Information Technology Services Bridge to 2012 Strategic Plan & Action Items

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Nov 12, 2013 (3 years and 8 months ago)

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Queens University of Charlotte

















Information
Technology
Services

Bridge to 2012

Strategic
Plan

& Action Items





















Prepared

by
:

John E. Champion

AVP &
CIO

November 3,

2011



Queens University of Charlotte’s Strategic Technology Action Plan 2011


2012

Page
2

of
15


Table of Contents

EXECUTIVE SUMMARY
................................
................................
................................
................................
................................
......

3

CURRENT STATE OF TEC
HNOLOGY AT QUEENS

................................
................................
................................
......................

3

DESIRED STATE OF TEC
HNOLOGY AT QUEENS

................................
................................
................................
.......................

3

MISSION

................................
................................
................................
................................
................................
................................
.

4

VISION

................................
................................
................................
................................
................................
................................
....

4

VALUE STATEMENT

................................
................................
................................
................................
................................
...........

4

STRATEGIC GOALS

................................
................................
................................
................................
................................
.............

4

G
OAL
1:

E
STABLISH AN
I
NFORMATION
T
ECHNOLOGY
S
ERVICES
(ITS)

ORGANIZATION STRUCTU
RE
,

AND OPERATIONAL
INFRASTRUCTURE
,

CAPABLE OF SUPPORTIN
G
Q
UEENS


FACULTY
,

STAFF
,

AND STUDENTS
.

................................
................................
.......

4

Guiding Principles

................................
................................
................................
................................
................................
................................
....

4

Organizational Structure

................................
................................
................................
................................
................................
.....................

5

Job
Descriptions and Performance Metrics

................................
................................
................................
................................
..................

6

Training & Skill Development

................................
................................
................................
................................
................................
.............

6

Operating Processes & Standards

................................
................................
................................
................................
................................
.....

6

G
OAL
2:

D
ESIGN
,

IMPLEMENT
,

AND SUPPORT A STABLE

TECHNOLOGY INFRASTRU
CTURE THAT MEETS THE

CAMPUS NEEDS OF
TODAY WHILE PREPARIN
G FOR TOMORROW
.

................................
................................
................................
................................
.....................

7

Workstation Ma
nagement

................................
................................
................................
................................
................................
...................

7

Network Infrastructure

................................
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................................
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.........................

7

Server Maintenance/Improvement Plan

................................
................................
................................
................................
.......................

8

Mobile computing standards

................................
................................
................................
................................
................................
..............

8

G
OAL
3:

E
NSURE THE SECURITY A
ND INTEGRITY OF CAMP
US DATA
.

................................
................................
................................
.............

8

G
OAL
4:

L
EVERAGE TECHNOLOGY T
O IMPROVE BUSINESS O
PERATIONS AND MAXIMI
ZE UNIVERSITY RESOUR
CES
.

..............................

9

Establish Technology Portfolio Management Process

................................
................................
................................
............................

9

Redeploy Jenza
bar

................................
................................
................................
................................
................................
................................
...

9

Account Provisioning/Management Review

................................
................................
................................
................................
.............

10

Email Analysis

................................
................................
................................
................................
................................
................................
..........

10

Portal Analysis

................................
................................
................................
................................
................................
................................
.........

10

Unified Printing/Copy Solution Analysis

................................
................................
................................
................................
.....................

10

G
OAL
5:

L
EVERAGE TECHNOLOGY T
O SUPPORT ACADEMIC I
NITIATIVES AND MAXIM
IZE UNIVERSITY RESOU
RCES
.

............................

11

Classroom Configurat
ion Standards

................................
................................
................................
................................
.............................

11

Redeploy Moodle

................................
................................
................................
................................
................................
................................
.....

11

Extend Google Education Apps

................................
................................
................................
................................
................................
........

11

G
OAL
6:

C
AMPUS
T
RAINING AND
O
UTREACH

................................
................................
................................
................................
..................

12

KEY CONSTRAINTS

................................
................................
................................
................................
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..........

13

SUMMARY OF ACTION IT
EMS
................................
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................................
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.......................

13





Queens University of Charlotte’s Strategic Technology Action Plan 2011


2012

Page
3

of
15


Executive Summary

Modern technology is critical in higher education

today
.

