Este documento presenta los resultados de una encuesta trimestral a 19 líderes de TI en educación superior sobre los problemas más grandes que enfrentan sus instituciones. Los temas principales incluyen la gobernabilidad de TI, la computación de investigación, el apoyo a la misión de investigación, la transformación digital, el financiamiento estratégico de TI y el uso de analíticos. El documento también explora cómo TI puede integrarse mejor en la toma de decisiones institucionales para mejorar la eficiencia operacional.
Gobernabilidad de TI en instituciones de educación superior
1.
2.
3. METODOLOGÍA
Un panel representativo de 19 investigadores que
son lideres de TI en educación superior se juntan
trimestralmente
La pregunta:
“Cuál es el problema más grande de TI que su
institución esta enfrentando actualmente?”
4.
5.
6. LA GOBERNABILIDAD DE TI:
LO QUE SABEMOS
A quién los ejecutivos de TI reportan
El Director de
mayor
jerarquía, 20% Director de
finanzas de
mayor
jerarquía, 13%
El Presidente/El
Rector, 34%
Otro, 6%
Director de
administración
de mayor
jerarquía, 27%
7. LA GOBERNABILIDAD DE TI:
LO QUE SABEMOS
BA pub Associates MA pub MA priv
11%
15%
88% 86% 8% 18%
10%
10%
6% 75% 71%
2%
TI esta incorporado
BA priv DR pub DR priv
en el plan
estratégico de la
20%
31% institución
24%
Un plan estratégico
de TI pero no está
14%
11% 15% en el plan de la
66% 65% institución
54% Tampoco TI ni plan
estratégico de la
institución
8. ESTABLECER E IMPLEMENTAR
GOBERNABILIDAD DE TI EN LA INSTITUCIÓN
“Cuando una estructura
Las preguntas estratégicas que TI y proceso—un
framework—esta
pregunta establecido, la institución
¿Son las principios y la estructura de la se puede enfocar en la
calidad de las decisiones
gobernabilidad de TI comprendidas de este framework. Un
extensamente? framework bueno
resultará en decisiones
¿Es la gobernabilidad de TI efectiva? que son muy bien
¿Cuál es la esfera de influencia? comprendidas y
aceptadas extensamente.”
¿Cómo se adapta la estructura de la — Ejecutivo de información y
gobernabilidad? Vicepresidente de computación
9.
10.
11. COMPUTACIÓN DE INVESTIGACIÓN: LO
QUE SABEMOS
All US colleges and universities
60%
13% 11% 9%
40% 10% 13%
10%
20% 37% 37% 36% 35% 32% 29% Effective
0% Somewhat
-16% -12% -13% -17% -15% effective
-22%
No strategy
-20%
-35% -40% -42% Ineffective
-38% -40%
-40% -39%
-60%
Central IT Collaborative Data Planning Central IT Funding
support /team-based management staffing model
science
approach
12. COMPUTACIÓN DE INVESTIGACIÓN: LO
QUE SABEMOS
Public doctoral universities
80%
60% 23%
18% 16% 16% 21% 17%
40%
Effective
20% 42% 45% 43% 43% 40% 38%
Somewhat
0% effective
-12% -16% -16% No strategy
-23% -24% -28%
-20% -20%
-25% -24% Ineffective
-17% -18%
-40% -17%
-60%
Central IT Collaborative Data Planning Central IT Funding
support /team-based management staffing model
science
approach
13. COMPUTACIÓN DE INVESTIGACIÓN: LO
QUE SABEMOS
Private doctoral universities
80%
60% 25% 18% 20%
25% 10%
12%
40%
Effective
45% 47% 46% 44%
20% 42% 39%
Somewhat
0% effective
-13% -12% -17% -15% -17% No strategy
-21%
-20% -18% -24% -20% -19% Ineffective
-29% -26%
-40%
-60%
Central IT Collaborative Data Planning Central IT Funding
support /team-based management staffing model
science
approach
14. COMPUTACIÓN DE INVESTIGACIÓN: LO
QUE SABEMOS
All US colleges and universities
100%
90%
80%
70%
60%
50%
40%
30%
N/A
20%
10% Primarily outsourced
0% Primarily other/sys
Shared
Primarily central IT
15. COMPUTACIÓN DE INVESTIGACIÓN: LO
QUE SABEMOS
Public doctoral universities
100%
90%
80%
70%
60%
50%
40%
30%
N/A
20%
10% Primarily outsourced
0% Primarily other/sys
Shared
Primarily central IT
16. COMPUTACIÓN DE INVESTIGACIÓN: LO
QUE SABEMOS
Private doctoral universities
100%
90%
80%
70%
60%
50%
40%
30%
N/A
20%
10% Primarily outsourced
0% Primarily other/sys
Shared
Primarily central IT
17. APOYAR LA MISIÓN DE INVESTIGACIÓN POR
COMPUTACIÓN DE ALTA PRODUCTIVIDAD,
INFORMACIÓN GRANDE, Y EL ANALISIS DE
DATOS
“Capturar las
Las preguntas estratégicas que TI economías de escala
por colaboración es la
pregunta única manera en la que
¿Cuál es la estrategia para financiar el la tecnología de
información proveerá
programa? la infraestructura
¿Cuál es el equilibrio entre el TI necesaria para
mantenerse competitiva
centralizado y descentralizado?
y apoyar la próxima
¿Cuáles son las implicaciones de generación de
servicio para el TI central? descubrimiento y
innovación.”
¿Cuáles son las oportunidades para —Ejecutivo de información y
Vicedirector Asociado, Tecnología
colaboraciones entre instituciones? de información
18.
19.
20. TRANSFORMAR EL NEGOCIO DE LA
INSTITUCIÓN CON LA TECNOLOGÍA
“El movimiento a
Las preguntas estratégicas que TI contenido digital de
pregunta los cursos esta aquí
tan pronto como la
¿Incluye el plan estratégico de la subida de los
institución objetivos transformativos? aparatos de
consumidores, conte
¿Tiene confianza en TI como compañero nido
de trabajo? interactivo, platafor
mas nuevas de
¿Cómo experimentar sin riesgo excesivo? software, y
¿Tiene las capacidades apropriadas económicos nuevos
allanan el camino.”
establecidas? —Vicepresidente de TI y
Ejecutivo de información
21. TI LLEVARÁ O PERMITIRÁ
TRANSFORMACIÓN?
