1 how to incorporate effective it business practices in a university environment through a...
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How to Incorporate Effective IT Business Practices in a University EnvironmentThrough a Public-Private Partnership
Presented To:
The EDUCAUSE Southeast Regional Conference“IT Leadership in the 21st Century”
June 18, 2002
Presented By:
J. Brice BibleAssistant Vice President for
Research and Information TechnologyThe University of Tennessee
Joseph L. GipsonSenior Business Analyst
Science Applications International Corporation
Copyright: Brice Bible and Joseph Gipson [2002]. This work is the intellectual property of the authors. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying
is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.
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Presentation Agenda
Introductions
Overview of Problem
Proposed Solution
Current Status
Limitation
Lessons Learned
Summary
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The IT Dream
“Well, I do have this recurring dream that one day I might see some results.”
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Science Applications International Corporation
Oak Ridge, TN Office
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SAIC Overview
$6B
$4B
$3B
$2B
$1B
$0’02’92
16% average annual growth rate for the
past 15 years
Rev
enu
es Sto
ck
$40
$30
$20
$10
$0
5 year Annualized Return: 37%
10 Year Annualized Return: 28%
$6.2B Founded 1969 – Bob Beyster
Largest employee-ownedtechnology products
andservices firm inthe world
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#1 of the Top 20 Systems Integrators Federal Computer Week (September 2000)
Best Research and Development Red Herring (June 1999)
#3 of the Top 10 Private Info-Tech CompaniesBusinessWeek (June 2001)
1st in Performing the Most Complex IT Activities FCW Government Technology Group (March 2000)
#294 of the FORTUNE 500®
Fortune (April 2002)
Market Leadership
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350 offices worldwide 42,000 employees
Washington, D.C. Metro Area
13,870 Personnel
San Diego4,457
Personnel
New Jersey6,209
Personnel
Tennessee875
Personnel
SAIC Locations
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Key Business Areas
SAIC Overview
Information Technology Education Manufacturing Healthcare/Pharmaceuticals Media Financial Services Telecommunications National Security Energy & Environment Transportation
Business Mix
50% Commercial
50% Government
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Core Business Focus
$6B$6B
Business Alignment Systems Integration Software Development
(SEI/CMM) Systems Engineering Performance Management Information Security Internet & Web Services Outsourcing Services
Information Technology (41%)
Telecommunications (29%) Systems Engineering Broadband/Wireline/Wireless Network Management Converged Networks – Voice/Video/Data
R&D and TechnicalServices (28%) Product and process
modeling and simulation Hull design and
performance optimization Next Generation Network
R&D
Products (2%) Telecommunications
Operations Systems Trusted Supply Chain
Mgt Tools and Process Customer Relationship
Management
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Some Universities Served
Cleveland State University• PeopleSoft Student Administration Stabilization
University of Hawaii• Operation and support for the Maui
Supercomputing Center
University of California, San Diego• Acoustic Thermometry of Ocean Climate
Johns Hopkins University• Software Engineering Support
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The University of Tennessee
Land-Grant Institution for State ofTennessee Founded in 1794
Five Campuses and Three InstitutesStatewide
• Research University ComprisesTwo Campuses and Three Institutes
42,000 Students
13,000 Faculty/Staff
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Information Technology at UT
450 Employees $45M Annual Budget Two Significant Reorganizations Since 1999
• Another Expected Summer 2002
Recent Major Initiatives (Knoxville campus only)• SAP Financial and Human Resource System• Blackboard Course Info Enterprise Implementation• Knoxville Campus Network Upgrade Program• Knoxville Campus Wireless Network Installation• Web Architecture Redesign and Implementation• Student Information Systems Upgrade
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IT Environment at UT
Major New System Projects Underway Experienced Staff Retirements “Aging” IT Workforce (10+ Year Old Knowledge) Overbearing Business and Finance Office Human Resources Lack of Understanding of the
IT Market Mismatched Skill Sets On-Going Legacy Support Requirements Enterprise-Wide Cost Containment Measures In
Place
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In-House COTS
National Stats
70
60
50
40
30
20
10
0
Percentage of Solutions
Development Mode
Old Systems
New Systems
Source: Dataquest (June 2000)
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Hype Cycle
Type A Adoption Type B Adoption Type C Adoption
Maturity
Hype
Peak of InflatedExpectations
TechnologyTrigger
Trough ofDisillusionment
Slope ofEnlightenment
Plateau ofProductivity
LearningPortals
PDAPhones
Web Services
On-lineCourses
ERP
WirelessLANs
Enterprise PortalsSIS
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University IT Dilemma
How do we implement new IT initiatives while supporting
legacy systems with an aging workforce on a limited budget?