The students, faculty, and staff we serve have
come to expect technology solutions that are

as
ubiquitous

a
s those that power nearly

every
facet

of their

personal

lives.

They expect the course registration process to be as easy as
searching the music catalog
on iTunes
;

bill payment to function as seamlessly as the we
b interface their bank provides;

collaboration
and information sharing a
s fast and reliable as facebook;

and

data reporting

functions
that provide

real
-
time

analysis capabilities
.


To be successful in meeting enrollment growth goals; endearing ourselves to alumni; attracting and
retainin
g high quality faculty/staff; and being recognized as a leading
comprehensive university
we must
take a strategic approach to technology acquisition, management, and support.

This plan was developed
to enable Queens to establish a technology foundation to

build upon, while facing an environment of
i
ncreasingly
constrained resources
that
require
greater efficiency than ever before
.


In order to begin positioning

technology as a strategic tool
,

Queens must have a strategic plan. This
bridge plan

has been pr
epared by the newly h
ired Chief Information Officer
,

and vetted through the

campus
Senior

Leadership

T
eam, to provide Queens with a structure and foundation to build upon.
F
uture versions will be developed in consultation with an
Information Technology Po
rtfolio Management
Process

that will be formed as an action

item

within this plan.

Current State of Technology at Queens

Information Technology services at Queens has evolved
through tactical responses to day
-
to
-
day issues
over the last
15

years fro
m a one
-
person operation to encompass two
distinct units spanning Business
and Academic Affairs. In order to meet the growing needs of the campus community we will need to
transform from the current structure to an intentional four
-
unit structure with areas of s
pecialization
and responsibility.


The current state of technology at Queens can be classified as:




Reactionary
.



Pieced together without clear guiding standards for interoperability or sustainability.



Disintegrated systems for

one
-
off problems rather than holistic solutions for campus needs.



Antiquated hardware infrastructure that is incapable of supporting growth.

Desired State of Technology at Queens

We aspire to be leaders in our peer group and across the nation. Not havin
g invested heavily in
technology
infrastructure
over the past
15
years has, in some ways, positioned us with an opportunity to
leap
-
frog universities that have made significant investments that now limit them to incremental
improvements to technology solut
ions that are no longer on the “cutting edge”. By leveraging modern
solutions, Queens can develop a technical infrastructure that requires l
ess FTE to maintain and support,
while delivering enhanced levels of functionality to campus users.


Strategic, pro
active, and intentional actions over the coming year will position Queens to provide a stable
and secure technology foundation that can be supported with a
n industry leading student to IT

staff ratio.
Through the actions
in support of this plan, we will p
rovide our customers with transparent solutions

Queens University of Charlotte’s Strategic Technology Action Plan 2011


2012

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15


that allow their focus to remain on the teaching, learning, and business operational goals the university
has defined, rather than on the technology tools being used.

Mission

Information Technology Services a
t Queens University of Charlotte creates and supports a stable and
user
-
friendly

computing environment that empowers

the

students, faculty, and staff

we serve
.

Vision

Information Technology Services will transparently provide reliable technology solutions
that
empower
faculty, staff, and students to focus on what they need to do, rather than the technology tools they use to
do it.

Value

Statement

DO THE RIGHT THINGS

and DO THINGS RIGHT

We are driven by the
teaching and learning mission of the
university
,
which

seeks to transform the lives
of the students who choose Queens
. We

partner with the faculty, staff, and students
we serve to
understand their

computing

needs

and me
asure our success through theirs
.


In serving a diverse customer base, with a wide ra
nge of needs, it is imperative that we understand the
goals and objectives of the university and appropriately align our resources. We
will

be diligent and
compassionate as we balance customer service with customer support to deliver sustainable solutio
ns
that meet the needs of the greater
Queens

community

and maximize u
niversity resources
.


We
will:



Listen

to our customers to understand their

functional

needs.



Provide positive, solutions based thinking.



Act

proactive
ly

and
with
purpose
.



Communicate to
ensure transparency
.



Deliver

on commitments.

Strategic Goals

Goal

1
:
Establish an Information Technology Services (ITS) o
rganization

structure, and operational
i
nfrastructure
, capable of supporting Queens


faculty, staff, and students.

