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Future of IT at MIT
September 28, 2015
IS&T All Hands Mee:ng
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Future of IT at MIT
Agenda
10:30am
■ Welcome – John Charles
10:35am – 10:55am
■ Jag Patel – Chancellor’s Office (Qualtrics)
10:55am – 11:15am
■ Jason Soohoo – Haystack Observatory (WiFi, VoIP, Scrum)
11:15am – 12:00pm
■ IS&T v1.0, Community Engagement, and Plans for v1.5 – John Charles
■ Details of IS&T Transi:on v1.5 – Eamon Kearns
■ Closing Remarks – John Charles
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Future of IT at MIT
Jag Patel – Chancellor’s Office (Qualtrics) IS&T and Community Collaborations
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Future of IT at MIT
Jason Soohoo – Haystack Observatory (WiFi, VoIP, Scrum) IS&T and Community Collaborations
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Future of IT at MIT
John Charles
IS&T v1.0, Community Engagement, and Plans for v1.5
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Future of IT at MIT
Recent Highlights for the MIT Community ■ Banner release for Student Financial Services ■ SAP HANA successful PoC and go-‐forward recommenda:on from steering commieee
■ Release of new services: LastPass, DocuSign, Qualtrics, Casper, SCCM
■ Campus-‐wide rollout of Duo Two-‐Factor authen:ca:on
■ Atlas Upgrades ■ Ini:al release of MIT People API
■ Beta release of developers.mit.edu, Developer Community Portal
■ Financial Review & Control (FRC) applica:on
The past several months were extremely produc:ve for IS&T. We con:nued to deliver new high quality solu:ons while implemen:ng v1.0 of our transforma:on
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Future of IT at MIT
Space Improvements ■ Collabora:ve working and mee:ng spaces
■ Whiteboard walls
■ Conference room technology upgrades
■ Furniture upgrades
Training Sessions ■ Fundamentals
■ Scrum Master
■ User Stories ■ Product Owner
And, of course Food
■ IS&T weekly lunches ■ New Hire breakfasts ■ Bevi drink machine, Coca-‐Cola freestyle fountain
machine, BostonBean coffee machine
Some addi:onal highlights from v1.0 of our transforma:on
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Fun Events ■ Duck Boats ■ BBQ ■ Family Halloween
Party
CollaboraCon & Sharing ■ tl;dr ■ “Agile” Office Hours
Future of IT at MIT
And, we would like to thank the Engagement Model Working Group for their efforts over the past few months – efforts that help inform and guide the planning for v1.5
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WG Members Myra Hope Eskridge
Meaghan Murray
Frank Quern
Lori Singer
Zahida Taher
Oliver Thomas
WG Tasks / ArCfacts Weekly mee:ngs (led by Oliver) Week in the Life Scenarios
Wiki to capture WG informa:on Ini:al IS&T staff feedback
Opera:ng Principles Community Engagement ques:ons
Glossary of Terms ROM review & sample scenarios
Engagement Model Diagrams Pilot Planning
Use Cases Service Sor:ng/Mapping Exercise
Future of IT at MIT
Community Interest & Optimism Continues to Grow
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Future of IT at MIT
Unmet project demand and lack of roadmap for administrative systems.
“The backlog and pent-up demand for work in the administrative systems area…is of great concern. IS&T is not meeting community expectations for administrative systems development in either the centralized administrative areas or across the schools.”
Lack of integrated systems and user experiences.
“The lack of integrated systems makes it difficult to complete basic transactions, and there is no long-term strategy of how to bring about greater integration.”
Lack of integration framework for data access and sharing. “Data ownership is decentralized and data is pushed to the Data Warehouse.”
Uneven desktop and local IT support across campus.
“Local areas have [hired] their own IT support. This has resulted in duplication of efforts and there are strategic questions of centralization versus distributed service delivery.”
Limited IS&T capacity for non-KTLO (keeping-the-lights-on) activities.
“There is a widely held perception that IS&T staff members are spread too thin and that there is no opportunity for innovation.”
Lack of alignment between IS&T business models and MIT community needs.
“Community members believe that IS&T services are too expensive, and the pay-for-service model is a disincentive to many organizations.”
