Master Plan Final

ì Information Technology Master Plan

ì Path to the Plan

PROCESS

This document outlines the strategic goals, objec;ves and ini;a;ves of Lafaye@e’s Informa;on Technology Division. It is the culmina;on of nearly a year’s worth of work and a variety of conversa;ons and inputs. In March 2011, Lafaye@e contracted Polaris Consul;ng to help develop primary inputs to this process. That report, in conjunc;on with input from cabinet, senior staff, the Board IT commi@ee, IT leadership, advisory bodies, faculty, and staff have all informed this final plan. The master plan has a three year horizon, and includes a priori;zed project porPolio, budget es;mates, and staffing requirements to implement the porPolio. In addi;on, the College’s Strategic Plan Global Objec;ves and Suppor;ng Objec;ves are included to provide the strategic context for the IT Master Plan. The Informa;on Technology Master Plan is not intended to provide an exhaus;ve list of the technology-‐related projects Lafaye@e must undertake, but rather focuses on those areas where technology is expected to deliver significant addi;onal value to the College.

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CONTENTS

1.   Strategic Framework: This sec;on defines the strategic landscape at Lafaye@e by reviewing

the College’s Strategic Plan Objec;ves. 2.   Vision, Principles, Objec<ves, and Goals: The major strategic framework for the IT Master

Plan is placed within the College’s larger strategic context through a Vision Statement and Guiding Principles. Four IT Strategic Objec;ves and related Goals are outlined.

3.   Ini<a<ve Summary and Roadmaps: Provides high-‐level view of strategic ini;a;ves for the next three years

4.   Investment Profile: Includes staffing and funding requirements to enact ini;a;ves iden;fied in the plan.

5.   Governance: Describes the proposed governance and project intake/priori;za;on func;ons.

6.   Ini<a<ve Descrip<ons: This sec;on describes the set of ini;a;ves and capabili;es that enable each objec;ve. The ini;a;ves should be revisited periodically over the life;me of the plan.

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ì Information Technology Master Plan STRATEGIC FRAMEWORK

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ì College Strategic Plan

Global Objec;ve 1

A student educa<onal experience that builds on a founda<on of liberal arts to prepare 21st century global leaders and ci<zens.

1.  Create a climate of (co) curricular and cross-‐disciplinary innova;on that builds on and

strengthens the college’s tradi;on of disciplinary excellence. 2.  Create a socially and intellectually vibrant residen;al experience that enhances the college’s

curricular and educa;onal goals. 3.  Create a dis;nc;ve community of faculty, staff and alumni that mentors students to become

mature, responsible, and intellectually engaged ci;zens of the global community. 4.  Provide students with dis;nc;ve educa;onal experiences that build skills for ci;zenship and

leadership in the global community. 5.  Create a campus environment that purposefully engages students in problem-‐solving

opportuni;es and challenges in prepara;on for the leadership in the global 21st century.

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Global Objec;ve 2

Inclusive, vibrant campus known for diversity in thought and experience. 1.  Create a campus culture that promotes the integra;on of programs and ini;a;ves across all

divisions aimed at both celebra;ng difference and building bridges across iden;;es. 2.  Transform aspects of campus tradi;ons and culture that constrain Lafaye@e’s commitment to

inclusion and diversity in thought and experience. 3.  Infuse issues of difference into the fabric of a Lafaye@e social and educa;onal experience. 4.  Enhance Admissions and Financial Aid opera;ons to consistently recruit, enroll and support a

student body characterized by diversity in thought and experience. 5.  Encourage and reward commitment to an inclusive and vibrant educa;onal experience to

strengthen leadership capacity across campus and throughout all ranks. 6.  Showcase Lafaye@e’s dedica;on to a culture of inclusion in all aspects of the college

communica;on with prospec;ve and current students, alumni, faculty, and staff.

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Global Objec;ve 3

Faculty, staff, and administra<ve achievement commensurate with the best colleges in the country.

1.  Sustain and strengthen the faculty’s reputa;on for teaching excellence through strategic

investments in pedagogical and technological support. 2.  Sustain and strengthen the faculty’s reputa;on for scholarly achievement and research

collabora;on with students through strategic investments in research support. 3.  Develop a structure and incen;ves to encourage and reward outstanding faculty and staff

achievement.

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Global Objec;ve 4

Innova<ve educa<onal programs demonstra<ng na<onal leadership in selected areas of excellence.

1.  Create a Center for the Arts that leverages the college’s proximity to interna;onal metropolitan

centers and strong, local community partnerships and is dis;nc;ve for cross-‐disciplinary integra;on of the prac;ce, theory and history of the visual, fine and crea;ve arts.

2.  Create a state-‐of-‐the-‐art Center for Life, Earth and Environmental Science that is dis;nc;ve for co-‐curricular interdisciplinarity and innova;on.

3.  Create centers of excellence in Leadership Studies and Entrepreneurship. 4.  Create a Center for Global Educa;on that integrates dis;nc;ve residen;al programming,

curricular and study abroad opportuni;es, faculty global research, and the college’s outstanding interna;onal student popula;on.

5.  Develop community based learning, research and service (CBLRS) partnerships that capitalize on learning opportuni;es and invest in projects locally and globally.

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Global Objec;ve 5

Strong partnerships with the Easton Community that strengthen students’ educa<onal experience and the vitality of the College.

1.  Leverage the college’s excep;onal town-‐gown rela;ons to build a model of community

partnership that is dis;nc;ve for student educa;onal value. 2.  Enhance the gateways between the College and City to foster partnerships with the community. 3.  Create a solid founda;on and sustainable funding source for community outreach and

community based learning opportuni;es. 4.  Strengthen partnerships with the local community to cul;vate internship/externship

opportuni;es.

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Suppor;ng Objec;ve 1

Financial, physical, and technical infrastructure that ensures the College’s capacity to deliver and reputa<on for excep<onal educa<onal value.

1.  Develop a culture of planning and a process for execu;on of projects in the areas of financial,

physical, and technical infrastructure such that investments in these areas align with and support the global objec;ves.

2.  Sustain and enhance the College’s financial resources, including especially the endowment. 3.  Invest in financial, physical, and technical projects that give the College compe;;ve advantage

with respect to a@rac;veness, func;onality and long-‐term demonstrated educa;onal excellence.

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Na<onal prominence in technology innova<on in support of the College’s educa<onal mission and strategic objec<ve.

1.  Sustain and strengthen the College’s commitment to developing and using a suite of tools and

applica;ons that enhance communica;on, facilitate collabora;ons, and build community. 2.  Develop infrastructure and services that leverage data assets for assessment and execu;ve

decision-‐making. 3.  Create an environment that supports a more integrated and sophis;cated use of technology by

faculty and staff for teaching, learning, and working.

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Produc<ve alumni engagement in all aspects of the student experience in support of the College’s excep<onal educa<onal value.

1.  Develop alumni community that encourages collabora;on and communica;on. 2.  Provide experiences and structures that foster alumni mentorship of current and prospec;ve

students. 3.  Enhance programs that support alumni engagement and leadership development.

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ì Information Technology Master Plan VISION, PRINCIPLES, OBJECTIVES, AND GOALS

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VISION

Informa;on technology is rapidly becoming an essen;al component of the core enterprise. It is no longer just a produc;vity enhancer, but rather will be at the center of nearly everything we do. To adapt the ins;tu;on to the changes this will likely bring to our environment, the College must

provide each user with the technology they need and support them in using it effec;vely. Members of the community must embrace the use of informa;on technology in their roles, and be commi@ed

to using it to improve and enhance their own work, and the College as a whole.

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ì Guiding Principles

PROVIDE ACCESS TO TECHNOLOGY

The College is commi@ed to providing all members of the Lafaye@e community with access to the technologies they need in their roles, when and where they are needed, and in user-‐friendly forms.

