mpls asuc committee and ict panel (1) paul jeffreys, 21 november 2006 ict strategy programme final...

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  • Slide 1
  • MPLS ASUC Committee and ICT Panel (1) Paul Jeffreys, 21 November 2006 ICT Strategy Programme Final Consultation Paul Jeffreys http://www.ict.ox.ac.uk/strategy http://www.ict.ox.ac.uk/strategy/plan http://www.ict.ox.ac.uk/strategy/plan/plan.xml.ID=route_planner
  • Slide 2
  • MPLS ASUC Committee and ICT Panel (2) Paul Jeffreys, 21 November 2006 Remit The overall aim of the ICT Strategic Plan is to enable colleges, departments, faculties and divisions to offer their users the best and most cost-effective ICT services and resources, to ensure that local ICT investment results in maximum benefits and to provide the best possible environment and support for academic life within the University of Oxford. If asked to summarise in one line:- to enable academic community to determine strategic priorities in ICT, and to constrain overall financial envelope
  • Slide 3
  • MPLS ASUC Committee and ICT Panel (3) Paul Jeffreys, 21 November 2006 Interaction with MPLS Set of presentations/consultations:- MPLS ASUC:2 November 2005 MPLS Board:25 November 2005 MPLS ICT Panel:17 January 2006 ICTC:19 January 2006 ICTC:2 March 2006 Open Meeting:26 May 2006 ICTC:8 June 2006 Members of SG: Keith Burnett, Ken Peach, Anne Trefethen, Pete Biggs, Jim Davies, Mike Giles, Members of WTs: Rhys Newman, Graham Lee, Robert Taylor, Andrew Martin MPLS been very much part of process of creating ICT Strategic Plan Thank you for essential contributions Now time for MPLS to stand back and appraise the current status
  • Slide 4
  • MPLS ASUC Committee and ICT Panel (4) Paul Jeffreys, 21 November 2006 Status and Background
  • Slide 5
  • MPLS ASUC Committee and ICT Panel (5) Paul Jeffreys, 21 November 2006 Status Last meeting of ICTS SG, 1 June 2006: Later than expected, meant that consultation period in TT missed Presentation to PRAC in TT Content fine, need to improve style and language Over summer: Completed Draft ICT Strategic Plan Produced online version Access to individual paragraphs Numerous attempts at Summary/Consultation Document 14 November momentous day! Consultation document (circulated) agreed by PRAC Consultation period started the next day Closes on Friday 26 January 2007 Final ICT Strategic Plan will be submitted to PRAC near the end HT Consultation starts with MPLS! Just as well this meeting was postponed..
  • Slide 6
  • MPLS ASUC Committee and ICT Panel (6) Paul Jeffreys, 21 November 2006 Strategy - Fundamental Principles 1.The prioritisation and development of ICT services must be driven by Oxfords teaching, learning, research and administrative requirements Oxford Corporate Plan used to ensure alignment with institutional goals: http://www.ox.ac.uk/gazette/2004-5/supps/corporate.htm http://www.ox.ac.uk/gazette/2004-5/supps/corporate.htm 2.The provision of ICT services must be both flexible and responsive as requirements change 3.The framework for the delivery of ICT must ensure that tailored local ICT support and management is retained 4.The working environment of the 600 ICT Staff who are employed around the University should be one which enables them to work together more closely so that best practice is shared. A clear career development route should also be provided for ICT staff 5.There must be an effective mechanism to appraise centrally funded ICT provision in order to ensure that overall central ICT expenditure is contained within an agreed budget specified by the University. Priorities should be determined by the academic community and take into account local ICT requirements and planning 6.Principles and processes necessary to deliver optimal, cost-effective ICT which will satisfy the Universitys performance standards
  • Slide 7
  • MPLS ASUC Committee and ICT Panel (7) Paul Jeffreys, 21 November 2006 Strategy developed by consensus An adventure! Try something new Bottom-up approach through set of Work Tasks (WTs) More than fifty contributors from across collegiate University Organic process! Many of which addressing top-down issues Build scenarios Biggest challenge:- Bring together outputs from WTs coherently Iterate ideas - whilst retaining shared responsibility Strawman Strategic Plans crucial Companion ICT Strategic Programme Formal Record Everything available at: http://www.ict.ox.ac.uk/strategy http://www.ict.ox.ac.uk/strategy Available across Oxford and beyond
  • Slide 8
  • MPLS ASUC Committee and ICT Panel (8) Paul Jeffreys, 21 November 2006 Conclusions of Programme
  • Slide 9