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Reminder – why we’re transforming IS&T and IT@MIT
The 2012 Advisory Council Report identified six opportunities for improvement – improvements that would significantly increase the value of IT services that IS&T provides for the MIT Community.
Future of IT at MIT
Org Structure
Capabilities Model
Operating Model
Target Architecture
Guiding Principles for IT
Assessment 2009
Assessment 2011
Ins:tu:onal needs drove convergence on a vision, guiding principles, target architecture, new opera:ng model, new capabili:es model, & new org structure.
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Advisory Council Final Report August 2012
EVPT Guiding Principles &
Themes
2020 Vision for IT@MIT*
• High Velocity InnovaCon • Adaptable for Rapid Changes • Easy Access to Data for Decision Making • Open & Extendable Architecture to Meet DifferenCated Needs
• APIs, Cloud & IntegraCon Pla^orms
• TransformaCve Digital Service Models • Engaging User Experiences • Mobile & Context Aware Approaches • Lifecycle Por^olio Models
• Agile Methodologies • Automated Deployment Methodologies • Social Coding Methodologies
Listening Tours
New Infrastructure
New Processes
Up-‐skilled People
Excellence through modernization; and a
strategic focus on enabling innovation
PoCs
Future of IT at MIT
2020 Vision for the Transforma:on of IS&T and IT@MIT:
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Distributed IT Capacity for New Projects
Central (IS&T) Capacity for New Projects
Central (IS&T) Capacity Consumed "Keeping-‐the-‐Lights-‐On"
TradiConal IT Resource Profile
Early “Wins” (Proof of
Concepts) SystemaCc
Redesign Efforts
Transformed “Agile” IT Ecosystem Profile
Excellence through modernizaCon; and a strategic focus on enabling innovaCon. The expansion of IS&T, DLC, and administraCve unit capaciCes for innovaCon will be facilitated by the adopCon of open APIs (applicaCon programming interfaces) and “plaKorm-‐based” models that are designed to create and connect ecosystems of diverse parCcipants as producers and consumers of IT services.
Future of IT at MIT
The requested improvements require significant transforma:ons within 3 broad categories
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• Moving to modular, API-centric, platform-based application system architectures • Shifting to a SaaS model to enable community members to do their work faster • Implementing new mobile-ready tools to improve user experiences • Migrating data centers to private, public, and hybrid cloud services
• Introducing Agile methodology for faster realization of benefits • Implementing streamlined processes to speed the delivery of fast-track solutions • Improving portfolio management to increase transparency of project priorities and status • Implementing a new operating model for improving responsiveness to DLCs needs
Providing flexible and scalable services to the community Infrastructure
Processes Providing responsive and high quality services to the community
• Upskilling existing staff through training and development • Hiring new staff with high-demand skills • Using contractors to provide a more flexible and on-demand staffing model • Putting the right people in the right roles
People Growing IS&T capabilities
Future of IT at MIT
Unmet project demand and lack of roadmap for administrative systems.
Lack of integrated systems and user experiences.
Lack of integration framework for data access and sharing.
Uneven desktop and local IT support across campus.
Limited IS&T capacity for non-KTLO (keeping-the-lights-on) activities.
Lack of alignment between IS&T business models and MIT community needs.
