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IT Strategy Board November 1, 2013 Agenda IT Strategy Board - - PowerPoint PPT Presentation

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IT Strategy Board November 1, 2013 Agenda IT Strategy Board 2013-14 Agenda Teaching and Learning Initiatives and Analytics UW-IT Strategic Overview UW Administrative Systems Modernization Strategy IT Service Investment Board

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SLIDE 1

IT Strategy Board

November 1, 2013

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SLIDE 2

Agenda

  • IT Strategy Board 2013-14 Agenda
  • Teaching and Learning Initiatives and

Analytics

  • UW-IT Strategic Overview
  • UW Administrative Systems Modernization

Strategy

  • IT Service Investment Board Update
  • IT Project Portfolio Oversight

2

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SLIDE 3

Proposed 2013-14 Agenda

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Month IT Strategy Board Topic

February 4, 2013  Priorities and work plan  Oversight responsibilities  Kuali Student review plan  IT projects and priorities May 13, 2013  Kuali review recommendations and action  Revised Criteria and Guidelines  Support for research computing November 1, 2013

  • UW-IT Strategic Plan update
  • Teaching and Learning initiatives and analytics
  • Administrative Systems Roadmap

February 3, 2014

  • HR/P Modernization
  • IT Service Investment Board update
  • IT support for research administration
  • Curriculum Management

May 12, 2014

  • Canvas Network
  • EDMS
  • Others TBD
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SLIDE 4

Philip J. Reid Associate Vice Provost, UW-IT Academic Services Professor of Chemistry

Teaching and Learning: Services and Analytics

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SLIDE 5

The Canvas Learning Management System

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  • Canvas learning management system (LMS)

piloted in 2011 and then selected as central LMS.

  • Launched Autumn Quarter 2012.
  • UW Bothell and UW Tacoma have transitioned to

Canvas from Blackboard. UW Seattle still employing an “opt in” model for adoption.

  • Adoption continues to grow by >20% each quarter.

6

Origins & History

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SLIDE 7

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Canvas adoption over time

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Canvas adoption by college/school over time Student participation

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What students access Canvas for

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Notify.UW

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SLIDE 12
  • Released in April 2013 as an official

replacement for UW Robot, a paid course availability notification service.

  • Notifies students via email or mobile text

message when a closed course reopens.

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Origins & History

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SLIDE 13

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Top subscribers Classes with high subscriptions

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SLIDE 14

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Subscription density by curriculum

  • Size represents the number of total subscribers.
  • Colors represents the number of subscribers

who did not get in.

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SLIDE 15

15

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SLIDE 16

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Course sections with high demand but no or very few openings

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SLIDE 17

MyPlan: Academic Planning

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SLIDE 18

MyPlan – Online Academic Planning

Progress Tracking Academic Planning Registration Planning

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MyPlan is an academic planning tool that allows students to, up to 6 years in advance: Plan specific courses to take Add placeholders for courses TBD Identify back-up courses Bookmark courses of interest

What is MyPlan?

Their planning can inform our planning …

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SLIDE 20

MyPlan Developments

  • Intelligence: student profiles and

personalization.

  • Program exploration: admission, progress,

and completion requirements.

  • Outreach: Received Gates Foundation grant

to support academic planning for CTC students.

  • Analytics: advising dashboard, demand

analysis.

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SLIDE 21

To what extent are students using MyPlan?

  • To date, over 12,000 students have created a plan
  • For Fall 2013:
  • 21% of all students have a plan
  • 27% of all undergraduate students have a

plan

  • And adoption is on rise – over 800 new plans

created in the first two weeks of October alone!

100 200 300 400 500 600 700 800 900 June July Aug Sept Oct*

# New Plans

*thru 10/15

How far into the future are they planning?

  • The majority of MyPlan users are planning beyond

the current term

  • Nearly 40% have planned for the remaining

current academic year (2013-14)

  • Nearly 30% have planned for the next

academic year, 2014-15 and beyond

  • A small number have planned to Spring 2017!

0% 5% 10% 15% 20% 25% 30% 35% 40% 2013-14 2014-15 2015-16 2016-17+

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SLIDE 22

What are they planning?

  • MyPlan users have added over 100,000 items to their plans
  • The overwhelming majority (96%) of these items are courses
  • Placeholders account for less than 2% of planned items
  • Students are telling us exactly what they plan to take and when they plan to take it!

How will we use these data?