This goal is the
foundation for all Information Technology (IT) services on campu
s for the duration of this
plan
, and beyond
. It is intended to provide an identity for the Information Technology Services (ITS)
organization, bring clarity with respect to
the roles and
responsibilities of ITS to our

customers, and
establish a foundation to build a high level of technology service through
this plan and beyond
.

Guiding Principles

ITS will be guided by a clear mission, vision
, and value statement. ITS
has

develop
ed

draft
c
ompositions for these guiding principles internally, and

will

seek campus adoption/ratification.


Queens University of Charlotte’s Strategic Technology Action Plan 2011


2012

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Once adopted, these principles will drive all units within ITS as we strive to serve our campus
customers.


Action

Start By

Complete By

Draft Mission

Septemb
er 2011

October 2011

Draft Vision

September 2011

October 2011

Draft Values Statement

September 2011

October 2011

Ratification by Campus Leadership

October 2011

November 2011

Organizational Structure

Information Technology Services

(ITS)

The office of
Informat
ion Technology Services

group
has been

reorganized into
four operating
units.

We will work to complete the transition over the course of this plan.


Each

organizational

unit

within ITS has

a primary focus with specialized ro
les and responsibilitie
s,
but will collectively be

one team that works together to meet the computing needs of the Queens
community. The four ITS units
are
: Network Services, Enterprise Application Services, Classroom
& Media Services, and User Support Services.


“Service”
is

t
he intentional focus for each unit as we work with the faculty, staff, and students
across campus to understand instructional and business needs, then work to deliver sustainable
solutions.


Network Services

The Netw
ork Services unit is

responsible for the technical infrastructure of the university. This
includes:



Network Connectivity



Network Monitoring



Server Administration, Management, and Security



Active Directory



Email


Enterprise Application Services

The Enterprise Ap
plication Serv
ices unit is

responsible for supporting the wide array of
applications utilized across the enterprise, and ensuring that these systems meet the functional
needs of campus faculty, staff, and students. This primarily includes:



Enterprise Resource Planning
(ERP)


principally Jenzabar



Learning Management System (LMS)


principally Moodle



Portal (MyQueens) operations



Data integrations



Data reporting


Classroom & Media Services

The Cl
assroom & Media Services unit
is

responsible for supporting campus audio and
video needs.
This includes:



Event production services (lighting, audio, recording)



P
ost production editing, and distribution


Queens University of Charlotte’s Strategic Technology Action Plan 2011


2012

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Classroom technology support & maintenance


User
Support

Services

The User Support Services unit
provide
s

front
-
line support to campus faculty, staf
f, and students.
Their primar
y areas of focus include:



Helpdesk support



Desktop management services



Printing support



Lab management and operations


Action

Start By

Complete By

Develop o
rg
anizational s
tructure

September 2011

October 2011

Obtain leadership a
pproval

October 2011

October 2011

Communicate to c
ampus

October 2011

October 2011

Identify remaining resource gaps

October 2011

November 2011

Prioritize need for additional resources

November 2011

December

2011

Identify funding

December 2011

TBD

Achieve

a stu
dent to ITS staff ratio of 1:160

TBD

TBD

Job Descriptions and Performance Metrics

As we transition from a culture of technology “generalists” to one of “specialists” it is imperative
that we have
clarity with respect to individual roles and responsibilities.

Each position will have a
revised, and well defined job description and performance plan that will guide performance
expectations and
clarify career progression
paths

within ITS.


Action

Start

By

Complete By

Revise

job descriptions

October 2011

December 2011

Develop performance plans

December 2011

January 2012

Training & Skill Development

I
ncreasing reliance on technology solutions to power instructional and business operations on
campus req
uire
s

a commitment to professional development efforts within the ITS organization.
A comprehensive analysis will need to be completed to identify
the specific

skill gaps

that

exist
within ITS
,

and a plan will need to be developed and funded for
developin
g the necessary skills to
support a robust computing environment
.