Llevar Permitir la
la transformación transformación
Responder: Ayuda a Consejero: Defender y
otros departamentos a recomendar las
utilizar tecnologías innovaciones.
maduras. Director: Coordinar y
Navegante: Determinar provocar las actividades
cuales tecnologías serán distribuidas que estan
importantes ocurriendo en otros lugares.
estratégicamente. Polinizador: Animar
Sabio: Investigar y asesorar a la innovación
tecnologías emergentes. distribuida.
22.
23.
24. FINANCIAR TECNOLOGÍA DE LA
INFORMACIÓN ESTRATÉGICAMENTE
Preguntas estratégicas que TI “Podemos hacer [los
pregunta compañeros de
institución]
¿Cómo verificar la eficiencia del uso de
colegas, o podemos
recursos actuales? hacerlos críticas--
colaboradoras o
¿Cómo obtener una vista de gastos por
víctimas .”
la institución entera en TI? —Vicerecto
Asociado, Recursos de
¿Cómo integrar el financiamiento de TI información
en los programas y iniciativas?
25. MODELOS PARA EVALUAR LOS GASTOS
DE TI
Gastos totales de TI
TI Central + TI Distribuida
Gasto/Empleados de jornada completa(estudiantes, facultad,
empleados)
Como un porcentaje del presupuesto de la institución
Gasto/servicio
Gasto/misión (enseñanza, investigación académica,
administración, servicio comunitario)
Proporción del presupuesto de la institución que esta
dedicado a operar contra crecer contra transformar
actividades
28. MUCHO DE LA VARIABILIDAD EN LOS GASTOS
DE TI ES “EXPLICADO” POR EL TAMAÑO DE LA
UNIVERSIDAD
2011 IT funding vs total FTEs Empieza con
aproximadamente
$80
800 empleados de
Millions
jornada completa y
$70
$250,000, los
gastos aumentan
$60
por
aproximadamente
$50
$645 por empleado
Central IT funding
de jornada
$40
completa
$30 AA
Aamean
$20 DR priv
Drprivmean
$10 BA Priv/LA
Bapriv/LA mean
$-
0 5 10 15 20 25 30 35 40 45 50 Este modelo 28
Thousands
explica 74% de
Total FTEs
la variabilidad
29.
30.
31. EL USO DE LOS ANALÍTICOS PARA APOYAR
RESULTADOS CRITÍCALES DE LA
INSTITUCIÓN
Preguntas estratégicas que TI “Hay responsabilidad
para el proceso de
pregunta poner la información y
¿Cuáles son los problemas estratégicos mantenerla
para enfocar con el analisis de datos? precisa, para evitar
hacerse
¿Cuáles son las capacidades incomprendida, cambi
existentes... y los requisitos? ada, o corrupta. Y los
¿Cuál es el papel de la organización de ejecutivos de
información lo
TI?
comprenden.”
¿Apoyará o dificultará la cultura la —Ejecutivo de información y
adopción del analisis de datos? Vicepresidente
32. EL ANALISIS DE DATOS ES UNA PRIORIDAD
MUY IMPORTANTE
N = 339, EDU + AIR
33. SE VE MAS POTENCIAL PARA LAS ÁREAS DE
ESTUDIANTES QUE LOS GASTOS O LA FACULTAD
37. INTEGRAR LA TECNOLOGÍA DE
INFORMACIÓN EN LA TOMA DE DECISIONES
DE LA INSTITUCIÓN
Preguntas estratégicas que TI “Mi sueno es que un
día la palabra
pregunta „tecnología‟ se
¿Se alinean las metas de TI y de la desaparece de la
institución? discusión como esta
representado hoy y, en
¿Cómo fomentan los ejecutivos de cambio, hay una
información las discusiones que son discusión simple sobre
verdaderamente estratégicas? como mandar servicios
que hagan una
¿Tienen los líderes de TI las
diferencia.”
habilidades necesarias? —Director Ejecutivo y Ejecutivo
¿Comprende TI la institución de información
bastante bien?
38. ¿POR DONDE VA EL CAMINO DEL PAPEL
DEL EJECUTIVO DE INFORMACIÓN?
Hoy Mañana
Desafiante y agitado “Transformado”
Multifacético Todavía multifacético
Administrativo Innovador
Enfocado en la Estratégico
tecnología
39.
40.
41. MEJORAR LA EFICAZ OPERACIONAL DE LA
INSTITUCIÓN POR LA TECNOLOGÍA DE
INFORMACIÓN
“Tener éxito requiere
Preguntas estratégicas que TI reconsiderar muchos
pregunta de nuestros procesos
comerciales
¿Cuáles procesos comerciales fundamentales para
beneficiarán lo más? minimizar los gastos
¿Son las colaboraciones de TI por la laborales y aumentar
el acceso oportuno a la
institución bastante fuertes?
información que es
¿Están implementadas las tecnologías esencial para apoyar
de apoyo? las facilidades y
servicios en nuestros
¿Cómo trabajar con la institución para re-
campuses .”
definir los procesos comerciales? —Vicepresidente de la
tecnología de información
42. CONSEJOS PARA TI
Construye aplicaciones para cambiar, mas que
durar
Desarrolla pericia en la administración del
proceso comercial
TI no puede hacerlo solo, requiere una
colaboración fuerte con la institución: Cultura,
organización, gobernabilidad, políticas
43.
44.
45. EL DESARROLLO DE LA ESTRATEGIA EN
NUBE POR LA INSTITUCIÓN ENTERA
Preguntas estratégicas que TI “La conclusión es que
pregunta no tienes una elección;
hágalo, hágalo pronto, y
¿Cómo añadir valor a la computación manténgalo ágil.”
en la nube? —Ejecutivo de información y
Vicepresidente de la computación
¿Cuáles son todas las implicacancias?
¿Cómo asegurar el compromiso?
¿Cuál es el ROI (la rentabilidad sobre
la inversión)?
¿Cómo encontrar el vendedor
apropriado?
46. CONSEJOS PARA LA COMPUTACIÓN EN LA
NUBE
La computación en la nube empieza en la casa
Asegurarse que ha implementado la gobernabilidad de la información:
Políticas, dueños, seguridad, etc.
