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3 Paradoxes of Educational IT Support

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3 Paradoxes of Educational IT Support

  1. 1. <ul><li>3 Paradoxes of Educational IT Support </li></ul>A Kaseya12 Series
  2. 2. OUR SPEAKERS <ul><li>Javier Esteve IT Service Management Expert Kaseya </li></ul><ul><li>Anthony Juliano CTO & General Partner Landmark Ventures </li></ul>
  3. 3. Agenda <ul><li>The Environment in Education </li></ul><ul><li>Paradoxes & Best Practices </li></ul><ul><ul><li>Lights on mentality vs. strategic influence </li></ul></ul><ul><ul><li>User protection vs. user freedom </li></ul></ul><ul><ul><li>Drive for new machines vs. budget cuts </li></ul></ul>
  4. 4. The education situation
  5. 5. Education is a uniquely constrained environment <ul><li>No extra budget </li></ul><ul><li>Various levels of end-users </li></ul><ul><li>Complex deployments </li></ul><ul><li>Aging hardware </li></ul><ul><li>Political complexities </li></ul><ul><li>Multiple stakeholders </li></ul><ul><li>Putting kids in the mix = higher stakes </li></ul>
  6. 6. <ul><li>% of schools that report these stakeholders have a “high influence” over technology decisions </li></ul>Schools have multiple technology stakeholders (and you can’t please everyone) Source: CoSN Grunwald Survey, 2004. Stakeholders
  7. 7. Schools have overburdened, underfunded IT staff <ul><li>49% of school leaders report cutting staff in response to declining technology budgets </li></ul>Source: CoSN Grunwald Survey, 2004.
  8. 8. <ul><li>Lack of IT visibility </li></ul><ul><li>Need better IT security </li></ul><ul><li>Need better IT compliance process/policy </li></ul><ul><li>Need to reduce IT management costs </li></ul><ul><li>How to deliver better IT services </li></ul><ul><li>How to retain key IT staff </li></ul>You still have to deal with the IT issues of ANY distributed organization
  9. 9. Paradoxes
  10. 10. 3 paradoxes of educational IT 3 2 1 Grants for New Machines vs. Operational Budget Cuts Enabling Student Learning vs. Protecting Vulnerable Users Lights-On Mentality vs. Strategic Influence
  11. 11. Being a utility vs. being strategic
  12. 12. Technology is non-essential? <ul><li>[M]ore than a third of the school leaders surveyed from large districts (37%) report problems with district leadership viewing technology as an add-on rather than as essential to instruction . Nearly half of these school leaders from large districts (45%) also say a lack of technology understanding on the part of other district leaders they deal with poses a significant challenge. </li></ul>Source: CoSN Grunwald Survey, 2004.
  13. 13. Technology is only important when it’s broken <ul><li>You only call the plumber when the water doesn’t work </li></ul><ul><li>If you’re a utility, you’re a cost center – you have no strategic influence, you just keep the lights on </li></ul>
  14. 14. CIOs know – technology is transformative
  15. 15. First step to strategic influence is a good baseline of operations <ul><li>Happy users </li></ul><ul><li>Happy staff </li></ul><ul><li>Happy stakeholders </li></ul><ul><li>Prepared for emergencies </li></ul><ul><li>Visions for the future </li></ul>Necessary, but not sufficient <ul><li>Show good support </li></ul><ul><li>Avoid user pain </li></ul><ul><li>Stay on budget </li></ul>
  16. 16. The recipe for good IT <ul><li>Quality of support </li></ul>Cost of deployment
  17. 17. Strike a balance: tools & best practices are the heart of IT <ul><li>Need to increase support without incurring high costs </li></ul><ul><li>Need to decrease the burden of interactions without sacrificing quality </li></ul><ul><li>Need to help establish economies of scale </li></ul><ul><li>Need to move work from human hands into automated processes </li></ul><ul><li>Need to provide data for assessment and further strategic decisions </li></ul>