Action

Start By

Complete By

Skill a
nalysis

September
2011

January 2012

Develop professional development p
lan
s (in support
of performance plans)

January

201
2

February 2012

Identify/Obtain

f
unding

October 2011

November 2011

Execute professional development plan

February 2012

O
ngoing

Operating Processes & Standards

In order to ensure clarity and transparency, ITS will need to take
immediate
action to

stabilize
user support services
. These

efforts will be ongoing

and will be supported by the development

Queens University of Charlotte’s Strategic Technology Action Plan 2011


2012

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and distribution of process and system documentation, along with regular communication
opportunities
for campus customers
with ITS leadership.


Action

Start By

Complete By

Restructure ITS
Helpdesk

October 2011

November 2011

Establish
baseline
Helpdesk t
raining

October 2011

December

2011

Develop Helpdesk d
ocumentation

October 2011

Ongoing

Restructure ITS web information

December

2011

May

2012

CIO communication to c
ampus

October 2011

Ongoing

Goal

2
:
Design, implement, and support a stable t
ech
nology

i
nfrastructure

that meets the campus
needs of today while preparing for tomorrow.

In order to e
n
sure
a stable technology infrastructure to support all campus c
omputing initiatives

Queens
w
ill need to invest in our technical infrastructure, and possibly reallocate existing technology acquisition
funds
. By developing standards and action plans to address
W
orkstation

Management, Network
Connectivity, Server Management, and Mobile Computing St
andards the campus will ensure that all
campus customers have the tools they need and ITS is able to support and maintain a stable computing
environment.

Workstation
Management

In order to maximize the university’s return on all funds expended for user wo
rkstations (PC &
Mac), the university will need a standardized process for purchasing, replacing, and managing all
campus machines. ITS will need to complete a comprehensive inventory of all workstations on
campus, develop a centralized replacement plan/s
chedule, develop modern methods for imaging
all campus computers, and capitalize on bulk purchasing options.


Action

Start By

Complete By

Workstation inventory

November

2011

January 2012

Develop workstation replacement plan

January 2012

February 2012

Identify/obtain workstation replacement funds

February 2012

TBD

Analyze imaging options

November 2011

December 2011

Determine appropriate imaging solution

December 2011

January 2012

Identify/obtain imaging solution funds

January 2012

TBD

Acquire
imaging solution

TBD

TBD

Implement imaging solution

TBD

TBD


Network
Infrastructure

The Queens network architecture
is the backbone for all computing
on campus. This includes the
fiber coming into and around campus, as well as the switches and hubs thro
ughout campus.

We
must have sufficient

and stable

connectivity both to and within campus.

Due to lack of internal
resources and knowledge sets, we will need to engage an outside consulting firm to assist in
analyzing our current architecture and mapping out a desired state that we can build toward.


Action

Start By

Complete By

Document
existing architecture

September 2011

October 2011

Complete network assessment

October 2011

December 2011

Develop desired architecture
model

December 2011

January 2012


Queens University of Charlotte’s Strategic Technology Action Plan 2011


2012

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Develop network refresh plan

January 2012

March 2012

Identify/Obtain

funding

March
2012

TBD

Execute network refresh plan

TBD

TBD

Server

Maintenance/
Improvement Plan

The Queens data center and servers power all enterprise applications on campus. This includes
hosting for our ERP (Jenzabar), Active Directory, Exchange (Email),
the
campus Portal system
(MyQueens),
the Learning Management System (Moodle)

and a number of other mission critical
systems
. In order to keep high uptime and stability for these systems, we must have a secure,
stabl
e, and well managed data center that contain
s sufficient capacity for data storage and
application
processing.


The current data center is located in the basement of the Walker Science building
. There are a
number of concerns with the current data center location ranging from power supply, to plumb
ing
pipes in the server room, to the fact that it is below ground in a historic building. A complete
assessment needs to be conducted of the current data center culminating in a comprehensive plan
for ensuring a stable and secure infrastructure to support

the various mission critical enterprise
applications that campus users rely upon.


Due to the lack of internal resources and knowledge sets within ITS, we will need to engage an
outside consulting firm to assist in analyzing our current server environmen
t and mapping out a
desired state that we can build toward.