Identificar los casos del mejor uso para la computación en la nube y
empieza con esos: Triunfos rápidos, información menos sensible, las
oportunidades mejores para la reducciones de costos
Hacerse “virtualized”
Desarrollar las habilidades de sus empleados para mantener las
soluciones de la computación en la nube
Administración de las relaciones
Administración de los vendedores
Administración de los servicios
Empieza con estos conceptos básicos para obtener habilidades,
experiencia, y aceptación cultural. Darle buena posición para soluciones de
computación en la nube en el futuro.
47.
48.
49. APOYAR LAS TENDENCIAS HACIA LA
CONSUMERIZACIÓN DE TI Y “TRAIGA-TU-
PROPIO-APARATO”
“Organizaciones que tienen
Preguntas estratégicas que TI recursos limitados enfrentan
pregunta demandas diferenciadas para
apoyar e integrar las elecciones
¿Cuál es nuestra definición vastas de tecnología que llegan
operacional? al campus, mientras las
¿Cuáles son las implicaciones de la organizaciones más ricas tienen
que justificar y priorizar las
infraestructura?
distribuciones del recursos
¿Debería cambiar la estrategia de según la innovación del usuario.
apoyo de TI? ¡La organización de TI no tiene
más el control, y no está claro
¿Cuáles son las implicaciones de
quien lo tiene!”
seguridad? —Ejecutivo de información
50. CONSEJOS PARA “TRAIGA-TU-PROPIO-
APARATO”
Se preocupa sobre la seguridad de la información, no
del aparato
Sabe que es importante a sus usuarios
Ejemplo: Imprimir desde una tablet (de gráficos)
Apoya la mayor cantidad de aparatos posible
Se hace la tecnología disponible por todos, aun las
personas que no pueden comprarla
“Traiga-tu-propio-aparato” requiere una red robusta,
con y sin cables
Invierte en la capacitación continua para los
empleados de TI
51.
52.
53. ACTUALIZA LAS HABILIDADES DE LOS
PROFESIONALES DE TI Y SUS PAPELES PARA
ACOMODAR LAS TECNOLOGÍAS EMERGENTES
Y MODELOS CAMBIANTES DE TI
Las preguntas estratégicas que “Es obligatorio que [los líderes
de TI] preparen a su empleados
TI pregunta para estes papeles cambiantes.
¿Cuáles destrezas nuevas son Es, sin embargo, tan difícil para
necesarias? hacerlo en una manera „justo-al-
tiempo.‟ Nuestros empleados
¿Necesitamos roles que son técnicos están totalmente
completamente nuevos? comprometidos a sus papeles y
¿Cuál es la estrategia apropiada tal vez no tienen „work-cycles‟
libres para enfocar en las
del desarrollo profesional?
responsabilidades nuevas.”
¿Tienen el tiempo los empleados? —Ejecutivo de información asociado para
operaciones y planear
54. LOS PROBLEMAS MAYORES DE TI EN EDUCACIÓN
SUPERIOR DURANTE 2012
1. Actualizar las habilidades de los 6. El uso de analisis de datos
profesionales de TI y sus papeles para apoyar los resultados
para acomodar las tecnologías critícos de la institución
emergentes y modelos 7. Financiar la tecnología de
cambiantes de TI información
2. Apoyar las tendencias hacia la estratégicamente
consumerización de TI y “traiga- 8. Transformar el negocio de la
tu-propio-aparato” institución con tecnología
3. El desarrollo de la estrategia en 9. Apoyar la mision de
la nube para la institución entera investigación por
4. Mejorar la eficaz operacional de computación de alta
la institución por la tecnología de productividad, información
información grande y analisis de datos.
5. Integrar la tecnología de 10. Establecer e implementar
información en la toma de gobernabilidad de TI en la
decisiones de la institución institución
55. LOS PROBLEMAS SUPERIORES DE TI EN
EDUCACIÓN SUPERIOR: UNA VISTA
INTERACTIVA DE HISTORIA
http://www.educause.edu/educause/visualizations/vis1/index.html
56. ¿PRECURSORES DE 2013?
El mantener de los recursos con
las prioridades
Seleccionar las estrategias apropiadas de
aprovisionamientos y soluciones
E-learning
Apoyar las necesidades móviles de TI de la
institución
Problemas de la fuerza laboral
57. ¿QUÉ PUEDE DEPARAR TI? ¿DE VERDAD?
Almacenamiento personal “The last things we
stopped was a modem
para los estudiantes pool several years ago. Is
Páginas web personales there anything that
people actually stop
Email para los estudiantes doing?”
—CIO
58. OTROS 10 SUPERIORES: DE GARTNER
Las 10 Tendencias Superiores de Tecnologías Estratégicas en 2012
1. Tabletas de gráficos y mas allá
Experiencia
humana
2. Aplicaciones de móviles y interfaces
3. Experiencia contextual y del usuario social
4. La Internet de cosas
del negocio
Experiencia
5. Las tiendas del “apps” y los mercados
6. Analíticos de la próxima generación
7. Información grande
del Dpto. de
8. Computación en-memoria
Experiencia
9. Servicios de energía que son extremadamente bajos
TI
10. Computación en nube
Notas del editor
Change to:LOS PROBLEMAS MAYORES DE IT EN EDUCACIÓN SUPERIOR DURANTE 2012
METHODOLOGYA representative research panel of 19 higher education IT leaders meets quarterly The question:“What is the single-biggest IT-related issue currently facing your institution?”The EDUCAUSE annual publication of top IT issues has long resonated as a yearly snapshot of the most pressing issues for IT leaders in higher education. In 2000, EDUCAUSE changed the method by which the issues were selected and ranked, instituting a member survey. For twelve years, members were asked to select the five most-important IT issues out of a selection of about thirty in each of four areas: (1) issues that are critical for strategic success; (2) issues that are expected to increase in significance; (3) issues that demand the greatest amount of the campus IT leader’s time; and (4) issues that require the largest expenditures of human and fiscal resources.To echo the 2000 article that inaugurated the new survey methodology, this year we “put a new spin on this tradition”—in response to perceptions that the top issues were at risk of becoming a stale recycling of the same fifteen or so issues (many of the thirty choices never made the cut). In 2011, EDUCAUSE appointed a research panel of IT leaders from nineteen representative member institutions to both identify and prioritize the top IT issues facing their institutions. In two focus group sessions in September and October 2011, the panel members were asked the question: “What is the single-biggest IT-related issue currently facing your institution?” In an online survey in December 2011, panel members were asked to select the top IT issues for 2012 from the results of those focus groups and were invited to provide additional suggestions. Finally, the IT Issues Panel met in January 2012 to review the survey results and write-ins before voting on the final set of issues. The EDUCAUSE IT Issues Panel (http://www.educause.edu/ITIssues) includes individuals from EDUCAUSE member institutions to provide quick feedback to EDUCAUSE on current issues, problems, and proposals across higher education information technology. Panel members, who are recruited from a randomly drawn and statistically valid sample to represent the EDUCAUSE membership, serve for one year, with staggered terms. Panel members meet quarterly for 90 minutes via webinar or in person. The meetings, facilitated by EDUCAUSE Vice President Susan Grajek, are designed to stimulate an ongoing dialogue to flesh out and refine an array of open-ended technology questions about the IT organization, the institution, and cross-institution boundaries. The members discuss, refine, and vote on the most relevant underlying issues or options. Grajek explains: “There is a richness behind the process that is a little different from giving people a list of topics to vote on. We introduce open-ended questions and let the members bat ideas back and forth. Sometimes there is debate, and then it transitions to refining and defining the issue and what it really means. As facilitators, we summarize what we heard and reflect it back to the panel members. We often get it right, but sometimes we don’t: panel members correct us until we arrive at a final list of issues for the panel to vote on. Our process enables the panel to move from a very open-ended question to a set of bulleted answers, adding some depth in quite a short period of time.”