  • MPLS ASUC Committee and ICT Panel (9) Paul Jeffreys, 21 November 2006 Draft ICT Strategic Plan - contents Executive Summary Document Route Planner Purpose 1. User-Oriented ICT Requirements 2. Strategic ICT Requirements 3. Oxford ICT Structure 4. Integration of Enterprise Activities 5. The ICT Budget and Priority Plan 6. ICT Structure for Coordinated Decision Making 7. ICT Strategy Implementation -- Phase 2 Conclusions Appendix A: ICT Investment Five Year Roadmap Appendix B: Terms of Reference of the PRAC Sub-Cttee Structure Appendix C: Role and Responsibilities of the Director of ICT Appendix D: Organisation Structure for ICT Projects Appendix E: Scenarios for Success Appendix F: Glossary Appendix G: Consultations and References First two Sections describe the current state of ICT services across the University and provide the context for the recommendations which follow Sections 3-5 set out the case for ICT change in Oxford In order to effect this change, a new structure for the governance of ICT is required, which includes the creation of a new sub-committee of PRAC and a new post of Director of ICT; Section 6 Assuming that a new structure and the other recommendations are approved, it will then be necessary to move on to the implementation of the plan; Section 7 Online document accessible by paragraph
  • Slide 10
  • MPLS ASUC Committee and ICT Panel (10) Paul Jeffreys, 21 November 2006 Section 5 highlight Single consolidated view of ICT investment by the University with spending priorities specified by the academic community Create a definitive 5-year expenditure plan for Oxfords central ICT investment Ability to set ICT priorities in order to constrain overall central expenditure while at the same time ensuring that mission critical applications are appropriately resourced
  • Slide 11
  • MPLS ASUC Committee and ICT Panel (11) Paul Jeffreys, 21 November 2006 Section 6 highlight Proposed new converged governance structure for ICT across collegiate University Principal elements of the structure are : ICT Sub-committee to the Planning and Resource Allocation Committee GPC for more detailed work User Forum to ensure engagement with ICT users across the University Architecture Group Post of Director of ICT single point of contact for ICT providing leadership and coordination for ICT strategic planning and implementation
  • Slide 12
  • MPLS ASUC Committee and ICT Panel (12) Paul Jeffreys, 21 November 2006 Additional Comments 1.The University of Oxford internal auditors assessed our ICT Strategic Plan against the National Computing Centres and JISCs best practice guidelines and we received a clean bill of health 2.Received advice from many other Universities (UK, US and NZ) Manchester (Mark Clark) and Auckland (John Hosking) - in particular 3.Gartner consulted on a regular basis
  • Slide 13
  • MPLS ASUC Committee and ICT Panel (13) Paul Jeffreys, 21 November 2006 Questions in MPLS context (1) 1.Is the strategy the correct one for the collegiate University and will it deliver the ICT services which you would expect in a leading international University? Open question - relates to the entire ICT Strategic Plan and its recommendations; does MPLS identify a change of emphasis needed? 2.Is the proposed ICT decision-making structure sufficient to ensure that the academic community can set ICT strategic policy and priorities? Appropriate MPLS representation? Appropriate MPLS strategic input and control? 3.Does the ICT Strategic Plan provide the right balance between a devolved ICT structure and a coordinated approach to the development of ICT services? Tricky balance, attempt to keep all the advantages of a devolved structure while also benefiting from coordination/standardisation; is it correct? Will central ICT services provide environment to maximise return on MPLS investment?
  • Slide 14
  • MPLS ASUC Committee and ICT Panel (14) Paul Jeffreys, 21 November 2006 Questions in MPLS context (2) 4.Does the ICT Strategic Plan provide appropriate mechanisms to ensure that services within the three-layer model described in the Plan can work together? Will MPLS be able to make sure the central services deliver what you need? Does MPLS support the Architecture Group? Does MPLS believe the new structure will make it possible to determine which applications/services should go where? 5.Does the ICT Strategic Plan provide a basis on which the collegiate University can identify overall central ICT expenditure, set the priorities for ICT investment and do so within the context of competing priorities and financial constraints? Does MPLS believe it will be able to specify ICT policy and strategy? Does MPLS believe it will be able to specify priorities for central ICT expenditure? Does MPLS believe it will be able to constrain central ICT expenditure? Does MPLS believe the new converged governance will ensure central ICT projects deliver?