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Alignment of the IT@MIT Transforma:on Strategy with “Opportuni:es for Improvement:”
Infrastructure Processes People
Transformations
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Resources - Develop, acquire, source, and retain digital talent - Dedicated resources for non-KLTO work and
community Roadmap initiatives - Greater knowledge of community and processes
Project Management - Build bimodal capability to enable
digital business - Agile project management to drive
fast & successful delivery
Service Desk A more uniform service desk experience
Methodologies - Agile methodology for faster realization
of benefits - More consultative approach - Improved communication of (and
response) to user needs
Infrastructure - Improved infrastructure to allow better
integration and flexibility of systems - Renovate the IT core to enable digital
business
Clear Communication - Champion digital business innovation and
transformation initiatives - Clear communication of community priorities
and requirements (Roadmaps)
Methodologies - Openness to working with new IS&T
methodologies like Agile development - Openness to iterative product and
solution delivery and updates
Solutions Openness to new cloud and mobile solutions that provide the community with more control over the services they need
Resources - Commit to highly collaborative
engagement with IS&T teams - Commit business/function-area resources
to product and solution teams - Openness to working with new IS&T teams
IS&T and IT@MIT Admin Units and DLCs
Transforming User Experiences at
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Senior stakeholder-‐level focus is on facilita:ng the partnership collabora:ons that will interlock our IT transforma:ons with their digital business transforma:ons
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Retrospec)ve: What we’ve learned from v1.0 of the IS&T transforma:on:
■ Breaking down old siloes, up-‐skilling staff, introducing new tools, and adop:ng agile processes is delivering promising results in terms of faster speed, lower cost, higher quality, and improved stakeholder sa:sfac:on
■ It is important to use the right tools for the right situa:on. So regardless of whether your project follows an agile or a waterfall development methodology, it is key for IS&T staff to operate with an agile mindset
■ These steps forward have also helped us iden:fy some addi:onal opportuni:es for improving the community alignment of IS&T teams – improvements that will enable IS&T to be even more responsive in mee:ng the evolving needs of MIT’s diverse community of admin units and DLCs
■ We’ve also iden:fied some gaps within processes and workflows that need to be closed in order for IS&T to further strengthen and streamline its delivery of services for the MIT Community – gaps specifically associated with: – Project intake & community engagement capabili:es (Emerging Solu:ons)
– Project priori:za:on processes – Architectural review processes – Project management processes
– Project delivery & opera:onal effec:veness capabili:es (Enabling Services)
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■ Community Partners want and need direct engagement with (and commitment from) IS&T to help iden:fy and meet their evolving needs – They (and we) want and need beeer two-‐way communica:ons and informa:on sharing about
projects, services, capabili:es, changes, scheduling, and priori:es
– They (and we) are ready and willing to try a new approach for handling and scoping requests, and for coordina:ng and accelera:ng the agile delivery of new projects, solu:ons, and services
■ To facilitate this new engagement model, IS&T will establish Community Partnership teams with Product Owners to beeer align with Community segment groupings: – Academic Admin + Records
– SFS + Student Life+ Admissions – HR – VPF – Facili:es / EHS – Faculty / Students – DLCs
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With v1.5:
Future of IT at MIT
Eamon Kearns
Details of IS&T Transition v1.5
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Students
EVPT
DLCs Finance
Human Resources
Off. of Major Agreements
Off. of Sustainability
Audit
Facilities
Environment, Health &
Safety (EHS)
Government & Community
Relations
Science
Libraries
Humanities, Arts & Social
Sciences
Engineering
Office of the Dean for Graduate Education (ODGE)
International Students Office (ISO) & Graduate Student Council (GSC)
• Admin. • Comm. • Student Services
• Undergrad Outreach
Dean for Undergrad Education
(DUE)
• Admin • Admissions • SFS • Global Educ. & Career Dev
• Advising & Academic Programming
• Minority Ed • Experiential Learning
• Teaching & Learning Laboratory
• Faculty Support
• Registrar’s Office
Office of Digital
Learning (ODL)
• Residential Education
• Open Education
• Strategic Education Initiatives
• AMPS • Engineering & Technical Operations
• Business Operations
Division of Student Life
(DSL)
• DAPER • Residential Life & Dining
• Religious Life • Student Outreach & Support
• Student Development
• Admin
Academic Administration
MIT Police MIT Medical
Research
VPR Off. of
Sponsored Programs
Faculty
CHANCELLOR PRESIDENT / PROVOST EVPT
Sloan Architecture
Office of the Chancellor
Office of the Provost
Office of the President
IS&T Treasury & Planning
Office of the EVPT
In Transi:on v1.5, IS&T Community Partnership teams will be structured to beeer align with MIT’s Community segments.
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Transi:on v1.5 is designed to help close the following iden:fied organiza:onal gaps.