Establishing an IT governance process is possibly the single most-effective step toward effective IT leadership because it will provide a framework for defining decision rights around IT priorities and resource allocation. Good IT governance is especially imperative because digital technologies are embedded within nearly every operational process on college and university campuses. The expense and strategic value of technology investments, as well as the complexity of IT decisions, warrant an IT governance framework that can ensure coordinated decisions regarding the acquisition of technology devices, software, and standards. IT governance can guide coordinated purchasing, implementation, and support decisions to improve the user experience and can help execute technology standards where appropriate and customize where necessary.
Change to:LOS PROBLEMAS MAYORES DE IT EN EDUCACIÓN SUPERIOR DURANTE 2012
IT Governance: What we know Who CIOs report toPresident/ChancellorHighest ranking Academic OfficerHighest ranking Financial OfficerOtherHighest Ranking Administrative OfficerAre the institution’s IT governance principles and structure widely understood? Is the institution’s IT governance deemed effective? If not, how can IT leaders improve it? What is the IT governance’s institutional realm of influence? How does the institution’s IT governance structure adapt to new circumstances and issues such as the decentralization of information technology, new technologies, outsourcing, and cloud-based services?
Are the institution’s IT governance principles and structure widely understood? Is the institution’s IT governance deemed effective? If not, how can IT leaders improve it? What is the IT governance’s institutional realm of influence? How does the institution’s IT governance structure adapt to new circumstances and issues such as the decentralization of information technology, new technologies, outsourcing, and cloud-based services?
Are the institution’s IT governance principles and structure widely understood? Is the institution’s IT governance deemed effective? If not, how can IT leaders improve it? What is the IT governance’s institutional realm of influence? How does the institution’s IT governance structure adapt to new circumstances and issues such as the decentralization of information technology, new technologies, outsourcing, and cloud-based services?
Ensuring adequate infrastructure for researchers is challenging higher education institutions, in terms of both physical and human resources, at a pace unseen before. The amount of information being generated continues to grow at an incredible rate, in both big and small science. Network, storage, analytical, and visualization tools need to be implemented, supported, and grown at an unprecedented pace
Change to:LOS PROBLEMAS MAYORES DE IT EN EDUCACIÓN SUPERIOR DURANTE 2012
Research computing: What we know
Research computing: What we know
Research computing: What we know
Supporting the research mission through high-performance computing, large data, and analytics Strategic questions TI is askingWhat is the funding strategy? What is the balance between the central and decentralized TI? What are the service implications for central TI?What are the opportunities for cross-institutional collaborations? “Capturing economies of scale through collaboration is the only way information technology is going to provide the infrastructure needed to stay competitive and support the next generation of discovery and innovation.” —CIO and Associate Vice Principal, Information TechnologyWhat is the institution’s strategy for funding IT research infrastructure? What is the balance between the central IT organization and decentralized IT support for the institution’s research mission? What are the infrastructure, application, support, and staffing (levels and specialized roles) implications for central IT in supporting research?What are the opportunities for cross-institutional collaborations? How do IT leaders evaluate the worth and risks of such collaborations? How do they foster participation and buy-in?
Many institutions have already used information technology to achieve efficiencies. But “transformation” is a word du jour. Information technology allied with process reengineering and continuous improvement is the pathway to transformation. All aspects of higher education are being transformed, including teaching and learning, scholarship, research, institutional advancement, admissions, and administrative services. Information technology is never sufficient, but is almost always necessary, for those transformations to have both efficient and effective outcomes.
Transforming the institution’s business with technologyStrategic questions TI is askingDoes the institution’s strategic plan include transformative objectives? Is TI a trusted partner? How to experiment without undue risk? Are the right capabilities in place? “The shift to digital course content is upon us as the rise of remarkableconsumer devices, interactive content, new software platforms, and new economicspave the way.” —Vice President for Information Technology and CIODoes the institution’s strategic plan include transformative objectives? Is the IT organization viewed as a trusted partner in institutional transformation? How can the institution support experimentation with technology to transform teaching and learning without unduly risking students’ learning outcomes? Are the process reengineering and continuous improvement capabilities in place to enable transformative information technology?