Action

Start By

Complete By

Document existing

server

architecture

September 2011

October 2011

Conduct data center analysis

October 2011

December

2011

Develop desired data center model

December

2011

January 2012

Develop data center transition plan

January 2012

March

2012

Identify/Obtain funding

March

2012

TBD

Execute data center transition plan

TBD

TBD


Mobile computing standards

As the sophistication of mobile devices advances, and the expectations of our campus users grow,
Queens must look to proactively prepare for the support of mobile computing. This includes the
need to define and document
supported devices,
produce and publ
ish resources for campus users,
and stay current with evolving trends with technology in higher education.


Action

Start By

Complete By

Document current support standards

November 2011

December 2011

Produce and publish support resources

December 2011

February 2012

Train Helpdesk staff

December 2011

February 2012

Develop mobile computing plan

2012
-
2017 plan

2012
-
2017 plan

Goal

3
:
Ensure the security and integrity of campus d
ata
.

Data is the driving force for making informed business decisions. The
data collected in campus
enterprise systems must be secure, reliable, and available. It is everyone’s responsibility to safeguard
Queens


business and student data, but ITS must provide leadership in securing our backend systems and

Queens University of Charlotte’s Strategic Technology Action Plan 2011


2012

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educating the campus c
ommunity with respect to best practices. ITS must also take a leadership role in
shaping, monitoring, and enforcing security policies and the associated logical (technology assisted) and
physical controls.


Action

Start By

Complete By

Develop Queens Inf
ormation Security p
olicy

December

2011

February

2012

Distribute Information Security policy

February

2012

Ongoing

Develop Change Management process

December

2011

January 2012

Develop and implement Password policy

January 2012

March 2012

Develop and
implement ERP access audit process

February 2012

March 2012

Conduct a campus wide PCI audit

January 2012

March

2012

Partner with legal counsel to develop university
FERPA training

February 2012

April 2012

Goal

4
:
Leverage technology to improve

b
usiness
operations and maximize university resources.

Queens has made significant investments in enterprise solutions that are designed to simplify
administrative functions and provide the university with real time data that can be interpreted as
information to po
wer strategic decision
-
making. ITS must take a leadership role in assisting the business
units across campus in maximizing the returns on these investme
nts. ITS will partner with

business
units to understand functional operational needs,

prioritize resou
rce allocations,

deploy and configure
systems that meet

defined and documented

user

needs, and support users
to

make
operations

more
efficient.

Establish
Technology
Portfolio Management Process

In order to ensure that university resources are being
allocated to the most appropriate
objectives
,

a Technology Portfolio Management Process must be defined and communicated to
campus. The projects and initiatives underway and the pending technology priorities must be
clear and available to all campus custo
mers.


Action

Start By

Complete By

Conduct a comprehensive software audit

October 2011

November 2011

Establish a clear software purchasing process

December

2011

January 2012

Establish a Technology Portfolio Management
Process

November 2011

December 2011

Communicate software purchasing process

January 2012

January 2012

Communicate portfolio management process

December 2011

Ongoing

Redeploy Jenzabar

A comprehensive analysis of Jenzabar

utilization needs to be conducted, followed by a methodical
redeployment of the system to maximize the university return on our ERP investment.

Due to
limited resources and knowledge sets within the ITS team, a Business Analyst will need to be hired
and
Jenzabar consultants will need to be engaged.


Action

Start By

Complete By

Engage

Jenzabar consulting services

and conduct
analysis

October 2011

November 2011

Develop Jenzabar redeployment plan

November 2011

February

2012


Queens University of Charlotte’s Strategic Technology Action Plan 2011


2012

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Execute Jenzabar

redeployment plan

February

2012

TBD

Account Provisioning/Management

Review

The account provisioning and management process at Queens needs to be evaluated to ensure
consistency and remove inefficiencies. This will require the review of existing

manual

p
rocesses
and the development of new automated
technology powered
processes.


Action

Start By

Complete By

Document current account provisioning process

November 2011

December 2011

Inventory current technical components

December 2011

December 2011

Develop

revised provisioning process

December 2011

January 2012

Develop automated scripts

January 2012

April 2012

Test new processes

April 2012

May 2012

Implement new process

May 2012

May 2012

Email Analysis

Exchange 2003 powers faculty and staff email. The university needs to evaluate modern solutions
for ensuring the stability and high availability of employee email and migrate off of the Exchange
2003 solution.