■ Lack of clarity for the community on how to engage with IS&T for their requests
■ Short supply of both business and technical exper:se ■ Lack of clarity on which IS&T resources should review and approve business and technical decisions
■ Unclear processes for priori:za:on, governance and repor:ng of department work
■ Lack of clear focus on broader ins:tute efforts around transforming educa:on Digital Learning
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Future of IT at MIT
Existing
Emerging Solutions [Community Partnership Teams & Application Platform Services]
Work Prioritization
Team (WPT)
Architecture Review Board (ARB)
Pipeline
Change Advisory
Board (CAB)
Enabling Services [Architecture & Integration
Services]
Planning & Administration
[PPMO]
Process Categories with
Gaps to be Closed
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Review, Advisory, &
Decision-Making Frameworks
Organizational Adjustments
Individual Contributor Advisory Team (ICAT)
Partnerships/Community Engagement
Project Intake and Prioritization
Project & Portfolio Management
Sourcing Practices
A high level view of the scope of itera:on v1.5 in IS&T’s transforma:on journey:
Future of IT at MIT
Staff and team adjustments will be made to op:mize our community partnership and opera:onalize excellence in our organiza:onal model.
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Specific team adjustments to support the next iteration of our Community Engagement model: Emerging Solutions • New Community Engagement teams - establishing Community Partnership teams and shift roles to business
analysts • New Platform Engagement team - creating an Application Platforms team for Agile delivery of new/emerging
platform-based systems, services, and solutions • New Digital Learning team
Planning & Administration • Formalizing the Project and Portfolio Management team
Enabling Services • Expanding the IT Ecosystem Architecture group to provide oversight & technical leadership • Consolidation to form an enterprise-wide Integration team • Establishing a team for Systems Analysis • New Platform Development & Support team - establishing a team to deliver on-going development and
support for existing platforms, as well as for new platforms that are ready to be deployed at scale
Organizational Adjustments
Emerging Solutions [Community Partnership Teams & Application Platform Services]
Enabling Services [Architecture & Integration
Services]
Planning & Administration
[PPMO]
Future of IT at MIT
Pat Mark, Eamon
& Diana
Existing
Mark, Eamon & Diana Garry Sarah
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Specific agile-oriented frameworks to support the next iteration of our Community Engagement model: • Work Prioritization Team (WPT) – Prioritizes and schedules projects • Architecture Review Board (ARB) – Defines architecture best practices and reviews architecture for relevant
projects • Pipeline – Reviews changes and releases for Production • Change Advisory Board (CAB) – Approves changes and releases for Production • Individual Contributor Advisory Team (ICAT) – Identifies opportunities for knowledge sharing across IS&T
Work Prioritization
Team (WPT)
Architecture Review Board (ARB)
Pipeline
Change Advisory
Board (CAB)
Review, Advisory, &
Decision-Making Frameworks
Individual Contributor Advisory Team (ICAT)
With key IS&T leadership from
New advisory & decision-‐making frameworks will be put in place to work in conjunc:on with exis:ng IS&T forums to improve project priori:za:on and consistency.
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Specific agile-oriented processes to support the next iteration of our Community Engagement model: • Process for regular/dedicated engagement with the MIT Community • Process for handling project intake, prioritization, scheduling, and integrating new projects into IS&T team
work-streams • Process for staffing projects and performing Project & Portfolio Management Office (PPMO) functions • Process for establishing streamlined and consistent sourcing practices
Process Categories with
Gaps to be Closed
Partnerships/Community Engagement
Project Intake and Prioritization
Project & Portfolio Management
Sourcing Practices
Closing the iden:fied process gaps will help improve project planning and project delivery for our Community partners.
Future of IT at MIT
Transi:on v1.5 is designed to improve IS&T’s ability to quickly triage & priori:ze Community requests, assign appropriate resources, and expedite delivery of the requested upgrades & solu:ons.
Key Area Notes
Project Proposals Project proposals will be summarized within a “Rough Order of Magnitude” (ROM) document – designed to capture high level requirements and work effort es:mates
Project Dis:nc:ons • Major projects are managed by the PPMO • Minor projects will be managed by designated Emerging/Enabling
team: • If Plahorm Ecosystem, will be approved by the WPT • If Plahorm Engagement, will be reviewed by Emerging Team
Plahorm Engagement Delivery
Streamlined ini:a:on process will allow for improved agility to quickly meet admin unit & DLC requests for plahorm engagement (e.g., data access, workflow differen:a:on, etc)
Service Desk Rela:onship Partnership Teams and the Service Desk will coordinate and expedite responses to community requests
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Streamlining project/request intake, priori:za:on, & response will be conducted via matrixed teams (where necessary).