Will TI drive or enable transformation?Drive transformationResponder: Help departments deploy mature technologies. Navigator: Determine which technologies will be strategically important. Scholar: Investigate emerging technologies. Enable transformationCounselor: Champion and recommend innovations.Conductor: Coordinate and leverage distributed activities that are happening elsewhere.Pollinator: Encourage and mentor distributed innovation.Responder: Determine that a technology is mature enough and help departments deploy it effectively. Navigator: Determine which technologies will be strategically important. Use tracking, evaluation, and pilots.Scholar: Investigate emerging technologies. Stay ahead of the institution.Counselor: Champion and recommend innovations.Conductor: Coordinate and leverage emerging technology activities that are happening elsewhere.Pollinator: Encourage and mentor innovation happening elsewhere.Source: Gartner. Six Styles of Technology Innovation GroupsPublished: 23 April 2012 ID:G00230292Analyst(s):Jackie Fenn
It’s very important that IT funding is not viewed as unrelated to decision-making about other academic and operational funding. Information technology serves the mission of the institution; strategic decisions about funding can be made only when the relationship between technology and that mission is clear. The IT organization needs to engage its institutional colleagues in the processes of setting funding priorities and building their ownership in the decisions. As IT resources are becoming more decentralized—putting resources where they are needed—the IT funding big picture becomes more difficult to see clearly.
Funding information technology strategicallyStrategic questions TI is askingHow to verify efficient use of current resource levels? How to obtain an institution-wide view of TI spending?How to integrate TI funding into programs and initiatives? “We can make [institutional colleagues] partners, or we can make them critics—collaborators or victims .” —Associate Vice Chancellor, Information Resources How can IT leaders verify they are doing the very best with available IT resources? How can IT leaders create an institution-wide view of IT funding and expenditures? What relationships and partnerships will they need to cultivate? What business processes might need to be changed? How can IT leaders interweave an IT funding component into broader, institutional initiatives to ensure IT is appropriately funded to deliver what is needed?
Models for measuring TI costsTotal TI costsCentral TI + Distributed TICost/FTE (students, faculty, staff)As a percent of institutional budgetCost/serviceCost/mission (teaching, research, administration, community service)Proportion of TI budget dedicated to run vs. grow vs. transform activitiesDistributedvs central IT. Varies greatly from instituiton to institution, range is about 50-50 to 100 (all central)Run—optimize the execution of activities and processes already in place. Seek organizational growth through offering products and services faster and cheaper than the competition. Grow—increase market reach, product and service offerings, expand market share, and so on. Seek organizational growth by taking market share from the competition (i.e., get a bigger piece of the pie). Transform—innovate business processes and/or products and services in a completely new way, move into seemingly different markets, and so on. Seek organizational growth through new and different means. As you can see, the RGT framework is similar in many ways to both Porter’s three generic strategies and a top-line versus bottom-line approach as follows: Run overall cost leadership bottom line Grow focus and differentiation top line Transform (new) differentiation top line (when the focus is innovation) GartnerRun the business: This is an indicator of how much of the IT resource is consumed and focused on the continuing operation of the business. It includes all nondiscretionary expenses as part of the run-the-business cost. Examples include capital expenses for replacement of laptops at the end of their useful life, operating expenses for software maintenance contracts, operating expenses help desk outsourcing, infrastructure utility computing for human resources applications and software maintenance for regulatory software.Grow the business: This is an indicator of how much of the IT resource is consumed and focused on developing and enhancing IT systems in support of business growth (typically organic growth). Discretionary investments are more likely to be included in the grow-the-business or transform-the-business cost. Examples include ERP upgrade project capital expenses to expand the capacity to include organic growth in software users, bandwidth capacity expansion project capital expenses to accommodate an organic forecast increase in customers using existing Internet applications, or software license upgrade for engineering software.Transform the business: This is an indicator of how much of the IT resource is consumed and focused on implementing technology systems that enable the enterprise to enact new business models. This is very much a venture category, and would be represented by activities such as a brick-and-mortar retailer moving to online shopping, a traditional bank offering online banking (or moving into offering insurance services) or a commercial airline offering new freight services.
IT spending per FTE(student/faculty/staff)From 2010 data, we see roughly the same model as the 2011 data. The spending per student FTE is not different across Carnegie classes, but is estimated at more like 356$ per FTE. The margin of error on that estimate is 226$, so not altogether too different from the 2011 estimate of 630$.The research expenditures (captured as percent of institutional expenditures) were *not* significant in the 2010 data after accounting for Carnegie class. What’s consistent here is that the central IT spending per student FTE does not vary by Carnegie class after accounting for employee FTE and research expenditures (whether or not they’re significant). Same caveat applies as before about not incorporating information about distributed IT spending.
IT spending per FTE(student/faculty/staff) BUT WAIT…SPENDING PER FTE IS MORE COMPLEX THAN THIS…From 2010 data, we see roughly the same model as the 2011 data. The spending per student FTE is not different across Carnegie classes, but is estimated at more like 356$ per FTE. The margin of error on that estimate is 226$, so not altogether too different from the 2011 estimate of 630$.The research expenditures (captured as percent of institutional expenditures) were *not* significant in the 2010 data after accounting for Carnegie class. What’s consistent here is that the central IT spending per student FTE does not vary by Carnegie class after accounting for employee FTE and research expenditures (whether or not they’re significant). Same caveat applies as before about not incorporating information about distributed IT spending.
Most of the variability in TI spending is “explained” by institutional sizeStarting at about 800 FTEs and $250K, spending increases by about $645/FTE This model explains 74% of the variability The story is that the slope of the line shows spending per total FTE. The slope is essentially the same for AAs and everyone except BA LA and DR Private. ***This is naïve because it assumes that IT spending is primarily driven by number of students only AND that if you had 0 students, you’d have 0 costs. In other words, it doesn’t include any estimate of fixed costs. However, it seems to be a pretty tried and true metric.But if we instead include an estimate of fixed costs, model on total FTE (student+employee), I get a pretty stable estimate that makes sense to me. The fixed costs vary from year to year and by Carnegie class, but the spending per total FTE is about $645 for all schools EXCEPT DRs ($1168) and BA LAs ($1347). This estimate is stable from 2009, 2010 and 2011. (no signif interaction with year). Remember also that this spending does not take in to account distributed IT spending. There are difference in fixed costs across the Carnegie classes, particularly by pub/private.
Institutions are under continued pressure from accreditors and public funding sources to demonstrate that student outcomes are improving and that institutions are being run efficiently. Students and parents are beginning to clamor for more direct and “real-time” feedback by gaining access to the data that institutions collect about student performance. Sophisticated analytical tools provide a means to draw meaningful conclusions. New interactive data-visualization tools can bring complex data to life and make evidence easily and readily accessible to executives, managers, and the public. Analytics have been a vital and valuable tool in many student success projects such as Achieving the Dream, Completion by Design, Course Signals, and Next Generation Learning Challenges (NGLC). Beyond higher education, research is showing that organizations using analytics are more efficient and effective.