Technology users should seek to u;lize available technologies in ways that generate addi;onal value in their ac;vi;es, and communicate with technology providers when their needs are not being met. Technology providers should regularly review their porPolio of supported technologies, keep them up to date, re;re those that are outdated or infrequently used, and provision new ones as needed. Frequent feedback should be solicited from the community to support this process. In addi;on, periodic reviews should be conducted to determine whether par;cular services could be provided more cost effec;vely by external providers.

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BUILD TECHNOLOGY LITERACY

To take full advantage of the investments being made in informa;on technology, it is important that members of the community are well equipped to use them in their work.

Technology users should develop and maintain competencies in the technologies appropriate to their roles. Technology providers should provide easily accessible training and support for the technologies deployed to the community, and be available to consult with users on how to apply available technologies to their needs.

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ENCOURAGE INNOVATION

Informa;on technology is now a part of nearly every ac;vity the College engages in, and provides the opportunity to do things faster, be@er, or cheaper, as well as to provide new or expanded services or seek new revenue streams. The College is commi@ed to becoming a na;onal leader in areas where technology innova;on supports the educa;onal mission and ins;tu;onal strategic objec;ves. Members of the community should be encouraged and supported to explore new ways of using technology, with an understanding that innova;on can be risky, and some failures may ensue.

Technology users should consider how technology could help them solve problems in new or different ways, and collaborate with technology professionals when presented with a problem that they think could be solved through applica;on of technology. Technology providers should educate the community on what technologies are available, and consult with them on how IT might be applied to solve problems and enhance the mission of the College. They should work with the community to pilot technologies in order be@er understand how and whether they should be applied more broadly across the College. They should also seek ways to encourage users to take risks and experiment with technologies that enable innova;ve teaching and scholarship as well as efficient business prac;ces.

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WORK IN PARTNERSHIP

Effec;ve deployment of informa;on technology is not just the responsibility of ITS. Technical projects should be collabora;ve efforts between users and technology providers. The success of projects goes beyond purely technical efforts, and success hinges upon how well the community adopts the technologies and how closely they meet users’ needs. Early collabora;on during project planning is strongly encouraged.

Technology users should take responsibility for technology-‐enabled projects undertaken in their areas, be able to ar;culate the desired value, and be accountable for results. Technology providers should work closely with users to understand their objec;ves and provide guidance on IT capabili;es. They should iden;fy and include poten;al partners and stakeholders, and provide strong project management and technical capabili;es to deliver desired results.

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FOCUS INVESTMENTS

While informa;on technology is essen;al to the overall success of the College, there are limited personnel and financial resources available to support technology ini;a;ves. The College must focus its investments on those projects that clearly demonstrate value through academic and business outcomes, while retaining some funding to support innova;ve projects and smaller academic ini;a;ves.

Technology users should bring forward ideas for IT-‐enabled projects, and be able to ar;culate the desired outcomes. Technology providers should focus on assis;ng the community in understanding where and how technology could bring benefit, and effec;vely execu;ng high priority projects in a cost-‐effec;ve manner.

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SUPPORT OUR CULTURE

A significant part of the value generated by the Lafaye@e community comes from the face-‐to-‐face interac;ons between and among students, faculty, and staff. Technology should be deployed in a way that enhances and supports these interac;ons, not in a way that replaces them.

Technology users should determine how to best integrate available technologies into the tradi;onal Lafaye@e program, and iden;fy barriers to effec;vely using technology. Technology providers should help iden;fy ways to facilitate people-‐to-‐people interac;ons by simplifying and standardizing rou;ne administra;ve processes.

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ì Teaching, Learning, and Research

OBJECTIVE 1

Develop capabili<es that support faculty teaching, research and student learning 1.  Expand capabili;es to support teaching and research across mul;ple disciplines while enabling

individuals to innovate in their areas of specializa;on. 2.  Provide increased consulta;on to help faculty use technology. 3.  Work with faculty to explore new ways to use informa;on technology to engage students in

learning.

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ì Digital Assets and Data

OBJECTIVE 2

Support crea<on of and access to digital assets and data 1.  Deploy user-‐friendly plaPorm(s) for search, analysis, and presenta;on of data. 2.  Enhance the College’s capabili;es to create, store, and provide access to its digital assets. 3.  Provide capabili;es to ensure data integrity and security. 4.  Maintain a robust, highly available, and automated infrastructure. 5.  Develop strategies to ensure the preserva;on of electronic College records of enduring value.

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ì Operational Effectiveness

OBJECTIVE 3

Promote the efficient use of technology through community partnership

1.  Streamline administra;ve processes for faculty and staff. 2.  Increase capabili;es through deployment of systems that integrate with the College’s ERP system. 3.  Create transparent prac;ces and procedures that enable effec;ve IT opera;ons. 4.  Create educa;onal and training opportuni;es that best suit the changing needs of the community.

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ì Communication, Collaboration, and Community

OBJECTIVE 4

Support communica<on and collabora<on between and among the College and members of its community

1.  Enhance the ins;tu;on’s use of the web and social media tools. 2.  Provide capabili;es to help target communica;ons to the appropriate cons;tuents. 3.  Iden;fy and implement ways to enhance collabora;on and community with both on and off-‐

campus cons;tuents. 4.  Provide for the changing nature of the classroom, incorpora;ng ways to support Lafaye@e’s global

ini;a;ves and enhance experien;al learning wherever it may take place. 5.  Ensure that all applica;ons, data, and other digital content is accessible in an mobile format

whenever feasible.

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ì Information Technology Master Plan INITIATIVE SUMMARY AND ROADMAPS

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ì

Ini<a<ve College Strategies IT Objec<ves IT Lead Funding Requirements

Conduct Faculty Support Study GO3-‐1, GO3-‐2 1-‐1, 1-‐2, 1-‐3, 2-‐2 Instruc;onal Technology $0

Conduct IT Review of Development and College Rela;ons

SO2-‐3 4-‐1, 4-‐2, 4-‐3, 4-‐5 User Services $0

Implement Portal PlaPorm SO2-‐1, SO2-‐3, SO3-‐1 4-‐2, 4-‐3, 4-‐5 Web Applica;ons $0

Develop IT Service Catalog SO1-‐1, SO2-‐1, SO2-‐3 3-‐3, 4-‐5 IT Leadership $0

Enhance IT Communica;ons GO2-‐6, SO1-‐1, SO2-‐3 3-‐3, 4-‐5 IT Leadership $0

Enhance Grant Proposal Support GO3-‐2, SO1-‐1 1-‐1, 1-‐2 IT Leadership $0

Establish Project Management Capability

SO1-‐1 3-‐3 IT Leadership $0

Implement IT Governance Process SO1-‐1 3-‐3 IT Leadership $0

IN FLIGHT

Initiative Summary

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ì


Expand Document Imaging SO2-‐3 2-‐2, 3-‐1, 3-‐2 AIS $200,000

Enhance Smart Classroom Capabili;es GO3-‐1, SO2-‐1, SO2-‐3 1-‐3, 2-‐1, 4-‐4 Instruc;onal Technology $750,000

Establish Technology Innova;on Grant

GO3-‐1, GO3-‐2, GO3-‐3, SO2-‐3

1-‐1, 1-‐2, 1-‐3, 3-‐4 Instruc;onal Technology $25,000

Develop IT Security Strategy SO2-‐2 2-‐3, 3-‐3 Network and Systems $50,000

Implement Unified Communica;ons SO2-‐1, SO2-‐3 4-‐3, 4-‐4, 4-‐5 Network and Systems $1,250,000

Assess Technology Efficiency SO1-‐1, SO2-‐3 1-‐2, 3-‐1, 3-‐2 User Services $0

Establish Physical Support Loca;on SO2-‐3 3-‐3, 3-‐4 User Services $50,000

Expand Instruc;onal Technology GO3-‐1, GO3-‐2, SO2-‐3 1-‐1, 1-‐2, 1-‐3, 2-‐2 IT Leadership $0

