IT STRATEGY BOARD May 13, 2016 AGENDA > Call to Order > - - PowerPoint PPT Presentation
IT STRATEGY BOARD May 13, 2016 AGENDA > Call to Order > Research Computing Network 20/20 Vision Update Cloud Consulting Identity and Tier > Major Projects Review HR/Payroll Modernization Update UW Medicine EPIC
—HR/Payroll Modernization Update —UW Medicine EPIC Migration Project
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Kelli Trosvig Vice President, UW-IT and Chief Information Officer
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David Morton Director, NDT Mobile Communications, UW-IT
˃ Technology BIG leaps and small steps — Gigabit Passive Optical Network (GPON) — Fiber to the desk — Wi-Fi everywhere — Wi-Fionly — Cellular/Wi-Ficonvergence — Routingcenter consolidation — Micro-power savings – devices sleep between packets ˃ Infrastructure and Standards — Cabling Cat6a — Number of cables pulled — Optimize comm closet size — Emergency power options — Outdoor hybrid fiber/power cable
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˃ Consulted During Evaluation Phase — Housing & Food Services — Capital Planning and Development — UW Bothell — Computer Science & Engineering — UW Medical Center — WSU, Penn State, Princeton, Ohio State, WWU, Texas A&M, others
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˃ Next Steps — Complete Draft Findings presentation — Present to campus partners and solicit feedback > CPD, UWMed, HFS, CSE, ARTSI, UWB, UWT > Other recommended partnerships/groups? — Adjust based on feedback — Complete draft report/updated presentation — Report findings here in fall
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Rob Fatland Director of Cloud and Data Solutions, UW-IT
—Perfunctory work, exploratory work, iteration
—Lemma 1: Time cost/benefit and adoption barriers —Lemma 2: What about what we don’t know about?
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Eichler Lab
Genetic Architecture of Autism
Baker Lab
Peptide-based Therapeutics
A A
x 25 = 1 Peptide protein Noble Lab
Genome-wide Association Studies
Cells (100) Proteins (200) $20k, 4 days (not 32 days) __________ 500 to 5000 etc. Left-handed complements…
Three Examples from Today
Cloud is an element of research computing. Early adopters provide start- up effort; and they cut their costs and get the time back on their wall
Cloud is part of the direction of research computing. Therefore we want to harmonize what we do ‘cloud’ with the rest of research computing. > Jupyter notebooks > API access to data > databases not spreadsheets > Frameworks not scratch software Hence: Consulting is the central idea for propelling UW research computing forward.
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> Three pennies gets you… (1 Hr / 1 GB-month) > Code “0—2%” (just the good bits) > Tim: Acceleration ‘89 to 1’ > Gaurav: Right-handed scaffolding > Tychele: Future impossible
today 5 years 10 years
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1. Institutionalize scientific consulting at UW
– ROI: ‘reverse consult’ story harvest > metrics
2. UW IT return to supporting research, starting with ‘cloud-capable’
– Double the staff of UW IT cloud computing for research
3. Democratize cloud access across the student population 4. Cloud adoption incentive programs:
– Hardware retirement for reciprocal cloud credit in lieu of ‘buy more servers’ – Proposal support, moderation of cloud research credit programs from vendors
5. Socialize cloud awareness
– Deans conduct a ‘survey & exhort’ campaign – From each school or department: Cloud standard bearers – Existence-of and Practical training – Support cycle of participatory events: Cloud COP, hackathons, courses, incubators, …
6. IOT Grand Challenge 7. Implement Student-to-Research labor exchange with cloud certification 8. Growth model: UW campuses, medical; and partner universities
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Bill Howe Associate Director, eScience Institute Rob Fatland Director of Cloud and Data Solutions, UW-IT
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“All across our campus, the process of discovery will increasingly rely on researchers’ ability to extract knowledge from vast amounts of data… In order to remain at the forefront, UW must be a leader in advancing these techniques and technologies, and in making [them] accessible to researchers in the broadest imaginable range
In other words:
> Data-intensive science will be ubiquitous > It’s about intellectual infrastructure and software infrastructure, not
http://escience.washington.edu
[src: Carol Goble] PDB GenBank UniProt Pfam Spreadsheets, Notebooks Local, Lost CATH, SCOP (Protein Structure Classification) ChemSpider
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src: Conversations with Research Leaders (2008) src: Faculty Technology Survey (2011) 5% 6% 12% 27% 41% 66% 87%
0% 20% 40% 60% 80% 100%
Other Department-managed data center External (non-UW) data center Server managed by research group Department-managed server External device (hard drive, thumb drive) My computer Lewis et al 2011
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Wright 2013
z Technical staff
David Beck Jeff Gardner Bill Howe Erik Lundberg Chance Reschke
~2 FTE
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~8.5 FTE
Dave Beck Director of Research, Life Sciences Ph.D. Medicinal Chemistry, Biomolecular Structure & Design Jake VanderPlas Director of Research, Physical Sciences Ph.D., Astronomy Valentina Staneva Data Scientist Ph.D., Applied Mathematics and Statistics Ariel Rokem Data Scientist Ph.D., Neuroscience Andrew Gartland Research Scientist Ph.D., Biostatistics Bryna Hazelton Research Scientist Ph.D., Physics Bernease Herman Data Scientist BS, Stats was SE at Amazon Vaughn Iverson Research Scientist Ph.D., Oceanography Rob Fatland Director of Cloud and Data Solutions Senior Data Science Fellow PhD Geophysics Joe Hellerstein Senior Data Science Fellow IBM Research, Microsoft Research, Google (ret.)