  • Over time, as adoption increases and predictability of

behavior improves (i.e., do students do what they plan? and if not, why?) A pilot project to develop a dashboard that integrates demand and behavior with supply is underway

1000 2000 3000 4000 5000 6000 BIOLOGY PHYSICS CHEMISTRY MATH

Courses Planned

Highest Demand by Department

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SLIDE 23

Curriculum Management

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Kuali Student Curriculum Management

Information managed in a single source system

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Current Status of CM Implementation

  • Course data migration underway with initial target of

November 2013 release (limited scope) to the Office

  • f the Registrar.
  • Initial tri-campus outreach complete – departmental

administrators are excited about improved workflow and transparency.

  • $656K in new funding approved by the Provost.
  • Revised implementation plan formulated based on

lessons learned and Kuali Student dependencies.

25

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SLIDE 26

Learning Objectives

Revised Plan

YEAR 1 YEAR 2

COURSE PROGRAM STAFF

UW IT DEPTs.

Centrally Managed Course

Policy/Process Assessment

Campus Course Workflow roll out Centrally Managed Program Program Requirements Campus Program Workflow roll out

UW CM is THE single source Kuali Student Curriculum Management dependencies Demand on department participation increases Pilot Course Workflow

Assumptions

  • Fully staffed development team and dedicated department resources
  • KS GWT-KRAD Conversion and Program functionality
  • A single or small set of workflows for all schools and colleges

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UW-I T Stra te g ic Ove rvie w - DRAF T

I T Stra te g y Bo a rd No ve mb e r 1, 2013

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Vision

Co nve nie nt a nd sa fe a c c e ss to info rma tio n a nd se rvic e s a c ro ss time , pla c e , d e vic e a nd

  • rg a niza tio na l b o und a rie s

Mission

E na b le stud e nts, fa c ulty a nd sta ff to b e mo re e ffe c tive

He lp UW ma na g e risks a nd re so urc e s

E nc o ura g e inno va tio n a nd c o mpe titive ne ss

F

  • undation

Be a truste d , so ug ht-a fte r pa rtne r, pa ssio na te a b o ut using IT to impro ve the UW

Ope ra te a n e xe mpla ry o rg a niza tio n, kno wn fo r e xc e lle nc e , e ffic ie nc y, a nd inte g rity

De ve lo p stro ng stra te g ic pa rtne rships

F

  • ste r a c ulture o f e xplo ra tio n, sha ring , a nd d a ta -d rive n re sults

L iste n, a ntic ipa te , c o mmunic a te , e xe c ute

Dr ive r s

Clo ud , Co lla b o ra tio n, Co nsume riza tio n, Mo b ility, Pe rso na liza tio n, Big Da ta

Str ate gic Goals Asse ssme nts & Outc ome s

UW-I T Stra te g ic Ove rvie w

T e c hno lo g y Busine ss Ma na g e me nt Custo me r Sa tisfa c tio n Go ve rna nc e & De c isio n Ma king E ng a g e me nt Suppo rt Wo rld Cla ss Re se a rc h E na b le Inno va tive T e a c hing Mo d e rnize Info rma tio n & Busine ss Syste ms Pro mo te Se c urity a nd Busine ss Co ntinuity De live r E ffe c tive Se rvic e s With Co st T ra nspa re nc y Pro vid e Supe rio r Infra struc ture & T

  • o ls

DRAF T

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Visio n

 Co nve nie nt a nd sa fe a c c e ss to info rma tio n a nd se rvic e s

a c ro ss time , pla c e , de vic e a nd o rg a niza tio na l b o unda rie s

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Missio n

 E

na b le stude nts, fa c ulty a nd sta ff to b e mo re e ffe c tive

 He lp UW ma na g e risks a nd re so urc e s  E

nc o ura g e inno va tio n a nd c o mpe titive ne ss

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Essential Transformational

Individual Effectiveness Institutional Efficiency

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Drive rs

 Clo ud  Co lla b o ra tio n  Co nsume riza tio n  Mo b ility  Pe rso na liza tio n  Big Da ta

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Stra te g ic Go a ls

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Suppo rt Wo rld Cla ss Re se a rc h E na b le I nno va tive T e a c hing Mo de rnize I nfo rma tio n & Busine ss Syste ms Pro mo te Se c urity a nd Busine ss Co ntinuity De live r E ffe c tive Se rvic e s With Co st T ra nspa re nc y Pro vide Supe rio r I nfra struc ture & T

  • o ls
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Pro vide Supe rio r I nfra struc ture & T