Change to:LOS PROBLEMAS MAYORES DE IT EN EDUCACIÓN SUPERIOR DURANTE 2012
Using analytics to support critical institutional outcomesStrategic questions TI is askingWhat are the strategic issues for analytics to focus on? What are the existing capabilities … and the requirements? What is the role of the TI organization? Will the culture support or impede adoption of analytics? “There is accountability for the process that puts the data in and keeps it accurate, to avoid it's becoming misunderstood, changed or corrupted. And the CIOs get that.” —CIO and Vice PresidentWhat strategic problems or issues can analytics help the institution address and what will be the institution’s initial focus? What are the institution’s existing analytics capabilities and requirements for data, infrastructure, governance, and staffing? What is the role of the IT organization? What are the institution’s cultural issues around buy-in and adoption of analytics? How does analytics relate to accountability?
Analytics is a major priorityCOMPARED TO TWO YEARS AGO, ANALYTICS IS…More importantJust as importantLess important…FOR HIGHER EDUCATION’S SUCCESS
MORE Potential seen for STUDENT AREAS THAN COST OR FACULTYPerceived benefits of analyticsUnderstanding student demographics and behaviorsOptimizing use of resourcesRecruiting studentsHelping students learn more effectively/graduateCreating data transparency/sharing/federationDemonstrating HE’s effectiveness/efficiencyImproving administrative servicesContaining/lower costs of educationImproving faculty performanceReducing administrative costsPercent of respondents reporting a large or major benefit of analytics
CURRENT STATE: INVESTMENT IS THE BIGGEST CHALLENGEIn placeNot in placeInfrastructureCultureDataExpertiseInvestmentPercentageAnalytics activities are occurring throughout institutions, but student and financial areas are the most activeLeast optimism that analytics can be used to lower HE costs…but promise is seen in optimizing resource usageThe big challenge: How can higher education afford analytics? (Hint: Think investment)
At many institutions, information technology isn’t sufficiently integrated into the senior leadership structure to enable the institution to fully embrace and benefit from technology’s strategic advantages. As soon as some people talk about technology, they put it in a box, viewing IT as only an enabling function or a utility and not recognizing its broader potential to operationalize institutional strategy and transformative change.
Integrating information technology into institutional decision-making Strategic questions TI is askingDo TI’s goals align with the institution’s? How can CIOs foster truly strategic discussions? Do TI leaders possess necessary skills? Does TI understand the institution well enough? “My dream is that someday the word ‘technology’ disappears from the discussion as it is represented today and, instead, there is simply a discussion about delivering services that make a difference .” —Executive Director and CIODo the goals of the IT organization align with the institution’s strategic goals? How can CIOs transform sidebar discussions about “technology” into a discussion about the tools, capabilities, and services the institution needs to be successful? Do IT leaders possess the communications, strategic thinking, and negotiation skills to interact effectively with executive leadership? Does the entire IT organization understand the nature of the many “businesses” at the institution well enough?
WHERE IS THE CIO ROLE HEADED?TodayChallenging and hecticMultifacetedAdministrativeFocused on technologyTomorrow“Transformed”Still multifacetedInnovativeStrategicNorth American CIOs are quite optimistic about the future of the CIO role.Themes:The future will not be as busy as the presentMove from tactics and technology to strategyMultidimensional nature of the IT leadership roleEmergent role of innovation
Today, using information technology to improve operational efficiency is no longer just desirable; it has become an imperative due to the ever-shrinking resources brought about by the current economic downturn. Most institutions have many of the required technologies (e.g., workflow, electronic forms, and digital signing) in place, but not everyone has broadly restructured business processes to take advantage of the new technologies.That’s easier said than done. Electronic workflow can’t realize its full potential when implemented piecemeal and opportunistically
Improving the institution’s operational efficiency through information technology Strategic questions TI is askingWhat business processes could benefit most?Are TI’s partnerships throughout the institution strong enough? Are the supporting technologies in place? How to work with the institution to redefine business processes? “To be successful will require rethinking many of our fundamental business processes to minimize labor costs and increase timely access to the information needed to support the facilities and services on our campuses .” —Vice President of Information Technology What business processes could most benefit from greater operational efficiencies using IT?Does the IT organization have strong-enough institutional partners and partnerships to define new processes and to champion and implement change?What needed technology pieces (e.g., workflow, electronic forms, and digital signing) are in place now? What are the institutional strategies, policies, and governance models to map out and redefine business processes?
Colleges and universities need to develop a coherent strategy about sourcing services in the cloud. A successful strategy has to cover architecture, business models and requirements, procurement and contract management, contingency planning, security, privacy, and compliance. For services that remain available in an on-premise model, campus IT organizations will need to continually demonstrate the value of that model in the face of cloud offerings. For new, cloud-only offerings, the institution will need to establish a strategy for evaluation, selection, risk assessment, and vendor management. It will also need to establish a strategy around data-integration tasks that may have to be undertaken by the campus IT organization.
Change to:LOS PROBLEMAS MAYORES DE IT EN EDUCACIÓN SUPERIOR DURANTE 2012
Developing an institution-wide cloud strategyStrategic questions TI is askingHow will cloud add value?What are all the implications?How to secure buy-in?What is the ROI?How to find the right vendor? “The bottom line is that you have no choice; do it, do it soon, and keep it agile.” —CIO and Vice President for ComputingHow will the cloud service add value to the institution?What are the cost, security, support, and staffing implications?How to secure end-users’ buy-in and adoption?Has the ROI estimate adequately accounted for the financial, political, and organizational costs?What are the vendor selection criteria?Bloomingdale's <Bloomingdales@e.bloomingdales.com>
Cloud Computing AdviceCloud computing starts at homeMake sure you have data governance in place: Policies, owners, security, etc.Identify the best use cases for Cloud and start with those: Quick wins, less sensitive data, best cost-savings opportunitiesGet virtualizedDevelop staff skills to manage cloud solutionsRelationship managementVendor managementService management Get started with these basics to acquire skills, experience, and cultural acceptance. That will position you well for future cloud solutions.GartnerHypeCycle for CloudComputing, 2012Published: 1 August 2012 ID:G00230930Analyst(s):David Mitchell Smith
While the technology landscape has never been more personal or easy to use, it is simultaneously increasingly complex to manage and support. Faculty, staff, and students no longer need the IT organization as an intermediary in their adoption and application of the most commonly used technologies. They arrive with mature personal computing environments that they have self-configured to meet their specific needs, preferences, and styles of work and recreation. Any college or university that maintains hard-and-fast rules about which devices and communication tools must (or may not) be used risks being irrelevant. Yet the institution’s data and intellectual property must be safeguarded, no matter where it is stored, transmitted, or accessed. Even the most strategic and flexible IT organization may, at times, need to be reactive. Institutions need to learn to adapt to and leverage personal computing environments, not proscribe them.