2012-‐13

Initiative Summary

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ì


Develop Customer Rela;onship Management Capabili;es

GO2-‐4, SO2-‐1, SO2-‐2, SO3-‐1

4-‐2, 4-‐5 AIS $850,000

Implement Business Intelligence PlaPorm

SO1-‐3, SO2-‐2 2-‐1, 4-‐5 AIS $800,000

Create Lecture Capture Capabili;es GO3-‐1, SO1-‐3, SO2-‐1, SO2-‐3

1-‐3, 3-‐4, 4-‐1, 4-‐3, 4-‐4, 4-‐5

Instruc;onal Technology $150,000

Expand Training GO3-‐1, GO3-‐2, SO2-‐3 1-‐1, 1-‐2, 1-‐3, 3-‐4 Instruc;onal Technology $0

Develop DR and Business Con;nuity SO2-‐2 2-‐3, 2-‐4 Network and Systems $150,000

Refresh College Web Site Design GO2-‐4, SO1-‐3, SO2-‐1, SO3-‐1

4-‐1, 4-‐2, 4-‐3, 4-‐5 Web Applica;ons $200,000

2013-‐14

Initiative Summary

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ì


Implement e-‐Procurement SO2-‐3 2-‐3, 3-‐1, 3-‐2 AIS $130,000

Pilot Lifelong Learning SO1-‐3, SO2-‐1, SO3-‐3

4-‐3, 4-‐4, 4-‐5 Instruc;onal Technology $50,000

Explore Virtual Desktop SO1-‐3 2-‐4, 4-‐4, 4-‐5 User Services $100,000

Enhance Search Capabili;es SO2-‐2 2-‐1, 2-‐2, 4-‐1, 4-‐5

Web Applica;ons $100,000

Enhance Web Analy;cs Capabili;es SO2-‐2 2-‐1, 4-‐1, 4-‐5 Web Applica;ons $100,000

Build Training Facility SO2-‐3 3-‐4 IT Leadership $200,000

2014-‐15

Initiative Summary

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IT Lead 2011-12 2012-13 2013-14 2014-15

Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

AIS

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Implement Unified Communications

Develop DR and Business Continuity

Develop IT Security Strategy

Conduct Faculty Support Study

Pilot Lifelong Learning

Expand Training

Create Lecture Capture Capabilities

Enhance Smart Classroom Capabilities

Implement BI Platform

Implement eProcurement

Expand Document Imaging

Develop CRM Capabilities

Establish Technology Innovation Grant

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IT Lead 2011-12 2012-13 2013-14 2014-15

Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

Use

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Explore Virtual Desktop

Establish Physical Support Location

Conduct IT Review of Development and College Relations

Assess Technology Efficiency

Refresh College Web Site Design

Implement Portal Platform

Enhance Search Capabilities

Enhance Web Analytics Capabilities

Establish Project Management Capability

Implement IT Governance Process

Develop IT Service Catalog

Enhance IT Communications

Enhance Grant Proposal Support

Expand Instructional Technology

Build Training Facility

ì Information Technology Master Plan INVESTMENT PROFILE

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ì Investment Profile

STAFFING

Exis<ng staff do not have the capacity to support all Master Plan ini<a<ves while also performing their exis<ng roles

•  The Master Planning effort highlighted user sa;sfac;on with most exis;ng technologies. However there was a strong desire for more support, training, and consul;ng services, all of which are labor intensive.

•  Lafaye@e’s IT staff is significantly smaller than those found at peer ins;tu;ons. As a result, staff are already highly u;lized in their exis;ng roles and may not have significant capacity to support the Master Plan ini;a;ves.

•  While some of this workload could be taken up by consultants, new posi;ons will be needed.

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ì

Posi<on Jus<fica<on Year

Enterprise Applica;on Integra;on Specialist

This posi;on will play a key role in many of the Master Plan ini;a;ves as well a number of strategic ini;a;ves already in-‐flight, including the la@er stages of mobile and portal. It will also enable a year 3 ini;a;ve for Banner integra;on with auxiliary systems.

1

Help Desk Today, this posi;on is funded by the opera;ng budget as an outsourced staff cost. This posi;on should be converted to a full-‐;me Lafaye@e staff posi;on.

1

Project Manager ITS does not have a project manager today. In order to support the new governance process and the ini;a;ves in the Master Plan, this is an important new capability.

1

Instruc;onal Technologist Expand instruc;onal technology with capabili;es requested as part of the Faculty Support Study ini;a;ve. 2

IT Security Lead The IT Security Lead will consolidate security responsibili;es that are currently distributed among ITS staff, while strengthening IT security for the College.

2

BI Specialist A Business Intelligence system requires ongoing support for report crea;on, data modeling, and development of analy;cs. This posi;on will be needed to support the BI ini;a;ve.

3

Instruc;onal Technologist Expand instruc;onal technology with capabili;es requested as part of the Faculty Support Study ini;a;ve. 3

BY POSITION

Staffing

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ì Investment Profile

FUNDING

Implemen<ng the IT Master Plan will require a substan<al alloca<on of new funds •  Several of the ini;a;ves highlighted in the Master Plan require purchase of large and expensive new technology plaPorms.

•  In addi;on to the cost of purchasing these technologies, many will include an ongoing licensing / maintenance component which will require an increase in the ITS annual budget. Where these are known, they have been included.

•  Consultants will likely need to be engaged to provide planning and implementa;on support for a number of these ini;a;ves. Where use of consultants is highly likely, the es;mated fees have been included in the overall cost for the ini;a;ve.

•  In addi;on, a 5% con;ngency has been added to the ini;a;ve totals in the event that some of the es;mates are lower than actual costs.

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ì

SUMMARY

Funding

Cost Area In Flight 2012-‐13 2013-‐14 2014-‐15 Total

Staffing $0 $265,950 $193,050 $184,950 $643,950

Ini;a;ves $0 $2,325,000 $2,150,000 $680,000 $5,155,000

Con;ngency (5% Ini;a;ves) $0 $116,250 $107,500 $34,000 $257,750

Es;mated Opera;ng Impact $0 $350,000 $123,000 $0 $473,000

Total Cost $0 $3,057,200 $2,573,550 $898,950 $6,529,700

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ì Information Technology Master Plan GOVERNANCE

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ì Governance Process

OVERVIEW

Define Assess Priori<ze Monitor Allocate Schedule

Project informa;on is captured in a standardized format

Costs and benefits of proposed projects are es;mated

Projects are priori;zed based on common criteria

Project porPolio is determined based on available staffing and funding

Project execu;on is sequenced based on capacity, priority, and dependencies

Project progress is monitored and communicated

Periodic Review

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PROJECT MANAGEMENT OFFICE

A major component of the new governance process is crea<on of a Project Management Office (PMO)

•  The PMO will be the central point of aggrega;on for all new IT project requests, regardless of type or origin

•  Projects will be submi@ed to the PMO only upon approval by the Division Head •  The PMO will be an organiza;onal unit of ITS and will report directly to the CIO •  The PMO will be responsible for tracking projects once approved •  The PMO will manage all communica;on with the client(s) and commi@ees throughout the process

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PROJECT CATEGORIES

New Ini<a<ves: Most projects should follow the normal process through governance.

Small Projects: Projects below $25,000 and 40 staff-‐hours should be priori;zed by ITS management in partnership with the relevant advisory commi@ee(s) without needing approval by the Steering Commi@ee. Status of small projects should be reported to the steering commi@ee or appropriate advisory commi@ee on a regular basis.

Academic Projects: Many academically focused projects are proposed by individual faculty members and serve a small popula;on. Trying to priori;ze these projects against larger enterprise ini;a;ves may put them at a disadvantage, but these projects are s;ll very important to the ins;tu;on’s academic mission. Any that do not meet the small project threshold can also move forward solely upon the review and approval of the Provost with input from the CIO and funded from a separate and supplemental budget allocated specifically for such projects.