COMMUNITY
Community Partnership Team [Develop rough order of magnitude (ROM) documentation]
Incidents Ideas
Approved Major Projects
Work Prioritization Team
Service Desk
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Project Proposals
PPMO
Enabling Services Teams
Emerging Solutions
Teams
Platform Ecosystem: Approved Minor Projects
Platform Engagement: Reviewed Minor Projects
Enabling Services Teams
Emerging Solutions
Teams
Enabling Services Teams
Emerging Solutions
Teams
(Fast Track)
Future of IT at MIT
Emerging Solutions Community Partnership Teams
Academic Admin + Records
SFS + Student Life+ Admissions
HR VPF
Facilities / EHS DLCS
Enabling Services
Planning & Admin
IS&T Leadership
Digital Communica-
tions
Business Logistics
Site Team
Faculty / Students
Infrastructure Operations Security
Infrastructure Design &
Engineering
Project & Portfolio
Mgmt.
Provider & Consumer
Support
Platforms & Systems
Integration
Service & Process
Coordination
IS&T will be organized slightly differently as we transform as part of Transi:on v1.5
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Platform Engagement
User Experience & Design + Digital Learning
HR
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VP of IS&T
Emerging Solutions Sr Director, Eamon Kearns
Enabling Services Assoc VP, Mark Silis
Infrastructure Operations
Platforms & Systems Integration § IT Ecosystem Architecture § Systems Analysis § Design & Development § Implementation § Operations § Data Warehouse
Planning & Administration Sr Director, Diana Hughes
Infrastructure Design & Engineering § Network Engineering § Cloud Services § Campus Safety &
Security Infrastructure § Collaboration
Platforms
Provider & Consumer Support § Knowledge Management § Distributed Support for IT
Service Providers & Consumers
§ Hardware & Software Deployment
§ Service Desk
Business Logistics
Project & Portfolio Management § Project Mgmt § Portfolio Mgmt § Finance
Digital Communications
Service & Process Coordination
Community Partnerships § Academic Admin + Records § SFS + Student Life +
Admissions § HR § VPF § Facilities / EHS § Faculty / Students § DLCS
Platform Engagement § Application Platforms § Reporting § Data Science
Here is the Transi:on v1.5 high-‐level view of the IS&T organiza:onal hierarchy
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User Experience & Design § User Experience & Design § Accessibility & Usability § Digital Learning
Site Team
HR
Security
Future of IT at MIT
In the upcoming weeks, there will be immediate ac:vi:es for IS&T staff to learn more detail about v1.5, as well as our Community partners, as reflected below.
W1: 8/31 W2: 9/7 W3: 9/14 W4: 9/21 W5: 9/28 W6: 10/5 W7: 10/12 W8: 10/19
Key Milestones
Transition Planning
Transition v1.5 Announced; Effective 10/1
Implementation of Process Changes
W8: 10/26
Implementation of Review & Decision-Making Frameworks
Partnership-Building with Community Engagement Teams
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Directors Meeting
Staff Process Briefings
HR Meeting Key IS&T Meetings All
Hands Meeting
Team Meetings
Staff Process Briefings
Staff Process Briefings
Staff Process Briefings
Future of IT at MIT
What are some of the details on immediate next steps for you to support v1.5?