Supporting the trends toward TI consumerization and bring-your-own device Strategic questions TI is askingWhat is our operational definition?What are the infrastructure implications?Should the TI support strategy change?What are the security implications? “Resource-constrained organizations face differentiated demands in supporting and integrating the vast choices of technologies brought to campus, while even wealthier organizations must justify and prioritize resource allocations according to user-driven innovation. The TI organization is no longer in control, and it’s not clear who is!” —CIOWhat devices, operating systems, applications, and services fall under this umbrella?What are the infrastructure implications, such as bandwidth and connectivity?How does BYOD affect the IT organization’s support strategy?What are the security implications?
BYOD AdviceWorry about securing the data, not the deviceKnow what's important to your users Example: printing from a tabletSupport as many devices as possibleMake the technology available to everyone, even those who can’t afford it BYOD requires a robust network, wired and wirelessInvest in continuous training for TI staffSource:Building a Flexible BYOD ProgramTo succeed at BYOD, organizations must have the flexibility to respond quickly as technologies evolve.MITCH DAVISposted August 13, 2012 | Appears in the Summer 2012 issue of EdTech Magazine.Know what's important to your users. A BYOD program can succeed only if users are happy, so find out what they want. In doing outreach with students, we found that printing from a tablet was at the top of the list. We then moved printers to spaces where students congregate. Now that we've put printers in more convenient locations, there's less need for students to run back to their dorms or apartments to print.Support as many devices as possible. What's unique about mobility today is that everyone has access to a device, and they all want to join the conversation and share information. Don't stand in the way by restricting people to specific devices. Be there to educate, support and deliver service. Also be prepared to support all the main platforms, and deliver exceptional service to the ones that work best. Today, we have people across the IT organization doing research on the many different flavors of mobile devices.Make the technology available to everyone. For a BYOD program to evolve, your stakeholders on campus need access to mobility tools, and not everyone can afford to buy them. That's why we offer free access to equipment through a loaner pool. In the past, users could obtain technology only through their department. Now, everyone has access to every type of mobile device, from tablets and MP3 players to projectors and portable video equipment. Having a loaner program also gives people an opportunity to try new technology before they buy it.Be proactive, not reactive, when building a robust network. Start by creating a specific plan for delivering adequate wired and wireless bandwidth, including adding switches and access points where necessary. Effective BYOD requires a highly available network that never goes down. With the proper infrastructure and a financial model for funding upgrades in place, it's easier to more flexibly support new technologies as they evolve.For example, the need for high-performance computing in classes has greatly expanded over the past three to five years. Students and faculty from the sociology, history and geology departments are now asking for access to major systems that store massive amounts of data — and they want access to that information on all of their devices. The IT staff must build a network that's robust and flexible enough so that when technology changes and users are ready to deploy new devices, the network is ready for them.Keep IT staff engaged and well trained. Create a culture in which continuous learning among IT staff is encouraged and properly funded. It costs time and money to send people to classes, but without the proper training, the IT department will continue to implement old solutions, resist change and be unprepared for a fast-approaching future. The organizational disruption and technology failure that results will hinder everything, from academic research to fundraising.Bottom-line financial managers may have a hard time understanding that IT skills and technology are a strategic advantage. The time-lost multiplier makes it easy to justify having an informed technology staff. Technology changes every three months. When the staff has limited skills, the group's ability to support innovative programs such as BYOD is diminished
Information technology is changing the way it delivers and manages technology services and the IT staff must adapt accordingly. Although the CIO’s changing role has received much attention in recent years, with the need for CIOs to acquire or enhance their strategic planning, relationship management, and communications skills, many other roles in the IT organization are also evolving in similarly disruptive ways.This “service broker” role requires negotiation, contract review, security review, and product/vendor-vetting skills—skills that many IT staff members do not possess today. Other roles related to process redesign, continuous improvement, the Information ITIL, and metrics and analytics will also require new skills. Other capabilities requiring new roles have been around longer but may still be new to some IT organizations. Examples include project management, knowledge management, and relationship management.
Updating TI professionals’ skills and roles to accommodate emerging technologies and changing TI modelsStrategic questions TI is askingWhat new skills are needed?Do we need entirely new roles?What is the right professional development strategy?Do staff have time? “It is incumbent upon [TI leaders] to prepare their staff for these changing roles. It is, however, quite difficult to do this in a ‘just-in-time’ manner. Our existing technical staff members are fully committed to their current roles and may not have the free work-cycles to focus on new responsibilities” —Associate CIO for Operations and PlanningWhat non-technical skills are required?Do we need entirely new roles?What is our professional development strategy to close these gaps?How to balance professional development with ongoing workloads?