Investment Renewal Projects: ITS retains decision rights over investment renewal projects (computer replacement, server upgrades, infrastructure upgrades). New infrastructure projects will be considered for approval alongside other ini;a;ves.

Enterprise Projects: Large, complex, mul;-‐year projects or those with ongoing development needs can be given their own oversight commi@ees to manage the resources allocated to them.

Some project types due to their nature may follow a slightly different path through the process, although all must begin by submicng to the PMO.

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NEW INITIATIVES

Step Descrip;on Owner

Define A project idea is submi@ed to the PMO once approved and priori;zed by the Division Head. Client

Assess The PMO iden;fies the project as a new ini;a;ve and prepares the project descrip;on for submi@al to the Steering Commi@ee. If the project involves Facili;es work, coordina;on between Facili;es Planning and ITS will take place.

PMO

Priori;ze The Steering Commi@ee in partnership with Faculty and Administra;ve advisory commi@ees priori;zes the project.

Steering and Advisory Bodies

Allocate The project goes with the full porPolio of projects and priori;es for the president’s approval. President’s Office

Schedule The project goes with the full porPolio of approved projects to the CIO for execu;on. Decisions and updates are communicated to clients by the CIO. IT Management

Monitor The project’s progress and outcomes are measured and communicated. PMO

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SMALL PROJECTS


Define A project idea is submi@ed to the PMO by an individual or department. Client

Assess The PMO iden;fies the project as mee;ng the small project criteria and sends the project to IT management. PMO

Priori;ze IT management priori;zes the project among its other responsibili;es and communicates status to the Steering Commi@ee and client. IT Management

Allocate The project is approved or denied: if approved, resources are determined and allocated. IT Management

Schedule The project is scheduled for execu;on. IT Management


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ACADEMIC PROJECTS



Assess The PMO iden;fies the project as mee;ng the academic project criteria and sends the project to the CIO and Provost for review. PMO

Priori;ze The Provost priori;zes the project in concert with the CIO and relevant cons;tuencies and communicates status to the Steering Commi@ee and client. CIO and Provost

Allocate The project is approved or denied: if approved, resources are determined and allocated. CIO and Provost



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INVESTMENT RENEWAL PROJECTS



Assess The PMO iden;fies the project as mee;ng investment renewal criteria and sends the project to IT management. PMO

Priori;ze IT management priori;zes the project among its other responsibili;es and communicates to the Steering Commi@ee. IT Management

Allocate The project is approved or denied: if approved, resources are determined and allocated. IT Management



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ENTERPRISE PROJECTS



Assess The PMO iden;fies the project as a new ini;a;ve and prepares the project descrip;on for submi@al to the Steering Commi@ee. PMO

Priori;ze The Steering Commi@ee in partnership with Faculty and Administra;ve advisory commi@ees priori;zes the project.

Steering and Advisory Bodies

Allocate The project goes with the full porPolio of projects and priori;es for the president’s approval. President’s Office

Schedule The project goes with the full porPolio of approved projects to the CIO for execu;on. Decisions and updates are communicated to clients by the CIO. IT Management

Monitor A Project Commi@ee is created to monitor progress and outcomes in conjunc;on with the PMO.

PMO and Ad-‐Hoc Project Commi@ee

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ì

Type Governance Body Cycle Examples

New Ini;a;ves Steering Commi@ee Quarterly Mobile Web, eCommerce

Small Projects (<$25,000 or 40 hrs) CIO & Client Leads Monthly Hosted service contracts (RAISE, At-‐Risk, University Tickets)

Academic Projects CIO and Provost Quarterly Technology-‐enabled scholarship and research ini;a;ves (cluster compu;ng, instrumenta;on, discipline-‐specific applica;on development)

Investment Renewal Projects IT Leadership Team Quarterly Computer life-‐cycle, router replacements, server upgrades

Enterprise Projects Steering Commi@ee Quarterly Business Intelligence, Campus Portal

PROJECT EXAMPLES

Governance Process

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ì

NEW INITIATIVES MODEL

Governance

Project Management Office

ITS

College Community

Project Submi@al

President

Steering Commi@ee

Administra;ve Advisory Commi@ee

Completed Project Cases

Project Submi@al

Faculty Advisory Commi@ee

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ì Governance

ROLES

Role Func;on

President The President reviews and approves a project porPolio consis;ng of projects priori;zed by the Steering Commi@ee. This is where funding for IT projects as a whole is finalized. The President can also resolve conflicts in the Steering Commi@ee.

Steering Commi@ee

The Steering Commi@ee represents a cross-‐sec;on of key cons;tuencies of the College. This group reviews projects based on consistent criteria, and recommends an overall priori;zed project porPolio to the President.

Advisory Commi@ees

The Advisory Commi@ees provide input to the Steering commi@ee during the project review cycle, bringing the perspec;ves of their respec;ve areas. They are also informed of the porPolio of small projects as they are submi@ed as well as the investment renewal projects.

ITS ITS personnel act as advisors for all the par;es in the governance model, providing guidance on staffing and funding needs, and working with customers to iden;fy technical solu;ons for their needs. ITS also is responsible for execu;on of the project porPolio.

Project Management Office

The Project Management Office (PMO) will perform triage on submi@ed requests to expedite them through the process. IT works with the college community to flesh out cases for projects, including an;cipated benefits and es;mated costs and staffing needs. The PMO also tracks and reports the status of ongoing projects, communica;ng to stakeholders throughout the process.

College Community

The college community submits project requests to the Project Management Office, and are responsible for working with that team to develop cases for their projects.

48

ì Steering Committee

RECOMMENDATIONS

FORMING THE COMMITTEE •  Steering Commi@ee membership is comprised of 6 senior Administrators and Faculty (Deans/Director level) and the CIO (chair) •  Three standing members of the commi@ee should include chairs of both the Faculty and Administra;ve Advisory Commi@ees as well as Dean of Libraries; three others will be selected by the President •  For the first commi@ee the three appointed seats will have 1 member serving 1 year, 1 member serving 2 years, and 1 member serving three years; subsequently, appointed members will serve staggered three year terms •  Future appointments to the commi@ee will be made by the President COMMITTEE OPERATION •  Final approval of Steering recommenda;ons lies with the President •  Appeals can be made to the Steering Commi@ee; escala;on beyond Steering to the President is permi@ed only once an appeal in Steering has completed •  A priori;zed porPolio of projects is finalized and voted on by simple majority by Commi@ee members

PROJECT CYCLE •  The process runs on a yearly cycle aligned to the annual budget cycle •  The Steering Commi@ee will review submi@ed project cases on a quarterly basis or more frequently as needed •  The roadmaps and strategic ini;a;ves are reviewed by Steering on an annual basis •  The final porPolio will be reviewed by FAP as part of an IT annual update process •  A student advisory group should meet at least 2 ;mes a year to provide addi;onal input

49


RECOMMENDATIONS

DEFINE PHASE •  A college policy should be adopted that requires all IT-‐related projects to be submi@ed in to the process •  All projects should require approval of Division Head for submi@al to the process ASSESS PHASE •  ITS in conjunc;on with the Steering Commi@ee should develop a standard project case template •  A sign-‐off process for both the client and ITS should be required before submisng a case to the Steering Commi@ee •  The assessment process for projects should be reviewed on a bi-‐annual basis PRIORITIZE PHASE •  IT advisory commi@ees review priori;za;on of projects and provide comments and feedback •  A standard rubric for priori;za;on must be created by IT and college leadership in partnership with faculty and administra;ve

advisory commi@ees

ALLOCATE PHASE •  The finalized project porPolio is submi@ed to the President, who will review and approve the project list •  The President may suggest modifica;ons back to Steering, especially those based on availability of funds and resources •  Approved project porPolios should be publically accessible and communicated broadly •  Projects that were deemed worthwhile but did not make the cutoff can be reconsidered in the next cycle without having to go

through re-‐assessment

50


RECOMMENDATIONS

SCHEDULE PHASE •  The scheduling process will be based on IT alloca;on of resources as they become available •  IT leadership will own communica;on of project scheduling to relevant stakeholders and advisory commi@ees •  New projects can be added to the queue as priori;es are reassessed