■ Aeend team mee:ngs (week of Sept 28th) – Emerging
– Enabling – Planning & Administra:on
– Individualized sub-‐team mee:ngs
■ Aeend briefings on processes, as requested (star:ng week of Sept 28th, thru Oct 16th) – Community Engagement
– Project & Porholio Management
■ Par:cipate in kickoffs of frameworks/ac:vi:es, as requested (star:ng week of Oct 12th) – Work Priori:za:on Team
– Architecture Review Board – Individual Contributor Advisory Team
■ Work individually with your manager on any projects/responsibili:es that may need transi:oning
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John Charles
Closing Remarks
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Future of IT at MIT
ü Your head & your heart will be “all in”
ü You will help champion the transforma:on with a posi:ve sense of strategic urgency
ü You will be willing to embrace agile-‐oriented mindsets & behaviors
ü You will become fully-‐engaged in helping to realize the 2020 vision for IT@MIT
ü And, you will sustain opera:onal excellence on current efforts underway
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What we will need from each of you as we implement v1.5:
• Initiate – Actively search for opportunities to contribute to organizational success and take the lead in pursuing those that appear promising
• Improvise – Devise and implement new and creative approaches to pursuing opportunities and dealing with challenges
Be Proactive
• Assume multiple roles – Perform in multiple capacities across levels, projects, and organizational boundaries (often simultaneously)
• Redeploy rapidly – Move quickly from role to role • Spontaneously collaborate – Engage often and easily with others with a singular focus on task accomplishment
Be Adaptive
• Learn – Continuously pursue the attainment of proficiency in multiple competency areas (eschewing overspecialization and complacency)
• Educate – Actively participate in the sharing of information and knowledge throughout IS&T, as well as with our partners and collaborators
Grow & Share
■ Your ongoing commitment to transforming IS&T, and transforming the Future of IT@MIT
Future of IT at MIT
ü Providing the necessary tools, training, and support
ü Facilita:ng the necessary collabora:ons with key stakeholder groups
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And: What you can expect from the IS&T leadership team, as we collec:vely implement v1.5:
Value Spontaneous Collaboration
Empowerment
Transparency 2-way Consultative Feedback Loops
Engagement
Momentum
Removal of Barriers
Cadence
Creating Greater & Greater
Establishing More & More
Building Faster & Faster
■ The IS&T leadership team is commieed to:
Future of IT at MIT
Thank You. Questions?
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Future of IT at MIT
Infrastructure Transformation Elements
Unmet project demand and lack of
roadmap for administrative
systems
Lack of integrated
systems and user
experiences
Lack of integration
framework for data access and
sharing
Uneven desktop and local IT
support across campus
Limited IS&T capacity for non-KTLO activities
Lack of alignment between IS&T
business models and MIT community
needs
Providing Institute-wide Platforms (SaaS) to more rapidly develop solutions and deliver projects (QuickBase, DropBox, Mendix)
More positive and uniform user support interactions (ServiceNow)
Providing easier access to system of record via APIs (SAP and MITSIS)
Transforming user experiences (Atlas, WebGradAid, Buy-to-Pay)
Real-time data access (SAP Hana, MITISIS, Coeus)
Migrating to the Cloud to increase agility, resiliency, and capacity for value-added projects
Infrastructure transforma:ons:
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Future of IT at MIT
Processes Transformation Elements
Unmet project demand and lack of
roadmap for administrative
systems
Lack of integrated
systems and user
experiences
Lack of integration
framework for data access and
sharing
Uneven desktop and local IT
support across campus
Limited IS&T capacity for non-KTLO activities
Lack of alignment between IS&T
business models and MIT community
needs
Applying Agile methodologies to increase project velocity
Improved portfolio management
Establishing architecture practices and teams to design solutions from the ground up with integration in mind
Consolidating user support functions into a single, institute-wide organization
Staffing model that adds flexibility and agility to project delivery
Eliminating chargebacks to reduce administrative burden
Process transforma:ons:
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Future of IT at MIT
People Transformation Elements
Unmet project demand and lack of
roadmap for administrative
systems
Lack of integrated
systems and user
experiences
Lack of integration
framework for data access and
sharing
Uneven desktop and local IT
support across campus
Limited IS&T capacity for non-KTLO activities
Lack of alignment between IS&T
business models and MIT community
needs
Establishing dedicated resources to rapidly address admin unit and DLC needs
Creating specific DLC-focused roles to better understand DLC needs and perspectives
Enhancing UX capabilities to develop compelling user experiences
Creating a community for developers across MIT (GitHub & developers.mit.edu)
Improving information, reporting, and real-time data by establishing dedicated data science and reporting resources
Sponsoring Scrum training for IT@MIT community
Increasing dedicated staff focused on non-KTLO activities
People transforma:ons:
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