El uso de analisis de datosparaapoyar los resultadoscriticos de la institucionUpdating IT professionals’ skills and roles to accommodate emerging technologies and changing IT management and service delivery modelsSupporting the trends toward IT consumerization and bring-your-own device Developing an institution-wide cloud strategy Improving the institution’s operational efficiency through information technology Integrating information technology into institutional decision-making Using analytics to support critical institutional outcomes Funding information technology strategicallyTransforming the institution’s business with information technologySupporting the research mission through high-performance computing, large data, and analytics Establishing and implementing IT governance throughout the institution
Harbingers of 2013?Balancing resources with prioritiesSelecting the right sourcing and solution strategiesE-learning Supporting the institution’s mobile TI needsWorkforce issuesBalancing resources with prioritiesThe continual cost pressure of the Great Recession affecting IT with both cost reductions and increased demands for automation without governance processes to manage them effectivelyIdentifying the opportunities that are the most strategic to focus onPortfolio and project management: selecting the “right” mix of run, grow, and transform projects Central IT's inability to keep up with demands for service levels and innovation, resulting in fragmented solution environments, partly delivered elsewhere on campus, partly delivered by vendors Determining the role of online learning and developing a sustainable strategy for that roleSupporting faculty transition including professional/instructional development, technology literacy, understanding that they can and should drive the adoption of technology (not the reverse), and faculty incentivesActive learning (students engaged in the learning process)Social learning (finding ways to help students engage with one another in collaborative learning activities)Institutional and learner analytics (the feedback loop for continuous improvement) Helping the institution select the right sourcing and solution strategies in the context of consumerization, cloud services and SaaS Demand for WiFi access for multiple devices, ease of connection, and restructure apps for mobility Workforce issuesCompeting for IT talent when higher education compensation is lower than market rates, but higher education jobs are just as intense as industry jobsMaintaining positive staff morale in times of change
What can TI Stop? Really stop?Personal storage for studentsPersonal web pagesEmail for students“The last things we stopped was a modem pool several years ago. Is there anything that people actually stop doing?” —CIOPortfolio and project management: selecting the “right” mix of run, grow, and transform projects Demand for WiFi access for multiple devices, ease of connection, and restructure apps for mobility Helping the institution select the right sourcing and solution strategies in the context of consumerization, cloud services and SaaSCompeting for IT talent when higher education compensation is lower than market rates, but higher education jobs are just as intense as industry jobs
Another top 10: from GartnerTop 10 Strategic Technology Trends for 2012Media tablets and beyondMobile-centric applications and interfacesContextual and social user experienceInternet of thingsApp stores and marketplacesNext-generation analyticsBig dataIn-memory computingExtreme low-energy servicesCloud computing Human ExperienceBusiness ExperienceTI Dept Experience"Media Tablets and Beyond: The Impact of Mobile Devices on Enterprise Management" explores how the client environment is fundamentally shifting from the desktop we have known since the earliest days of "green screen" terminals to a new era in which individuals use multiple, mobile client devices in myriad settings. This shift has significant implications for enterprise governance and management processes. It also has a significant impact on the IT market, because the vendors that once dominated the desktop are being forced to deal with a more heterogeneous mobile market.Device proliferation is only one aspect of the shift to the post-PC era. In "Mobile Applications and Interfaces: New Approaches for a Multichannel Future," we deal with the fact that the user interface will be changing dramatically during the next five years, as is the notion of an application. This shift is driven by simple mobile applications with expanded input/output (I/O) channels (e.g., tactile, audio or video); input models (e.g., touch, gesture, voice or expression); and algorithms (e.g., search or inferred intent)."Context-Aware Computing and Social Media Are Transforming the User Experience" builds on the mobile applications and interface theme by examining how context awareness, social networking metaphors and social media applications drive further changes to the user experience. In addition, we examine how these techniques affect diverse application areas, including security, content delivery and e-commerce.Mobile is only one part of the extension of endpoint computing devices off the desktop. Beyond handheld and wearable devices is the Internet of things in which computing is embedded in a wide variety of things in the real world from vehicles to consumer electronics devices to appliances. Video cameras, audio devices and specialized sensors are also increasingly prevalent, while use of mobile devices to take pictures of objects, labels or barcodes links the real world into the cyberworld. In "Internet of Things Scenario: When Things Negotiate," we explore how this trend will evolve to eventually deliver the Internet of Everything.Growing from the mobile consumer space, but with increasing relevance to the enterprise for mobile application scenarios and a broader enterprise governance model is the top trend of app stores and marketplaces. In "Enterprise App Stores Reduce Risk and Improve Business Results,"we look at how the app store metaphor will move into the enterprise, influencing governance and provisioning models. More near term being able to manage access to consumer mobile app stores and considering how app stores can be used for the delivery of enterprise mobile apps is the focus.In "Advanced Analytics: Predictive, Collaborative and Pervasive," we examine how processes, techniques and tools are evolving to deal with the expanding sources of data, such as social networks, content repositories and the Internet of things. This continues to see advances, with real-time analytics embedded in business processes combined with predictive analytics to support strategic decision making. Going forward, more collaborative tools incorporating social interface models and the emergence of collaborative decision-making environments will drive further disruption and opportunity.Big data is a key part of a larger trend that Gartner calls "extreme information management." This looks at how the volume, velocity, variety and complexity of data affects the enterprise. In "'Big Data' and Content Will Challenge IT Across the Board,'" we look at how big data will affect the IT organization in terms of new skills, new tools, and new design or architectural models for things such as the enterprise data warehouse."Top 10 Strategic Technology Trends: In-Memory Computing" analyzes a phenomena that has been building steadily for a number of years and will be reaching important tipping points during the next three years. Flash memory is steadily becoming the dominant storage medium for many client devices, but is also emerging as an important and unique tier of storage at the server. This further adds memory capacity to the already-massive amounts of standard RAM available in commodity servers.Meanwhile, IMC-enabling software — such as in-memory data management, in-memory event-processing and analytics, in-memory messaging and in-memory application platforms — are rapidly maturing. The combination of these hardware and software trends is driving IMC adoption into the mainstream, thus opening up new opportunities for business innovation, as well as creating new IT challenges.At the server level, another trend is outlined in "Top 10 Strategic Technology Trends: Extreme Low-Energy Servers." This new type of server architecture is just emerging in which thousands of servers based on lower-power and lower-function processors be delivered in less floor space with lower energy consumption than hundreds of more powerful servers with high-end processors. Although unsuitable for most workloads, this new approach is well-suited for a select and strategic set of workloads, such as map/reduce for big data needs.Cloud computing remains a major technology trend that relates to all of the other top 10 trends as either a driver, enabler or accelerator. Although cloud computing has permeated the market during the past two years, the trend and its related technologies continue to evolve rapidly. In "Five Cloud Computing Trends That Will Affect Your Strategy Through 2015," we focus specifically on a number of subtrends that will be accelerating, shifting or reaching a tipping point during the next three years. Continual monitoring of cloud computing trends, with regular updates to an enterprise's cloud strategy, is essential to avoid costly mistakes and capture market opportunities.