Action

Start By

Complete By

Convene email
analysis committee

January 2012

February

2012

Document email requirements

February 2012

March

2012

Identify email solutions

October 2011

March

2012

Determine best email solution

March

2012

March 2012

Identify/Obtain funding

March

2012

TBD

Plan email
migration

March

2012

April 2012

Execute email migration

TBD

TBD


Portal Analysis


Faculty, staff, and students must have access to a variety of i
nformation sources on campus.
m
yQueens

needs to be updated to present the information needed by the various users on campus
and maximize the university’s investment. This will require a complete needs assessment, option
identification, solution determination, and implementation project.


Acti
on

Start By

Complete By

Conduct

needs assessment

(WebEx Committee)

December 2011

February

2012

Identify portal options

February

2012

February

2012

Determine best solution
(s)

February

2012

April 2012

Develop project plan

April 2012

May 2012

Refresh
portal implementation

May 2012

September 2012

Unified Printing/Copy Solution Analysis

In order to maximize Queens


resources, a comprehensive analysis of printing/
copying needs
must be performed

and a unified solution that
meets all campus
functional and technical
requirements must be identified and implemented.

An

RFP has already been developed and
distributed by the VP of Administration.


Queens University of Charlotte’s Strategic Technology Action Plan 2011


2012

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Action

Start By

Complete By

Review vendor
submissions

December

2011

January 2012

Determine best
solution

January 2012

February 2012

Identify/Obtain funding

February 2012

TBD

Implement solution

TBD

TBD

Goal

5
:
Leverage technology to support academic initiatives and maximize university resources.

Queens has made significant investments in technology solutions that are designed to enhance the
teaching and learning experience. At the core of these tools are our classroom environments and the
Moodle
Learning Management System (LMS).

These two elemen
ts need to be strengthened so that we
can establish a technical foundation for enhancing dynamic teaching and learning experiences that are
supported by collaborative technology tools.

Classroom Configuration Standards

C
lassroom configurations
at Queens
h
ave evolved over time, without a clear set of standards. We
will need to develop appropriate standards for our classroom environments that are derived from
meeting the teaching and learning goals of campus faculty and students in a manner that
simplifies
the classroom experience, while ensuring sustainability and support capabilities.


Action

Start By

Complete By

Conduct classroom technology
inventory

October 2011

November 2011

Develop classroom technology standards

November 2011

January 2012

Develop
standards implementation refresh plan

January 2012

February

2012

Develop classroom technology replacement plan

December 2011

February

2012

Identify/Obtain funding for standards refresh

January 2012

TBD

Implement standards implementation &
replacement
plan

TBD

TBD

Redeploy Moodle

In addition to simplifying the classroom experience, we must take intention
al steps to ensure that
Moodle is a reliable tool that supports and enriches student and faculty interactions. The current
Moodle implementation is ho
sted on a single server, responsible for running the application, the
database, and file storage processes of the system. There are no environments available for
staging and/or testing enhancements or problems that may arise in the production environment.

This provides a significant risk for managing upgrades or extending the functionality of the open
source LMS solution.


Action

Start By

Complete By

Conduct hosting analysis

December

2011

February

2012

Determine appropriate hosting environment

February

2012

March

2012

Develop migration plan

March

2012

April

2012

Identify/Obtain funding

April

2012

TBD

Implement migration plan

TBD

TBD

Extend Google Education App
s

Queens established a Google Education Apps license in pursuit of the student email migrat
ion, but
does not currently have any of the rich collaborat
ive tools enabled. Dynamic Forms for surveying

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2012

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and data collection, interactive Docs for collaborating on spreadsheets or documents, and the
ability to easily create and publish web Sites are amon
g the many features available at no charge
to our faculty, staff, and students

under the existing

license agreement
. We need to expand access
to these tools and provide best practice guidance in how they can be applied to meet both
academic and administrative objectives.


Action

Start By

Complete By

Analyze existing implementation of Google Apps

November 2011

January 2012

Pilot Google Education Apps expansion within ITS

January 2012

March 2012

Develop
expansion

plan

March

2012

May 2012

Implement expansion plan

May

2012

TBD

Goal

6
: Campus Training and Outreach

In order to ensure that ITS is meeting campus needs, and the campus is aware of what we are doing to
improve the Queens technology landscape, an intentional effort needs to be made in the areas of training
and outreach. We will leverage many existing
camp
us communication structures as well as the Portfolio
Management Process and enhancements resulting from the Portal Analysis identified in Goal 4 of this
plan to establish clear and transparent communication channels
.