Data Scientists (fully supported) Research Scientists (partial support) Research Faculty Research IT
Brittany Fiore-Gartland Ethnographer Ph.D Communication
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Duration of Engagement # of engagements go to them come to us
2015-present 50+ annually
2011-present 25-30 annually
2014-present 1-2 annually
2010-present 0-2 annually
2010-present 0-2 annually per FTE:
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Duration of Engagement # of engagements
2015-present go to them come to us
2014-present
2010-present
2010-present
2011-present
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Duration of Engagement # of engagements
2010-present
2010-present
2015-present go to them come to us
2011-present
2014-present
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5/9/2016 Bill Howe, UW 28
Data Science Kickoff Session: 137 posters from 30+ departments and units
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Duration of Engagement # of engagements
2010-present
2010-present
2014-present
2011-present
2015-present go to them come to us
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> Quarter-long, in-Studio projects, engagement two days per week
— 4-6 concurrent teams: Network effects among cohort beyond 1:1 interactions — Each team is ~50% project lead + ~50% eScience FTE — Structured, time-bounded engagement ensures progress (and an exit strategy) — Feels like a course: “I have incubator today, so I can’t go do XXX”
> Two-page proposals describing a shovel-ready problem, the science, and how a solution can generalize to other groups > Participation from faculty, grad students, masters students, and staff
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http://escience.washington.edu/get-involved/incubator-programs/
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Assessing Community Well-Being
Third-Place Technologies
Optimization of King County Metro Paratransit
Computer Science & Engineering
Predictors of Permanent Housing for Homeless Families
Bill and Melinda Gates Foundation
Open Sidewalk Graph for Accessible Trip Planning
Electrical Engineering
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Duration of Engagement # of engagements
2010-present
2010-present
2014-present
2011-present go to them come to us
2015-present
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Duration of Engagement # of engagements go to them come to us
2015-present 50+ annually
2011-present 25-30 annually
2014-present 1-2 annually
2010-present 0-2 annually
2010-present 0-2 annually per FTE:
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—Science background is important —Autonomy is important
—Physical shared studio space is important —Continuous program evaluation is important —Diversity in the “menu” is important —Pipelines are important —The focus must be the research
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Nathan Dors Assistant Director, Identity and Access Management, Computing Infrastructure, UW-IT
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(Charles Feltman)
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Kelli Trosvig Vice President, UW-IT and Chief Information Officer
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Aubrey Fulmer Executive Program Director HR/P Modernization Program
> Lack of a cohesive design and key foundational strategies > Incomplete or missing documentation of future state design > End-to-End testing identified gaps and sections of the design that did not fit together
Progress: “Capsule” work produced key concepts and a number of future state process designs; “Mission Control” produced early strategies Progress: All key concepts and early strategies documented; future state business process design work has begun (10 of 50 complete) Progress: First cycle of parallel payroll testing completed successfully; Design Integrity Validation (DIVe) sessions planned for July-August; completed Foundations.
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> Lacked future state operating model that would support the new integrated system and associated processes > Could not complete Integrated Change Management activities across campus due to design issues > Challenges with labor relations that were putting the program at risk
Progress: The program works closely with the labor relations team, which has updated Collective Bargaining Units on the program and will continue to do so; outside counsel has been engaged on labor relations issues. Progress: Initial detailed design for Integrated Service Center completed and approved by Executive Sponsors and business owners Progress: Integrated Change Management designed and executed “Foundations,” an intensive week-long orientation to new key concepts and strategies for 130 staff, business owners and stakeholders; Campus Foundations planned for summer. Supervisory Org labs also began this week.
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Prep Foundations Campus Engagement Design Integrity Validation (DIVe) Business Owner Validation
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What the ISC isn’t: > Nice to have/optional > A traditional “shared services” center designed to reduce costs and eliminate positions > Not a centralization of HR work from campus departments
What the ISC is: > Required for this to be successful > Designed to cushion the impact of modernization, new systems and processes, not a cost cutting effort > A centralization of high-exposure transactional services from central business units, not departments > A single point of service for the campus community > An integration of process, policy and technology expertise to support business processes in a post-Workday world
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ONGOING REGRESSION TESTING USER ACC CCEPTANCE TESTING DEPLOY / GO-LIVE PAYROLL PARALLEL TESTING CYCLES BUILDING A COHESIVE DESIGN GO GO-LIVE ASSESSMENTS STABILIZATION INTEGRATED CHANGE MA MANAGEMENT STEPS 2-6 DEP DEPLOY OY BUILD DES DESIGN
INTEGRATED SERV ERVICE CENTER CAMPUS FOU OUNDATION ONS
APR MAY JUNE JULY AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUNE JULY AUG SEPT
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James Fine Chief Information Officer, UW Medicine
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Kelli Trosvig Vice President, UW-IT and Chief Information Officer
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