MONITOR PHASE •  A systema;c method to track projects underway must be implemented •  Any significant devia;ons from project plans must be communicated to the Steering Commi@ee and relevant advisory bodies •  If necessary, the Steering Commi@ee can determine how to repriori;ze workload based on schedule devia;ons •  Reviews of completed projects are conducted to iden;fy lessons learned, successful implementa;ons, calculate post-‐project ROI,

and understand failures •  Projects during the monitor phase can be terminated or rescheduled if expecta;ons are not being met

51


INITIATIVE DESCRIPTIONS

52

ì Initiative Descriptions

IN FLIGHT

53

Ini<a<ve: Conduct Faculty Support Study Approx. Cost: $0 Timeline: 6 months

Descrip<on: Study requirements to enhance support for faculty use of technology.

Expected Benefit: A broad cross-‐sec;on of the faculty can help iden;fy specific technology support needs. The results of this study will serve as the founda;on for building addi;onal capabili;es in support of teaching, research, and student learning.

Expected Deliverables: •  A report on results of the study, including both technical needs as well as staffing and funding required to expand capabili;es.

New Staffing Requirements Ongoing Funding Requirements Technical Requirements

None None None

ROI:

Lead: Instruc;onal Technology Client Representa<ve: Provost’s Office

College Strategies: GO3-‐1, GO3-‐2 IT Objec<ves: 1-‐1, 1-‐2, 1-‐3, 2-‐2

54

Ini<a<ve: Conduct IT Review of Development and College Rela;ons Approx. Cost: $0 Timeline: 9 months

Descrip<on: Assess and evaluate the IT needs for the Division of Development and College Rela;ons.

Expected Benefit:

Technology is increasingly required to effec;vely run the business of Development and College Rela;ons. This assessment would provide a comprehensive view of the technology needs of the division, ul;mately leading to more efficient opera;ons and an increase in giving through online tools.

Expected Deliverables: •  Project plans and porPolio of ini;a;ves required to support the needs of the division •  Training program for division staff to help integrate technology tools already implemented or planned for implementa;on as part of the IT Master Plan


None None, although the study may result in new project funding requests for sotware and plaPorms.

The study may result in new project requests for sotware and plaPorms.

ROI:

IT Lead: User Services Client Representa<ve: Development and College Rela;ons

College Strategies: SO2-‐3 IT Objec<ves: 4-‐1, 4-‐2, 4-‐3, 4-‐5

55

Ini<a<ve: Implement Portal PlaPorm Approx. Cost: $0 Timeline: 18 months

Descrip<on: Deploy a new communica;ons and collabora;on plaPorm to enable both tradi;onal portal func;onality as well as modern Web 2.0 features.

Expected Benefit:

For years, the college community has been struggling with delivering effec;ve and targeted communica;ons to its cons;tuencies. In addi;on, ad-‐hoc group collabora;on is oten difficult and cumbersome. A modern portal system with Web 2.0 collabora;on features would help address both of these issues.

Expected Deliverables:

•  An integrated Web 2.0 portal system complete with Single-‐Sign On •  Communica;ons plan to make campus aware of project and progress •  Development of a standing portal commi@ee to provide ongoing stewardship of the system •  A methodology for intake of feature requests and enhancements

New Staffing Requirements Ongoing Funding Requirements Technical Requirements The proposed Enterprise Applica;ons Integra;on Specialist will help support this ini;a;ve

None A new system must be implemented, and web services developed

ROI:

IT Lead: Web Applica;ons Client Representa<ve: TBD

College Strategies: SO2-‐1, SO2-‐3, SO3-‐1 IT Objec<ves: 4-‐2, 4-‐3, 4-‐5

56

Ini<a<ve: Develop IT Service Catalog Approx. Cost: $0 Timeline: 6 months

Descrip<on: Develop and publish an IT Service Catalog along with roles / responsibili;es and service levels.

Expected Benefit:

Some IT services at Lafaye@e are well-‐documented and easily understood by users, while others are more obscure and harder to find. Crea;ng a comprehensive IT service catalog for all IT services offered at the College (not just by ITS) will help users understand what is available to them and how to best access it. Developing such a catalog also provides Lafaye@e with the opportunity to review exis;ng services to determine if they are s;ll necessary and if they are being offered at appropriate levels.


•  Determina;on of all IT services currently being provided, iden;fying who is providing them, and documen;ng any current service level expecta;ons •  Crea;on of a service catalog with a clear defini;on of each service, instruc;ons on how to access the service, ar;cula;on of any service levels, and assignment of responsibility for the service •  Publica;on of the service catalog on the College web site •  Development and execu;on of communica;ons plan to inform the community


None None None

ROI:

IT Lead: IT Leadership Client Representa<ve: N/A

College Strategies: SO1-‐1, SO2-‐1, SO2-‐3 IT Objec<ves: 3-‐3, 4-‐5

57

Ini<a<ve: Enhance IT Communica;ons Approx. Cost: $0 Timeline: 6 months

Descrip<on: Develop a process and assign responsibility for communica;ng IT advances and successes to the broader community in effec;ve ways.

Expected Benefit:

ITS has not historically dedicated ;me to communica;ng advances and successes to the user community. Crea;ng and execu;ng a communica;ons process that profiles new capabili;es and highlights how other members of the community have had success using them can spur adop;on and innova;on, as users understand what is available and what is possible.


•  Development of a process to be executed alongside IT-‐related projects to communicate new capabili;es and document and communicate project results •  Assignment of responsibili;es for execu;ng the process •  Rollout of the process on ini;al projects, and incorpora;on of user feedback


None None None

ROI:


College Strategies: GO2-‐6, SO1-‐1, SO2-‐3 IT Objec<ves: 3-‐3, 4-‐5

58

Ini<a<ve: Enhance Grant Proposal Support Approx. Cost: $0 Timeline: 3 months

Descrip<on: Develop a process to promote collabora;on between faculty, the libraries, and ITS during the crea;on of grant proposals.

Expected Benefit:

Early collabora;on between ITS, the libraries, and faculty members will lead to be@er technology-‐related decisions that strengthen grant proposals, help iden;fy funding needs, and facilitate research objec;ves. Advance knowledge of faculty needs will provide ;me to align available resources when grant funding is unavailable.

Expected Deliverables: •  A documented process with defined roles and responsibili;es •  A communica;ons plan to make faculty aware of the new process and its poten;al benefits •  Deployment of a tracking mechanism to determine if the process is successful


None None None

ROI:

IT Lead: IT Leadership Client Representa<ve: Provost’s Office

College Strategies: GO3-‐2, SO1-‐1 IT Objec<ves: 1-‐1, 1-‐2

59

Ini<a<ve: Establish Project Management Capability Approx. Cost: $0 Timeline: 12 months

Descrip<on: Establish a project management capability within ITS to coordinate IT resources across projects; track the status of ac;ve projects; assist with es;ma;on of poten;al new projects; and promote project management methodologies and leading prac;ces.

Expected Benefit:

A major role of the IT organiza;on is to inform the governance process with accurate es;mates of the ;me and cost to execute each proposed ini;a;ve, and to then be able to manage approved projects to comple;on in line with those es;mates. Lafaye@e does not currently have a standard project management approach, nor staff members trained in standard project management techniques. Establishing this capability within ITS will help the governance process run effec;vely, and help execute complex IT projects on ;me and within budget.