  • o ls

 De live r hig hly func tio na l, re lia b le , a nd invisib le

infra struc ture

 Ne t upg ra de s, re duc e se rve r/ sto ra g e duplic a tio n, I

de ntity a nd Ac c e ss Ma na g e me nt

 E

xpa nd suite o f c o lla b o ra tio n to o ls to me e t pe rfo rma nc e e xpe c ta tio ns o f stude nts, fa c ulty, a nd sta ff

 Offic e 365, Sha re Po int; c o lla b o ra tio n upg ra de s to L

ync a nd Go o g le Apps

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Suppo rt Wo rld Cla ss Re se a rc h

 I

nc re a se re a c h a nd c a pa c ity fo r da ta ne two rks

 Sc ie nc e ne two rk

 E

nha nc e a nd stre ng the n pa rtne rships with fa c ulty a nd re se a rc he rs

 e Sc ie nc e c o lla b o ra tio n, Princ ipa l I

nve stig a to rs’ Surve y

 E

mpo we r the UW re se a rc h c o mmunity b y pro viding re le va nt, sha re d, c utting -e dg e te c hno lo g ie s, se rvic e s a nd suppo rt

 E

xpa nd Co mputing I nfra struc ture to o ls a nd b a c kup

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E

na b le I nno va tive T e a c hing

 Pro vide te c hno lo g y to suppo rt a nd impro ve the te a c hing

a nd le a rning e xpe rie nc e

 MyPla n, Ca nva s, Pa no pto , MyUW, No tify.UW, My Husky

E xpe rie nc e

 I

de ntify a nd le ve ra g e c urre nt a nd e me rg ing te c hno lo g ie s

 De live r se rvic e s in e ffic ie nt c o st-e ffe c tive wa y

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Mo de rnize I nfo rma tio n a nd Busine ss Syste ms

 Pro vide mo de rn, fle xib le a nd inte g ra te d b usine ss

info rma tio n syste ms to e na b le b e tte r pla nning , a na lysis a nd de c isio ns

 HR/ Pa yro ll Mo de rniza tio n, E

nte rprise Do c ume nt Ma na g e me nt Syste m, E nte rprise Da ta Wa re ho use , F ina nc ia l Optio ns Ana lysis, Busine ss I nte llig e nc e

 Ve ndo r re la tio nship ma na g e me nt a nd syste m inte g ra tio n  I

de ntify a nd le ve ra g e c urre nt a nd e me rg ing te c hno lo g ie s

 De live r se rvic e s in e ffic ie nt c o st-e ffe c tive wa y

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Pro mo te Se c urity a nd Busine ss Co ntinuity

 Pro vide c a pa b ility fo r te c hnic a l syste ms suppo rting

c ritic a l UW a dministra tive func tio ns tha t c a n b e re c o ve re d a nd re sume d

 Ge o g ra phic re dunda nc y: Spo ka ne da ta c e nte r, Azure

 Pro mo te a unive rsity-wide c ulture o f se c urity a nd priva c y

 Ca mpus e duc a tio n initia tive s

 I

mpro ve c o ntra c ting a nd te c hno lo g y a ppro a c he s

 Risk tra nsfe r, inc ide nt de te c tio n

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De live r E ffe c tive Se rvic e s With Co st T ra nspa re nc y

 L

e ve ra g e b e st pra c tic e s in I T ma na g e me nt

 Pro vide a c c ura te c o st da ta fo r se rvic e s a nd c o mpe titive

so urc ing so lutio ns

 L

e ve ra g e c lo ud a nd e vo lving ne w pla tfo rms to mo re q uic kly de plo y se rvic e s

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F uture s Ma rke t Que stio ns

 No lo ng e r c a re a b o ut:

 Whe the r the y ha ve a de sk pho ne  Whe the r the y ha ve a de skto p c o mpute r  Whe the r the UW pro vide s the ir de vic e s  Whic h Ope ra ting Syste m the y a re using

 Be a b le to :

 Use a ny o f o ur c o re a pplic a tio ns fro m a ny de vic e with a

mo de rn b ro wse r

 E

a sily sc he dule me e ting s a mo ng multiple c a le nda r pla tfo rms

 Use UW-IT

re so urc e s with a ppro pria te c o mplia nc e a ppro va ls, e .g . HIPAA

 Will the se numb e rs b e hig he r o r lo we r in 2020?