  18. 18. Best practices: <ul><li>“ Schools are at the tip of the iceberg in using data to drive decision-making.” – CoSN Recommendations </li></ul><ul><li>Use automation to free up resources </li></ul><ul><li>Gain & leverage data </li></ul><ul><li>Take a page from enterprise CIO/CTOs </li></ul><ul><li>Challenge the notion that schools don’t need CTOs. </li></ul><ul><li>Be vocal. Have a mission. </li></ul><ul><li>Explore data-driven decision making. </li></ul><ul><li>Identify costs and future opportunities. </li></ul>
  19. 19. Protecting users vs. facilitating learning
  20. 20. Tech = smarter students <ul><li>68% of teachers: “Technology motivates students” </li></ul><ul><li>51% of teachers: “Technology levels the playing field” </li></ul>Tech = danger “ How can we best assure that students will not be affected by pornography, hate sites, sexual or physical harassment, and other pernicious sites and situations that exist on the Internet?” Source: 1. CoSN Grunwald Survey, 2004. 2. Participatory Learning Leadership & Policy, “Acceptable Use Policies in Web 2.0 & Mobile Era.” 2010. XXX @*&!! OMGWTF pr0n
  21. 21. Total control = stifled learning Source: Cyber Security For the Digital Age, “Why Is K-12 Different?” UnderstandingtheIssues/WhyisK12Different/tabid/5261/Default.aspx
  22. 22. It’s more complicated every day <ul><li>“ The increasing use of peer-to-peer data sharing, the push for application interactions, and the demand for equipment plug-and-play compatibility all make technology more transparent, and all blur the boundaries making it ever harder to know who to keep away from what – and how to do it.” </li></ul>Source: Cyber Security For the Digital Age, “Why Is K-12 Different?” UnderstandingtheIssues/WhyisK12Different/tabid/5261/Default.aspx
  23. 23. Protection = increased costs <ul><li>Badness of Internet </li></ul>Cost of protection
  24. 24. How do you find time and money to deploy the established solutions? <ul><li>“ The Gartner Inc. market research group points out that at least through 2005, 90% of computer attacks will use known security flaws for which a solution is available but not installed or implemented. The profound implication is that security is more a result of high quality day-to-day operations than a one-time burst of heroics.” </li></ul>Source: Cyber Security For the Digital Age, “Why Is K-12 Different?” UnderstandingtheIssues/WhyisK12Different/tabid/5261/Default.aspx
  25. 25. Best practices: <ul><li>“ An appropriate approach to security will combine technology, policy, and people-oriented activity.” – Cyber Security Recommendations </li></ul><ul><li>Control machines in smart groups </li></ul><ul><li>Quickly remediate problems </li></ul><ul><li>Invest in people </li></ul><ul><li>A 1 st grader needs protection that an 8 th grader doesn’t. </li></ul><ul><li>Different schools require different assets. </li></ul><ul><li>Fix it when it breaks, or better yet - before. </li></ul><ul><li>Have the machine fix it automatically. </li></ul>
  26. 26. Drive for new machines vs. operational budget cuts
  27. 27. Technology is leading the way <ul><li>“ [A]ll families, regardless of financial circumstances, need access to information, technology, and training to enhance learning in school, home and the community.” </li></ul><ul><ul><ul><ul><li>Mission of the Buddy Project </li></ul></ul></ul></ul>Source: Dave Keefe and Andy Zucker. “Ubiquitous Computing Projects: A Brief History.”
  28. 28. But we all know it doesn’t end with the asset... <ul><li>“ [A]s with school buildings, taxpayers assume that once they’ve bought the asset...then the big expense is done.” </li></ul>Source: Cyber Security For the Digital Age, “Why Is K-12 Different?” UnderstandingtheIssues/WhyisK12Different/tabid/5261/Default.aspx
  29. 29. Budget Problems: What to cut? <ul><li>“ Cumulatively, technology budgets have been stuck in neutral for the last three years, with school leaders in more than six in 10 districts (62 percent) reporting that their technology budgets have remained unchanged or decreased.” </li></ul>Source: CoSN Grunwald Survey, 2004.