•  Iden;fica;on of an approach for filling the gap in project management skills, either through hiring a new staff member, or through sending an exis;ng manager to training •  Iden;fica;on of a project management methodology to use, and licensing it if necessary •  Adap;ng the selected methodology to fit Lafaye@e’s needs, and crea;on of tools and templates •  Training of project team members in the methodology


A new PM resource must be hired None None

ROI:


College Strategies: SO1-‐1 IT Objec<ves: 3-‐3

60

Ini<a<ve: Implement IT Governance Process Approx. Cost: $0 Timeline: 12 months

Descrip<on: Develop and implement a cons;tuency-‐led IT governance process.

Expected Benefit:

An effec;ve IT governance process requires a set of consistent, well-‐understood criteria for ranking and approving proposed projects. By measuring projects by the same criteria, decisions on project priori;za;on and approval are transparent. Effec;ve governance process clearly delineates who is responsible to ini;ate, review, advise, approve, priori;ze, and execute a request.


•  Implementa;on and documenta;on of an IT governance process with clearly defined roles, responsibili;es, and project priori;za;on methodologies and criteria •  Establishment of a feedback mechanism to enhance, modify, and improve the process •  Crea;on and execu;on of a communica;ons plan to inform the community on the process.


None None None

ROI:

IT Lead: IT Leadership Client Representa<ve: President/Provost/CFO


61


2012-‐13

62

Ini<a<ve: Expand Document Imaging Approx. Cost: $200,000 Timeline: 12 months

Descrip<on: Con;nue implementa;on of document imaging capabili;es. While Admissions has been completed, subsequent phases will follow as the capability is deployed to other departments across campus.

Expected Benefit:

Document imaging helps streamline and automate paper-‐dependent processes crea;ng electronic copies of documents that can be accessed through the appropriate administra;ve systems. This helps streamline and accelerate workflow, improves customer service, and can reduce the need to store paper documents.


•  Advanced training in document imaging tool for Lafaye@e staff. •  Implementa;on of document imaging capabili;es in various campus offices including Dean of the College, Registrar, HR, and Financial Aid. •  Iden;fica;on of addi;onal areas to implement document imaging technology. •  Communica;ons plan to inform the community of progress and successes.

New Staffing Requirements Ongoing Funding Requirements Technical Requirements None Annual increase of $50,000 for licensing. None

ROI:

IT Lead: AIS Client Representa<ve: Financial Aid, DoC, Registrar, HR

College Strategies: SO2-‐3 IT Objec<ves: 2-‐2, 3-‐1, 3-‐2

63

Ini<a<ve: Enhance Smart Classroom Capabili;es Approx. Cost: $750,000 Timeline: 18 months

Descrip<on: Design and implement new and enhanced smart classroom design campus-‐wide.

Expected Benefit: The current stock of smart classrooms are aging and some are nearly 7 years old. In addi;on, support for new forms of digital scholarship and pedagogy have led to new capability requirements such as HD projec;on, lecture capture, and video conferencing.


•  Development of a new design standard for smart classrooms •  Crea;on of a project plan to deploy the new design and capabili;es •  A communica;ons plan about the ini;a;ve •  An instruc;on program focused on how to use the new systems


None Renewal costs will need to be factored in to long term budget models

A new design and capabili;es will need to be deployed.

ROI:

IT Lead: Instruc;onal Technology Client Representa<ve: Registrar/Provost’s Office

College Strategies: GO3-‐1, SO2-‐1, SO2-‐3 IT Objec<ves: 1-‐3, 2-‐1, 4-‐4

64

Ini<a<ve: Establish Technology Innova;on Grant Approx. Cost: $25,000 Timeline: 3 months

Descrip<on: Establish a grant program to encourage Faculty to innovate with technology in their teaching and scholarship.

Expected Benefit:

Given the many technology plaPorms available to faculty both from ITS and from cloud providers, there are numerous opportuni;es for faculty to pilot and incubate new technology-‐enhanced methodologies. Having a grant program will help incen;vize faculty who may want to experiment with new ideas. The program will also create opportuni;es to promote partnerships between faculty and ITS.

Expected Deliverables: •  Development of a grant program, including submission, evalua;on, and award processes •  Communica;ons plan to highlight grant recipients and their successes


None Annual increase of $25,000 to con;nue suppor;ng the program None

ROI:

IT Lead: Instruc;onal Technology Client Representa<ve: Provost’s Office

College Strategies: GO3-‐1, GO3-‐2, GO3-‐3, SO2-‐3 IT Objec<ves: 1-‐1, 1-‐2, 1-‐3, 3-‐4

65

Ini<a<ve: Develop IT Security Strategy Approx. Cost: $50,000 Timeline: 6 months

Descrip<on: Develop a plan to consolidate security-‐related responsibili;es within ITS to be@er coordinate protec;on of the College’s digital assets.

Expected Benefit:

IT security responsibili;es at Lafaye@e are currently distributed among ITS staff, with no individual having overall responsibility for keeping data and systems secure. This approach leaves poten;al for inconsistent security responses which could put the College at risk. Following the leading prac;ce approach of consolida;ng security responsibili;es will reduce this risk, and will help the College develop, execute, and maintain comprehensive security plans in the face of increasing and evolving threats.


•  Documenta;on of the current state of IT security responsibili;es, and iden;fica;on of gaps between the current state and the desired future state •  IT security audit and assessment •  Crea;on of a job descrip;on for an IT security lead •  Hiring of a new IT security lead


1 new security-‐focused posi;on None None

ROI:

IT Lead: Network and Systems Client Representa<ve: N/A

College Strategies: SO2-‐2 IT Objec<ves: 2-‐3, 3-‐3

66

Ini<a<ve: Implement Unified Communica;ons Approx. Cost: $1,250,000 Timeline: 18 months

Descrip<on: Implement new telecommunica;ons plaPorm with advanced collabora;ve features.

Expected Benefit:

The College’s exis;ng phone system is aging, and does not support newer technologies like Voice Over Internet Protocol (VoIP) or Unified Communica;ons (UC). A new telecommunica;ons system will replace the aging current infrastructure and provide a plaPorm to deliver advanced func;onality to the community.


•  Development of project plan for implemen;ng new telecom system, including rollout schedule •  Configura;on and deployment of new telecom switches and handsets, along with any necessary infrastructure upgrades •  Development and delivery of training and communica;ons to campus users


None An annual increase of $100,000 for maintenance and licensing costs.

New phone switches and handsets will be deployed. Poten;al for network upgrades to be required.

ROI:


College Strategies: SO2-‐1, SO2-‐3 IT Objec<ves: 4-‐3, 4-‐4, 4-‐5

67

Ini<a<ve: Assess Technology Efficiency Approx. Cost: $0 Timeline: 12 months

Descrip<on: Develop and implement a process to provide targeted evalua;ons and training curricula to meet the needs of Academic and Administra;ve departments. Through expanded use of exis;ng tools and incorpora;on of leading prac;ces, offer ways to improve efficiencies.

Expected Benefit:

Many areas of the organiza;on are not taking full advantage of the capabili;es of the technology plaPorms available to them. Building on the success of the Banner reimplementa;on project, addi;onal waves of assessment focused on achieving efficiencies through the use of technology should help the ins;tu;on become more efficient and effec;ve, while improving customer service and reducing risk.


•  For each office working collabora;vely with ITS, iden;fica;on and documenta;on of specific process improvement objec;ves to be achieved in a defined ;meframe •  Development of project plans to achieve process improvement objec;ves, including both technical and business process changes •  Execu;on of project plans and measurement of process improvement objec;ves •  Development and execu;on of communica;ons plan to inform the community of progress and successes

New Staffing Requirements Ongoing Funding Requirements Technical Requirements The proposed Help Desk staff addi;on will help support this ini;a;ve None None

ROI:

IT Lead: User Services Client Representa<ve: TBD

College Strategies: SO1-‐1, SO2-‐3 IT Objec<ves: 1-‐2, 3-‐1, 3-‐2

68

Ini<a<ve: Establish Physical Support Loca;on Approx. Cost: $50,000 Timeline: 6 months

Descrip<on: Establish a public loca;on for drop-‐in and consulta;ve IT support on campus, and staff it with appropriate resources.