 T

  • ta l IT

spe nd fo r the UW

 % o f UW-IT

b udg e t fro m c o re Pro vo st funding

 % o f UW-IT

b udg e t fro m se lf-susta ining se rvic e s

What ye ar will 80% o f UW fac ulty and staff…

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Asse ssme nt a nd Outc o me s

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T e c hno lo g y Busine ss Ma na g e me nt Custo me r Sa tisfa c tio n Go ve rna nc e & De c isio n Ma king E ng a g e me nt

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T e c hno lo g y Busine ss Ma na g e me nt

 Be st pra c tic e s in:

 I

T se rvic e ma na g e me nt thro ug h sta nda rdize d to o ls, pro c e sse s, a nd he lp de sks

 T

e c hno lo g y c o st ma na g e me nt me tric s a nd da shb o a rds

 Stra te g ic so urc ing a nd ve ndo r ma na g e me nt

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Custo me r Sa tisfa c tio n

 Custo me r surve ys  T

e a c hing a nd le a rning surve ys

 Re a l-time , e mb e dde d fe e db a c k o n se rvic e s

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Go ve rna nc e & De c isio n Ma king

 We ll-de fine d g o ve rna nc e pro c e sse s  Custo me r-fo c use d, tra nspa re nt  Prio ritiza tio n o n ho w we use re so urc e s

44

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E ng a g e me nt

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 Administra to rs a nd Co mputing Dire c to rs  F

a c ulty/ Re se a rc he rs

 L

e a rning te c hno lo g y a sse ssme nts

 Sha re d se rvic e de plo yme nts

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De c isio n Ma king F ra me wo rk fo r Administra tive Applic a tio ns

46

 I

nno va te , c re a te

 Strive to b e b e tte r tha n

yo ur c o mpe titio n

 E

na b le stra te g y

 Simplify, sta nda rdize  Ado pt b e st pra c tic e s  Ac hie ve o pe ra tio na l

e xc e lle nc e

Pa rtne r Diffe re ntia ting Who Ca re s Pa rity

L

  • w

Hig h L

  • w

Hig h

MI SSI ON CRI T I CAL MARK E T DI F F E RE NT I AT I ON

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T ime line fo r Administra tive Applic a tio n Assumptio ns - DRAF T

 One ma jo r syste m a t a time  I

nc re me nta l inno va tio n a re a prio rity, e spe c ia lly in stude nt fa c ing syste ms

 I

nve stme nts in b usine ss pro c e ss re de sig n will le a d to b e tte r o utc o me s

 Mo me ntum a nd e xpe rtise

fro m syste m re pla c e me nts sho uld b e le ve ra g e d

 Be tte r info rma tio n no w fo r

de c isio n ma king is c ritic a l

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Administrative Systems Replacement - DRAFT

FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20

Significant implementation effort Incremental modernization

(Ongoing maintenance and production support not represented)

HR/Payroll

  • Business process redesign
  • Replace legacy systems
  • Additional functionality

Finance

  • Procure to Pay
  • HR/P - finance intersections
  • Options analysis
  • Business process redesign
  • Replace legacy systems
  • Additional functionality

Student

  • MyPlan / Student self svc
  • Curriculum Management
  • Scoping & tech feasibility
  • Business process redesign
  • Student - finance intersections
  • Replace legacy systems

Enterprise Info Mgmt

  • EDMS proof of concept
  • Enterprise integration
  • EDW / BI build-out

Nov 2013

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I T I nve stme nt Bo a rd T ime line

Aut 2013 Wtr 2014 Spr 2014 Sum 2014 Aut 2014 Wtr 2015 Spr 2015 Sum 2015 Aut 2015 Wtr 2016 Spr 2016

Pro vo st Bud g e t Pro po sa l Due Pro vo st Bud g e t Pro po sa l Due Pro vo st Bud g e t Pro po sa l Due ST F F und ing ST F F und ing ST F F und ing ST F Pro po sa l Due ST F Pro po sa l Due ST F Pro po sa l Due Pro vo st F und ing Pro vo st F und ing

 Po rtfo lio Re vie w Bo a rd (b i-we e kly) – Ma na g e d re so urc e s, a ssure pro je c ts

a re o n tra c k

 IT

Se rvic e Ma na g e me nt Bo a rd (mo nthly) – Ma ke re c o mme nda tio ns fo r se rvic e impro ve me nts a nd disc o ntinua tio n o f se rvic e

 IT

Se rvic e Inve stme nt Bo a rd (SIB) (mo nthly) – Pro je c t prio ritie s, b udg e t re q ue sts, T RF

 IT

Stra te g y Bo a rd (3 time s pe r ye a r)– Po lic y, stra te g y, ma jo r IT inve stme nt, re vie w