  30. 30. IT can’t stand still <ul><li>In sailing, to not move forward is to move backward. </li></ul>
  31. 31. Best practices: <ul><li>Reduce TCO </li></ul><ul><li>Increase ROI </li></ul><ul><li>Increase machine:staff ratio </li></ul><ul><li>Technical support, maintenance & upgrading </li></ul><ul><li>Making machines last longer </li></ul>“ [T]he vast majority of school districts do not make any kind of return-on-investment (ROI) calculations to evaluate the effectiveness of technology purchases.” – Digital Leadership Divide <ul><li>Giving staff tools to handle more for less </li></ul><ul><li>Staff training </li></ul><ul><li>Remote access </li></ul><ul><li>Centralized management </li></ul>
  32. 32. Overall: Strategy + Control + Infrastructure <ul><li>Strategy </li></ul><ul><li>Establish a baseline of operations </li></ul><ul><li>Collect and leverage data </li></ul><ul><li>Use automation </li></ul><ul><li>Control </li></ul><ul><ul><li>Quickly remediate problems </li></ul></ul><ul><ul><li>Create intelligent groups </li></ul></ul><ul><ul><li>Invest in people </li></ul></ul><ul><li>Infrastructure </li></ul><ul><li>Increase ROI </li></ul><ul><li>Reduce TCO </li></ul><ul><li>Improve machine:staff ratio </li></ul>
  33. 33. A solution: Kaseya
  34. 34. 1,000+ US School Customers 10,000+ Customers Worldwide Universities and K-12 Schools
  35. 35. Central Standardization and Automation of IT Services PC Remote Control/Remote Support Patch Management Computer Audit and Discovery Remote Desktop Management LAN and Systems Monitoring Service Desk and Trouble Ticketing Software Deployment & Systems Management Backup and Disaster Recovery Network Policy Management Security, Vulnerability Assessment Cross Platform Support Machine &quot;Personality“ Management Power Management (User State)
  36. 36. What’s Kaseya? <ul><li>Coordinated management distribution technology </li></ul><ul><li>Kaseya is an IT Service & Support Automation Framework </li></ul><ul><ul><li>Proactive - call end-users when or before problems happen, instead of vice-versa </li></ul></ul><ul><li>Let the Machines Heal Themselves </li></ul><ul><ul><li>Automate 80% of typical support requests </li></ul></ul><ul><ul><li>If machines break, they fix themselves </li></ul></ul>
  37. 37. Support + Interaction + Cost <ul><li>80% of your help desk tickets disappear. </li></ul><ul><li>Put the burden back on the machine </li></ul><ul><li>Enable a cost-effective version of the 1 to 1 ratio </li></ul><ul><li>Control machines directly </li></ul><ul><li>No sacrificing user happiness. </li></ul><ul><li>It’s all about integration & automation. </li></ul>
  38. 38. Transforming Utility into Strategy <ul><li>Technology that Supports Governance –i.e. strategic objectives </li></ul><ul><li>Enabling </li></ul><ul><li>Transitional </li></ul><ul><li>Finding Harmony Between Productivity and Process </li></ul>
  39. 39. Both an Enabler & a Securer <ul><li>The balance between departmental autonomy and the predictability of standardization </li></ul><ul><li>Creativity vs Control </li></ul><ul><li>Flexibility vs Security </li></ul>
  40. 40. Acquiring & Managing the TCO for New Technology <ul><li>Technologies Create Their Own Demand </li></ul><ul><li>Increase in Demand is not matched by Increase in Resources </li></ul><ul><li>Reduce controllable demand </li></ul><ul><li>Manufacturer Resources: Use Technology to Control Technology </li></ul>
  41. 41. For More Information <ul><li>Javier Esteve [email_address] </li></ul><ul><li>Anthony Juliano [email_address] </li></ul><ul><li>Kaseya </li></ul>
  42. 42. <ul><li>Thank you! </li></ul>