In addition, we will organize and staf
f a
series of hands
-
on training and information sessions that address common problem areas as identified
through Help Desk ticket analysis.


Action

Start By

Complete By

Implement/convene Faculty IT Advisory Counsel

January 2012

Ongoing

Implement/convene
Student Gov. IT Advisory
Counsel

January 2012

Ongoing

Enhance ITS web site and
public documentation

January 2012

Ongoing

Develop IT training & workshop curriculum

January 2012

February 2012

Organize and lead hand
s
-
on training

& workshop

sessions

Februar
y

2012

Ongoing




Queens University of Charlotte’s Strategic Technology Action Plan 2011


2012

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Key Constraints

The key constraints that will need to be accounted for in the pursuit of
the goals identified in
this plan
include:




Limited f
unding



Staffing levels



Recruiting and filling vacant positions



Skill
development & training



Transitioning of roles & responsibilities



Maintaining legacy operational systems



Understanding and managing campus expectations

Summary

of

Action Items



I.

Reorganize ITS into
four
functional units with areas of specialization

II.

Support Services

a.

Consolidate al
l support staff and Quest students.

b.

Review and update helpdesk ticket categories.

c.

Expand helpdesk access options (web and email ticket submission & tracking).

d.

Implement automated helpdesk ticket satisfaction surveys.

e.

Train students to enable them to handle level 1 issues.

f.

Dedicate full time professionals to level 2 issues.

g.

Escalate, only as needed, level 3 issues to other ITS units.

h.

Complete campus workstation inventory.

i.

Explore virtualization and remote servicing tool
s.

j.

Develop, document, and publish workstation purchasing and support standards and
processes.

k.

Develop, document, and publish software purchasing and support standards and processes.

l.

Establish funding mechanism for workstation management.

m.

Explore establishi
ng a purchasing partnership.

n.

Data Metrics:

i.

Number of support calls (monthly)

ii.

Number of support incidents (monthly)

iii.

Top 5 most frequent incident types (monthly)

iv.

Customer satisfaction rankings (monthly)

o.

Possible
Training

i.

Track
-
it

ii.

MCDST (Microsoft Certified
Desktop Support Technician)

iii.

ACSP (Apple Certified Support Professional)

III.

Network Services

a.

Document current network configuration.


Queens University of Charlotte’s Strategic Technology Action Plan 2011


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b.

Identify (qualitatively) historic problem areas.

c.

Contract for a network analysis.

d.

Map out a holistic “to
-
be” network master pla
n.

e.

Secure building data closets.

f.

Document current server architecture.

g.

Identify (qualitatively) known problem areas.

h.

Contract for a server architecture analysis.

i.

Map out a holistic “to
-
be” server architecture master plan.

j.

Data Metrics:

i.

Unplanned outages

ii.

Planned outages

iii.

Max bandwidth consumption

iv.

Ave. bandwidth consumption

v.

Bandwidth consumption by building

k.

Possible
Training

i.

VMWare

ii.

SAN

iii.

Exchange

IV.

Enterprise Applications Services

a.

Complete an inventory of all software systems.

b.

Map all system integrations.

c.

Fill t
hree open positions.

d.

Conduct Jenzabar utilization assessment.

e.

Review current returns from each system.

f.

Explore full capabilities of each system.

g.

Prioritize and projectize system redeployments.

h.

Establish and document Change Management Process.

i.

Data Metrics:

i.

Unplanned outages

ii.

Planned outages

iii.

Anticipated upgrades/enhancements

j.

Possible
Training

i.

Business Analysis

ii.

Jenzabar

iii.

SharePoint

iv.

PHP

v.

SQL

vi.

VB Script

V.

Classroom & Media Services

a.

Inventory and document all classroom and campus technology.


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b.

Establish classroom media
standards that support teaching/learning needs while targeting
sustainability.

c.

Review event registration, staffing, and current recharge practices.

d.

Data Metrics:

i.

Number of events for last month

ii.

Annual comparison of events for last year

iii.

Number of man hours
expended covering events