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T RF Appro ve d T RF Appro ve d T RF Appro ve d Imple me nt T RF Imple me nt T RF Imple me nt T RF SIB Po rtfo lio Prio ritiza tio n SIB Po rtfo lio Prio ritiza tio n SIB Po rtfo lio Prio ritiza tio n

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IT Service Investment Board Update

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UW-IT Portfolio Ranking Process Outcomes

  • Use ranking process priorities to guide UW-IT

project resource allocations when conflicts arise

  • Hold next phase of eFECS project*

‒ Scope a more limited project to deliver functionality not provided by future replacement systems

  • Hold next phase of MyFD project*
  • Seek funding for top two SIB priorities: 40G

Network and Undergraduate Modernization

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*Projects have maintenance-level funding

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Technology Recharge Fee Annual Review

  • Successful audit of the TRF rate process by UW Internal

Audit in Spring 2013

  • Annual review underway by the Service Investment

Board & Technology Recharge Fee Advisory Committee

—Maintain same cost allocation methodology and basic bundle of services for FY 2014 and FY 2015 as approved in last year’s review —Review total cost of services and funding sources for FY 2015 —Recommendation due to the Service Investment Board on November 12

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IT Project Portfolio Oversight

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Appendix

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Teaching & Learning Extra Slides

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SLIDE 56

Satisfaction with Canvas

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16% 9% 58% 53% 18% 27% 6% 10% 1% 2% 0% 20% 40% 60% 80% 100%

Students Faculty

Extremely Satisfied Satisfied Neutral Dissatisfied Extremely Dissatisfied

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SLIDE 57

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MyPlan Developments

  • Intelligence: student profiles and

personalization.

  • Program exploration: admission, progress,

and completion requirements.

  • Student success and retention: alerts and

notifications.

  • Analytics: advising dashboard, demand

analysis.

  • Outreach: Gates Foundation grant to support

academic planning for CTC students.

58

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SLIDE 59

Curriculum Management Value Statement

STUDENTS ADMINISTRATORS

Structured data for Academic Planning Efficient, online review and approval process

DEANS

Structured data for analytics and reporting

59

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IT Governance Structure

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SLIDE 61

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IT Strategy Board

Kelli Trosvig

UW Information Technology

Chair Thomas Baillie

School of Pharmacy

Gerald Baldasty

Academic and Student Affairs

Thomas Daniel

Biology

James Fine

UW Medicine

Paul Jenny

Office of Planning & Budgeting

Edward Lazowska

Computer Science & Engineering

Mary Lidstrom

Office of Research

John Slattery

School of Medicine

Kellye Testy

School of Law

V’Ella Warren

Finance & Facilities

IT Service Investment

Board

Kellye Testy

School of Law

Chair David Anderson

Health Sciences Administration

Susan Camber

Financial Management

Walt Dryfoos

University Advancement

Joe Giffels

Office of Research

Jim Gregory

College of Arts & Sciences - History

Vikram Jandhyala

College of Engineering

Mary Fran Joseph

UW School of Medicine

Stephen Majeski

College of Arts & Sciences

Harlan Patterson

UW Tacoma

Gary Quarfoth

Office of Planning & Budgeting

Liz Shirley

UW Medicine

Kelli Trosvig

UW Information Technology

Bill Ferris, Ex-officio

UW Information Technology

Tom Sparks, Ex-officio

College of Engineering

TRF Advisory Committee

Bill Ferris

UW Information Technology

Co-Chair Tom Sparks

College of Engineering

Co-Chair Cristi Chapman

Management Accounting & Analysis

Amy Floit

Office of Planning & Budgeting

Jonathan Franklin

School of Law

David Green

School of Medicine

Paul Ishizuka

UW Medicine

Linda Rose Nelson

College of Arts & Sciences

Paul Henderson, Ex-officio

UW Medicine IT Services

IT Service Management

Board

Scott Barker

Information School

Chair Mark Baratta

College of Built Environments

Kate Bouchard

Foster School of Business

Cynthia Caci

College of Arts & Sciences

John Drew

The Graduate School

Jean Garber

School of Dentistry

Brad Greer

UW Information Technology

Erik Lundberg

UW Information Technology

Gary Pedersen

Chemistry

Barb Prentiss

School of Medicine

Roland Rivera

UW Information Technology

Bill Shirey

UW Information Technology

Tom Sparks

College of Engineering

Betsy Tippens

UW Bothell

Karalee Woody

UW Information Technology

Mary Mulvihill, Ex-officio

UW Information Technology

IT Governance Membership

Updated 10.24.2013

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