Expected Benefit:

Lafaye@e currently provides Level 1 help desk support through a remote service, leaving users without an on-‐campus support loca;on they can visit for face to face support. This leads to users approaching individual ITS team members or the library reference desk for support. Establishing an on campus support loca;on will give users preferring hands-‐on support a place to go, improving customer service.


•  Defini;on of requirements for on-‐campus support, including services to be provided, required square footage and building needs, hours of opera;on, etc. •  Iden;fica;on of an appropriate space on campus to locate support facility. •  Build-‐out of support facility and installa;on of any needed equipment. •  Development and execu;on of communica;ons plan to inform the community. •  Enhanced consulta;ve capacity


1 new posi;on must be created to support the drop-‐in service None None

ROI:

IT Lead: User Services Client Representa<ve: N/A


69

Ini<a<ve: Expand Instruc;onal Technology Approx. Cost: $0 Timeline: 12 Months

Descrip<on: Add staff with capabili;es and exper;se in areas based on results of the Faculty Support Study.

Expected Benefit: Having a more robust and broad range of faculty support in the area of Instruc;onal Technology will enable advances in myriad uses of technology in the classroom and in support of the teaching mission of the college.


•  Drat posi;on descrip;ons and hire personnel with exper;se in areas highlighted in the Faculty Support Study. •  Crea;on and execu;on of a communica;ons plan explaining the new team and describing its services.


Two new posi;ons will likely be required None None

ROI:


College Strategies: GO3-‐1, GO3-‐2, SO2-‐3 IT Objec<ves: 1-‐1, 1-‐2, 1-‐3, 2-‐2

70


2013-‐14

71

Ini<a<ve: Develop CRM Capabili;es Approx. Cost: $850,000 Timeline: 15 months

Descrip<on: Determine overall requirements for a customer rela;onship management (CRM) plaPorm, iden;fy poten;al solu;ons, and implement the plaPorm.

Expected Benefit:

Customer Rela;onship Management (CRM) systems help organiza;ons track and manage interac;ons with their customers. For higher educa;on ins;tu;ons, this technology is oten applied in the admissions and development areas to be@er manage communica;ons and track results of campaigns targeted to prospec;ve students and donors. The tools can also be used to manage communica;ons with all cons;tuents to ensure a more consistent message is reaching its intended audiences.


•  Determina;on of strategic objec;ves and func;onal / technical requirements for a CRM solu;on. •  Iden;fica;on and evalua;on of poten;al vendors, and selec;on of a solu;on. •  Implementa;on of CRM technology in admissions as a pilot. •  Development of project plans for deploying CRM to addi;onal areas •  Deployment of CRM system to addi;onal areas, including associated business process changes. •  Crea;on and delivery of training to users.

New Staffing Requirements Ongoing Funding Requirements Technical Requirements None $100,000 annual maintenance A new system will be needed

ROI:

IT Lead: AIS Client Representa<ve: Admissions, Development, CD

College Strategies: GO2-‐4, SO2-‐1, SO2-‐2, SO3-‐1 IT Objec<ves: 4-‐2, 4-‐5

72

Ini<a<ve: Implement BI PlaPorm Approx. Cost: $800,000 Timeline: 30 months

Descrip<on: Implement selected business intelligence plaPorm(s).

Expected Benefit:

A BI plaPorm provides the tools to extract data from a range of source systems, clean / transform it into consistent forms, and load it into a repository that can then be used by a range of associated repor;ng, analy;cal, and visualiza;on tools to get the right informa;on to the right people at the right ;me.


•  A comprehensive, integrated BI solu;on including repor;ng tools, analy;cs, dashboards, and data modeling capabili;es •  Profile of data in source systems to iden;fy any data quality issues. •  Data quality report highligh;ng necessary data cleanup efforts. •  Analysis to determine what process issues may be leading to data quality issues. •  Crea;on and deployment of communica;ons plans and user training. •  A staffing plan for the implementa;on, including internal and consul;ng resources. •  Determina;on of roles and responsibili;es for data ownership, report development, etc.

New Staffing Requirements Ongoing Funding Requirements Technical Requirements 1 new posi;on with exper;se in BI technology $40,000 annual maintenance New BI tools will need to be

implemented

ROI:

IT Lead: AIS Client Representa<ve: OIR

College Strategies: SO1-‐3, SO2-‐2 IT Objec<ves: 2-‐1, 4-‐5

73

Ini<a<ve: Create Lecture Capture Capabili;es Approx. Cost: $150,000 Timeline: 9 months

Descrip<on: Design and implement a lecture capture system in targeted smart classrooms and auditoria on campus.

Expected Benefit:

In order to drive content for both tradi;onal classes as well as presenta;ons and lectures outside the normal class schedule, a system to easily and quickly capture and post audio and video to the web is needed. With this capability, the college will be able to promote the broad range of programming hosted on campus, making that content available online. In addi;on, it will allow faculty to capture lectures for student review, poten;ally changing how in-‐person class ;me is spent.


•  In consult with faculty, a requirements document describing capabili;es desired •  Implementa;on of system in at least 1 venue on campus •  Training program to enable use of the new system •  Selec;on of faculty pilot for the system •  Communica;ons plan to highlight faculty pilot of the system


None Possible annual licensing depending on solu;on implemented

A new system will need to be deployed

ROI:

IT Lead: Instruc;onal Technology Client Representa<ve: Provost’s Office

College Strategies: GO3-‐1, SO1-‐3, SO2-‐1, SO2-‐3 IT Objec<ves: 1-‐3, 3-‐4, 4-‐1, 4-‐3, 4-‐4, 4-‐5

74

Ini<a<ve: Expand Training Es<mated Cost: $0 Timeline: 12 months

Descrip<on: Develop a broader training plan for users, including on-‐campus classes, online materials, and a@endance at appropriate conferences / seminars. Incorporate technology literacy / training requirements into HR policy for exis;ng staff and new hires.

Expected Benefit:

Expanding available training will help users across the organiza;on take be@er advantage of exis;ng technologies. Different departments across the College have different levels of commitment to keeping their staff up to date on technologies appropriate to their area. Addi;onally, there are no technology literacy requirements for new hires that are evaluated during the hiring process, and no requirements that employees maintain their knowledge as technologies evolve. As technology plays an ever-‐increasing role in all aspects of College ac;vi;es, having consistent expecta;ons for employee IT skills will be important in ensuring that staff are prepared to effec;vely fulfill their job responsibili;es.


•  Conduct review of available training and determina;on of any gaps in training offered. •  Crea;on of a plan to address training gaps, including internal development and delivery of training, procurement of training from external sources, or sending employees to seminars / conferences. •  Rollout and communica;on of new training curriculum to users as made available. •  Develop policies, procedures, and guidelines for employee training, including defining technology literacy needs for par;cular jobs, linking technology literacy to job requirements, etc. •  Development of a budget and plan to roll out new policies to the campus.


The proposed Instruc;onal Technology posi;ons will help support this ini;a;ve None None

ROI:

IT Lead: Instruc;onal Technology Client Representa<ve: N/A

College Strategies: GO3-‐1, GO3-‐2, SO2-‐3 IT Objec<ves: 1-‐1, 1-‐2, 1-‐3, 3-‐4

75

Ini<a<ve: Develop DR and Business Con;nuity Approx. Cost: $150,000 Timeline: 12 months

Descrip<on: Develop comprehensive disaster recovery and business con;nuity plans and policies.

