware acquisitions. Page 6 of 10

7 Internet, Intranet, & Portal Interoperabili ty & Integration funding model wasn t defined with building construction. The Technology Fee fund is the replacement fund for all technology replacement. Replacement/m aintenance funding not accounted for with new construction. Disintegrated content and user experiences across enterprise web- based systems. Inconsistent design and navigation. A number of failing custom applications/int erfaces. Service URLs are not intuitive Lines of business have grown dependent upon unsupported/unsustai nable systems. Users must remember non- intuitive web addresses. Inability to remain current with systems development life cycles (bug fix, feature enhancements, etc.). System/interface errors create problems for Admissions, web directory, ect. OIT personnel capacity consumed reacting to issues. projects in OIT funding model.! Develop a consistent my strategy for all web- based services.! Assess all custom built interfaces/applicati ons and make strategic buy vs. build decisions. " Compile and prioritize all new system/interface needs and make strategic buy vs. build decisions. " Develop and utilize consistent documentation standards and Page 7 of 10! Procured the ERP Portal module to serve as the university gateway to online systems/services.! Begun renaming system access URLs to intuitive naming conventions.! Inventoried all custom built systems.! Developed and implemented a formalized Functional Requirements gathering process to document requirements and establish a methodology for system selection (buy or build).! Developed a departmental documentation repository and begun developing systems documentation.! Initiated Portal Implementation project and on schedule for Fall 2014 deployment.

8 Systems Integrations Wide range of manual data integration schemes. Inconsistent and unsustainable development Inconsistent documentation Help Desk Insufficient personnel capacity to provide expected service levels for current population of users. Inability for users to view/check incident status. All incidents are not logged. Contractor expenses incurred to supplement capacity. New solutions cannot be delivered. Inability to enhance business operations through automation. Frequent system integration problems. OIT personnel capacity consumed researching and patching problems. Customer confidence has deteriorated. Inability to be data driven. Inability to be proactive.! Inventory and document all system integrations.! Develop standards, and strategically/metho dically rebuild integrations.! Establish, recruit, and fill additional personnel positions.! Establish and benchmark incident response standards and performance metrics.! Review current ticket categories.! Establish incident entry/tracking standards.! Develop appropriate incident reporting structures. Design and deploy user satisfaction! Developed and executed the corresponding SOW to implement automated account management and web- based password management that will provide the foundation for integrating systems with ERP and university authentication credentials based on Active Directory.! Redeveloped system integrations to feed emergency communications; HR systems; CRM; and LMS systems.! Established a re- usable architecture for system integrations.! Established and filled 4 additional User Support Services positions.! Established incident response standards and performance metrics.! Reviewed and updated Help Desk ticket categories.! Begun developing incident reporting structures. Page 8 of 10

9 Print Management Project Agreements Local printers are spread throughout campus. Multi- Function Devices (MFDs) are under utilized. MFDs are direct print.! Vendor agreements are Time & Materials based instead of Fixed Price quotes for delivery of end results.! Costs for multi- phased projects are not accounted for. Costly. Insecure. Inability to print to multiple campus locations. Students can t reliably print from personal computers to university provided printers.! Significant risk for project failure and/or budget overruns. surveys.! Complete an assessment of campus printing costs. Develop a multi- phase strategic redeployment of MFDs that includes follow- me ques; swipe to release; print tracking to gradually reduce local printing for faculty/staff and enhance student print services.! Partner with line of business stakeholders to fully understand and document functional needs/outcomes.! Establish, recruit, and staff Manager of Business Solutions Services and Business Analyst positions.! Define Scope of Work expectations at the onset of project and develop Fixed Price quotes with vendors that define expected Page 9 of 10! Identified current print costs.! Developed departmental standards, templates, documentation, and methodologies for leading stakeholders through requirements gathering.! Established, recruited, and staffed Manager of Business Solution Services position to head a team of Business Analysts.! Developed Business Analyst job descriptions.! Recruited and staffed two Business Analyst positions.

10 deliverables. Key Not yet started " In process! Complete Page 10 of 10