  • Slide 15
  • MPLS ASUC Committee and ICT Panel (15) Paul Jeffreys, 21 November 2006 End of presentation Questions http://www.ict.ox.ac.uk/strategy/
  • Slide 16
  • MPLS ASUC Committee and ICT Panel (16) Paul Jeffreys, 21 November 2006 Section 6 continued Recommendations R28. Develop a committee structure as proposed which should provide strategic direction for ICT, determine ICT policy and agree the priorities for central ICT investment. The committee structure will also ensure mission-critical ICT services are resilient and reliable; identify and manage risks; ensure Oxford complies with relevant legislation; and put in place quality assurance standards for optimal ICT operational delivery R31. Establish an Architecture Group to develop and maintain an interoperability framework for Oxford together with the monitoring of ICT projects' adherence to appropriate standards R32. Create a User Forum with a cross-section of Oxford ICT users Benefits The new structure will be able to establish the academic requirements and so determine the strategy and policy framework for ICT across the University. It will also formulate, review and oversee the Universitys programme of ICT projects; The Director of ICT will be able to promote ICT across the University, to provide leadership and coordination for ICT strategic planning, to ensure that mission-critical services are delivered and to implement the ICT Strategic Plan;
  • Slide 17
  • MPLS ASUC Committee and ICT Panel (17) Paul Jeffreys, 21 November 2006 Scenarios for Success http://www.ict.ox.ac.uk/strategy/plan/plan.xml.ID=appE Brief scenarios intended as illustrative examples of: benefits which might result from the identification and prioritisation of shared ICT services for Oxford their implementation within a coherent information environment Scenarios derive their priorities from user feedback and connect those requirements with the ICT priorities given as outputs Roles represented by scenarios: Undergraduate Student Graduate Student Part-time Taught Postgraduate Masters Student Researcher Lecturer Department Administrator Head of Division/Department IT Support Officer College Alumni Officer
  • Slide 18
  • MPLS ASUC Committee and ICT Panel (18) Paul Jeffreys, 21 November 2006 Section 1 Summarises the changes that have been requested by users Principal aspirations include: 1.Easy access to the network for members and authorised visitors; 2.A single method for accessing online resources, from any location and at any time; 3.Systems to support teaching, research and administration which talk to one another, are continuously available, and can be tailored for, and evolve with, individual requirements; 4.A means to determine the technical feasibility for new requirements (e.g. plagiarism detection, secure electronic submission); 5.Secure online storage for personal files and a digital repository for the outputs from research, teaching and administration; 6.Improvements to Oracle Financials, including an efficient purchasing interface, more flexible general ledger reporting, and better grants reporting; and 7.Provision of training and support associated with each ICT service or development.
  • Slide 19
  • MPLS ASUC Committee and ICT Panel (19) Paul Jeffreys, 21 November 2006 Section 2 Consider Oxfords strategic ICT requirements to achieve the objectives of the University as set out in its Corporate Plan In order to benefit from local ICT provision within a devolved ICT structure, there must be: improved coordination and interoperability Oxford must be in a position to respond effectively to statutory requirements Recommendation R3. Recognise that Oxfords devolved ICT infrastructure should be a heterogeneous but coordinated set of ICT services, some run centrally, some locally and many shared Benefits ICT policy and investment determined by research, educational and administrative needs An ICT framework capable of underpinning world-class research using innovative ICT to improve efficiency, functionality, and communications
  • Slide 20
  • MPLS ASUC Committee and ICT Panel (20) Paul Jeffreys, 21 November 2006 Section 3 A proposal to refine and develop Oxfords devolved ICT structure Identify three distinct types of ICT provision and principles which determine allocation local (within college or department and generally provided without central ICT funds) standards-based shared services enterprise-wide services (central service provision) An ICT Forum which will coordinate and represent all ICT staff in the University and report into a new Co-ordinated ICT Decision Making structure
  • Slide 21
  • MPLS ASUC Committee and ICT Panel (21) Paul Jeffreys, 21 November 2006 Section 3 continued Recommendations R9. Refine the devolved Oxford ICT structure through the application of a three- layer model comprising local services, standards-based shared services and enterprise-wide services R12. Specify and implement the required standards for interoperability so that local units will be able to make judgements regarding the most cost-effective means of delivering services to their users within the three-layer model R14. Create an ICT Forum in which all IT support staff within Oxford are represented, coordinated, and allocated a small but sufficient budget in order to develop a secondment scheme and fund other small-scale relevant activities R15. Develop the structures necessary to enable Oxford to benefit from coordinated purchasing of ICT hardware, software, and consumables Benefits Agreed set of principles and criteria for the development, maintenance and evaluation of ICT services Value-for-money gained through improved support for coordinated purchasing of ICT hardware and software and a reduction in the replication of services
  • Slide 22
  • MPLS ASUC Committee and ICT Panel (22) Paul Jeffreys, 21 November 2006 Section 4 Oxfords enterprise applications (i.e. those that operate across the University) to interconnect seamlessly and effectively and to interoperate with local applications. Recommendations R16. Ensure the integration of enterprise and shared ICT services through the development of an over-arching interoperability policy, including both organisational and technical aspects R17. Base the interoperability of enterprise systems on standards agreed via an Architecture Group (part of a new Governance structure) R20. Develop supporting structures for the planning and management of ICT projects, including the definition and use of appropriate methodologies Benefits Procurement of centrally-provided systems which match the requirements defined by the part of the collegiate University sponsoring the activity; Availability of University-wide services which provide a single means of accessing online systems and resources for students and staff, whether part- time or full-time and whether or not they are resident in Oxford