Expected Benefit: Crea;ng and implemen;ng comprehensive disaster recovery and business con;nuity plans across all areas of technology deployed at the College will will be@er posi;on the ins;tu;on to recover from an incident that damages IT capabili;es, campus infrastructure, and College data assets.


•  Review of exis;ng business con;nuity policies, procedures, and plans •  Crea;on of new business con;nuity plans that address any gaps in exis;ng plans •  Modifica;on of policies and procedures as needed to conform to the new plans •  Review of new plans with ITS and College leadership, and incorpora;on of feedback •  Implementa;on of business con;nuity technologies and services iden;fied in the plans •  Development / execu;on of communica;on and training plans to educate cons;tuents on the new plans


The proposed IT Security Lead will help support this ini;a;ve None

New technologies and services will likely need to be deployed and integrated with exis;ng systems

ROI:



76

Ini<a<ve: Refresh College Web Site Design Approx. Cost: $200,000 Timeline: 12 months

Descrip<on: Review and update the College’s web design, and implement the design across mul;ple web plaPorms.

Expected Benefit:

At the conclusion of the NexWeb redesign project, a plan was put in place to regularly review the College’s web presence to ensure that the site, its content, capabili;es, and design remain relevant, contemporary, and an asset to the college. Keeping the site design and architecture current is a key to recruitment, usability for current faculty, students and staff, and will help keep alumni and parents connected to the college.


•  Updated web design that is scalable to most web applica;ons and sites hosted at the college •  New capabili;es required to enable new features and func;ons •  Review and recommenda;ons to enhance the informa;on architecture of the College’s web presence


None None

ROI:

IT Lead: Web Applica;ons Client Representa<ve: Communica;ons Division

College Strategies: GO2-‐4, SO1-‐3, SO2-‐1, SO3-‐1 IT Objec<ves: 4-‐1, 4-‐2, 4-‐3, 4-‐5

77


2014-‐15

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Ini<a<ve: Implement e-‐Procurement Approx. Cost: $130,000 Timeline: 6 months

Descrip<on: Select and implement eProcurement plaPorm.

Expected Benefit: eProcurement systems streamline the purchasing process, and help the ins;tu;on save money by offering nego;ated pricing to users in an online catalog format.


•  Finalize decision on an eProcurement system and sign contract •  Develop implementa;on plan, including business process improvement opportuni;es •  Execute implementa;on plan, deploying system and modifying business processes and procedures •  Provide training to users and procurement staff •  Development and execu;on of communica;ons plan to inform the community of progress and successes


None $35,000 in annual license fees. A new system will need to be deployed and integrated with Banner.

ROI:

IT Lead: AIS Client Representa<ve: Purchasing


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Ini<a<ve: Pilot Lifelong Learning Approx. Cost: $50,000 Timeline: 9 months

Descrip<on: Pilot expansion of lifelong learning program for alumni using online format.

Expected Benefit:

Lafaye@e’s alumni have displayed a strong interest in par;cipa;ng in lifelong learning programs held on campus. However, not all alumni can return to campus to take classes. Providing lifelong learning strengthens rela;onships and represents a possible new source of income for the College. Using online learning will allow faculty to deliver content to alumni (and possibly other interested groups like parents) without geographic or ;me constraints. This ini;a;ve will also begin to build competency for technical staff and faculty in use of online learning technologies.


•  Iden;fica;on of faculty members interested in par;cipa;ng in the pilot •  Development of strategic goals and requirements for online learning technology •  Comparison of commercially available solu;ons to modifica;on of exis;ng technologies •  Development of course materials •  Delivery of ini;al classes, with feedback loop to measure success and iden;fy poten;al improvements •  Development and execu;on of communica;ons plan to inform the community of progress and successes


None If the pilot succeeds, addi;onal funding may be required to sustain and expand the project

None

ROI:

IT Lead: Instruc;onal Technology Client Representa<ve: Alumni Office

College Strategies: SO1-‐3, SO2-‐1, SO3-‐3 IT Objec<ves: 4-‐3, 4-‐4, 4-‐5

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Ini<a<ve: Explore Virtual Desktop Approx. Cost: $100,000 Timeline: 12 months

Descrip<on: Explore virtual desktop infrastructure and its poten;al uses for College-‐wide compu;ng.

Expected Benefit:

Virtual Desktop Infrastructure (VDI) promises cheaper client hardware, simplified management of desktop computers, and reduced complexity of desktop support. For computer labs, this technology can be used to give students access to the system configura;on and sotware they need from any machine, making it easier to distribute sotware with expensive licenses, and reducing the need for students to come to a physical computer lab to do their work.


•  Crea;on of a VDI strategy, incorpora;ng an overall vision and key func;onal and technical requirements •  Evalua;on of poten;al VDI solu;ons, and selec;on of a vendor to conduct a pilot deployment •  Crea;on of a pilot VDI environment to understand the infrastructure needs, costs, and poten;al benefits in more detail •  Crea;on of a plan to deploy VDI into the organiza;on, including a detailed budget and phased implementa;on plan


None Licensing for VDI plaPorm may be required

New clients, servers, sotware, and possibly network upgrades may be needed

ROI:

IT Lead: User Services Client Representa<ve: Academic Lab Managers


81

Ini<a<ve: Enhance Search Capabili;es Approx. Cost: $100,000 Timeline: 6 months

Descrip<on: Develop and deploy enhanced search capabili;es that include indexing and searching of web sites as well as other digital assets and collec;ons.

Expected Benefit:

Effec;ve search technologies can have a transforma;ve effect on the usefulness of web sites and other digital content. As search has become the predominant methodology for naviga;ng through myriad sites and digital content, a fully integrated search with sophis;cated capabili;es will be necessary.


•  Study of current state and gap analysis of what will be required •  Implementa;on of new search plaPorm with advanced capabili;es •  Search front-‐end and/or web services that enable collec;on-‐specific searching and integrate with other systems


Annual maintenance of solu;on may be required Implementa;on of new plaPorm

ROI:

IT Lead: Web Applica;ons Client Representa<ve: Library, CD, OIR

College Strategies: SO2-‐2 IT Objec<ves: 2-‐1, 2-‐2, 4-‐1, 4-‐5

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Ini<a<ve: Enhance Web Analy;cs Capabili;es Approx. Cost: $100,000 Timeline: 6 months

Descrip<on: Implement comprehensive web analy;cs for campaign tracking, usability assessment, and search engine op;miza;on.

Expected Benefit:

Web analy;cs enable more sophis;cated assessments of the efficacy of the College’s web presence. Properly done, analy;cs can help drive electronic communica;ons and campaigns, as well as improve the College’s visibility in search results. Analy;cs can also help with content crea;on, development, and maintenance.

Expected Deliverables: •  Study of analy;cs best prac;ces resul;ng in recommenda;ons for improving analy;cs reports •  Implementa;on of new analy;cs plaPorm to deliver capabili;es and reports •  Keyword match survey with recommenda;ons for future configura;ons


Annual maintenance may be required A new analy;cs plaPorm may be necessary to deliver desired capabili;es

ROI:

IT Lead: Web Applica;ons Client Representa<ve: Communica;ons Division


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Ini<a<ve: Build Training Facility Approx. Cost: $200,000 Timeline: 6 months

Descrip<on: Locate, design, and build a dedicated training facility to support IT training ini;a;ves.

Expected Benefit:

With an increased focus on training and enabling users to take advantage of technology available to them, a purpose built place to offer a robust training program that does not conflict with regularly scheduled classes will be necessary. This facility can also serve as a tech lab, featuring newer classroom technology and videoconferencing capabili;es that can be piloted and tested by faculty.

Expected Deliverables: •  Design for state-‐of-‐the-‐art training facility to enable new training curriculum •  Complete construc;on of facility •  Promo;on of new capabili;es and programs offered


None Renewal costs for technology will need to be factored in None

ROI:

IT Lead: IT Management Client Representa<ve: N/A


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Master Plan Final

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