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The Solution:Create a Public-Private IT Partnership
FY2000 Technology Partner Solicitation• Broad Scope (IT Application and Strategic
Support)• Task Order Contract Approach• Evaluation Based on Several Factors:
- Technical Capability- Commitment to Higher Education- Cost- Partnership Potential
Contract Awarded to SAIC in Spring 2001
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Why Would SAIC Participate?
SAIC vendor independent services fit into the university
SAIC’s broad range of expertise allow for a long term and very broad partnership
Science Based Company• 8% of SAIC have Ph. D.• 38% of SAIC have Masters
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Experienced Technical Staff
8% with less than 5 Years
15% with 5-10 Years
77% with more than10 Years Industry Experience
9% Administrative Professionals
14% Managerial77% Technical Professionals
8% Ph.D.
38% Master’s Degrees
54% Bachelor’s Degrees
Highly Educated in Diverse Disciplines
14% Humanities/Social Sciences
46% Sciences
20% Engineering
20% Business/Economics/Law
The Right People
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How SAIC Responded
50% of all SAIC work is in the Public Sector
SAIC leverages this existing work staff to provide extremely attractive rates (about 1/3 of similar companies)
Pull from world-wide staff
Subject Matter Experts
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Projects - IT Strategic Plan
Engaged by UT to facilitate and lead the creation of a plan
SAIC relied heavily on its prior experience to build a document starting at the highest level of IT governance
Originally Knoxville only
Now integrating Memphis
Not a Technology Road Map
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Projects - Remedy
Charged with discovering and documenting the needs for a Customer Relationship Management (CRM) system for all IT
Completing an Implementation Plan for the base system
Assisting in Implementation
Some features have been determined to be Phase II to meet time and fiscal restraints
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Projects – Web Portal
Interview and document Web Portalneeds of Students, Facultyand Staff
Document where all of thedata lives and who isresponsible for it
Build a Prototype portal
Completed Prototype for the Officeof Research providing the first singleinterface into old and new data bases
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Pending Projects
Departmental Strategic IT Planning• Electrical and Computer Engineering• Outreach and Independent Study
Remedy Implementation
Student Information System
Strategic Plan for UT Health Sciences Center (UT Memphis)
Security Implementation Plan
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Partnership Initiatives
1. Intellectual Property Development
2. Technology Transfer Evaluation
3. Support of ORNL – Managed by UT-Battelle
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SAIC donated selected patentsto UT
Five technology areas were identified
UT/SAIC currently evaluating potential of these five areasfor further development
Partnership Initiative #1Intellectual Property Donation and Development
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SAIC has expertise in technology incubation and businessdevelopment
UT migrating technology transferefforts from royalty licensingstrategy to start-up investmentfocus
Benchmarking study performedby SAIC in Fall 2001 to evaluatingUT programs
Partnership Initiative #2Technology Transfer Process Evaluation
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Partnership Initiative #3 Support of ORNL – Managed by UT-Battelle
SAIC provides IT supportservices for Oak RidgeNational Lab
UT-Battelle manages ORNL
Full Range of IT Services
Looking at other opportunities forjointly managing other large facilities
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Trust among constituents
“Stove Pipe” Mentality
Establishing Priorities
“Not Invented Here” Syndrome
Limitations – University Perspective
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Involve Legal and Procurement from the Beginning of the Process
Maintain High Level Interactions
Fight for Broadest Contract Scope Possible
Insure Project Linkage with University’s Academic and Research Strategies
Maintain Long-Term Perspective
Lessons Learned – University Perspective
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Limitations – Industry Perspective
Universities like to be the ‘General Contractor’ of IT projects
Issuing RFPs for specific projects Low bidder vs. Best Value Outsourcing management for IT projects is
foreign to the culture Over-extended management can slow
down progress
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Lessons Learned – Industry Perspective
The real work begins afterthe contract is in place
IT is driven by everyoneon campus
Educate the campus of theavailability of the contract
It takes time and several projects to introduce the value and earn the trust of the staff
Contract in place doesn’t mean the culture accepts the use of outside help
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Summary
First year has been a learning experience• SAIC has gained a wealth of understanding for University
IT challenges• UT has gained an appreciation for outside
services/capabilities
UT has achieved targeted IT goals, cheaper, faster, and without adding or retraining staff
Partnership initiatives now emerging
UT/SAIC expect partnership to grow rapidly
Both partners are excited and positive about future opportunities
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