University of Ulster IT Strategy 2010-2015 Versions/IT... · Technology (ICT) services that are aligned to the business needs of the University (teaching, learning, research and administration)

University of Ulster – IT Strategy 2010-15 1

University of Ulster IT Strategy 2010-2015 V1.1


1 VISION ................................................................................................................................... 4

2 EXECUTIVE SUMMARY ........................................................................................................... 5

3 KEY INSTITUTIONAL DRIVERS .................................................................................................. 8

4 INTRODUCTION, ISSUES AND THEMES, DEPENDENCIES ........................................................... 9

4.1 INTRODUCTION ....................................................................................................................... 9 4.2 ISSUES AND THEMES .............................................................................................................. 12 4.2.1 ACADEMIC SUPPORT ...................................................................................................................... 12 4.2.2 ADMINISTRATIVE SUPPORT ............................................................................................................. 12 4.2.3 SERVICE COMMITMENT .................................................................................................................. 13 4.2.4 LEAN ........................................................................................................................................... 13 4.2.5 INFORMATION SECURITY ................................................................................................................. 14 4.3 DEPENDENCIES ..................................................................................................................... 15

5 EVOLVING AND DEVELOPING THE STRATEGY ........................................................................ 16

5.1 INTRODUCTION ..................................................................................................................... 16 5.2 EVOLVING THE STRATEGY ........................................................................................................ 16 5.3 GOVERNANCE STRUCTURES ..................................................................................................... 16 5.4 ANNUAL REVIEW AND WORK PLANS .......................................................................................... 17 5.5 IT STRUCTURES ..................................................................................................................... 17 5.6 SKILLS DEVELOPMENT ............................................................................................................ 18

6 CONCLUSION ....................................................................................................................... 19

APPENDIX A - PROGRAMMES ..................................................................................................... 20

A.1 PROGRAMME 1: SUPPORTING TEACHING AND LEARNING................................................................ 21 A.1.1 AIMS AND OBJECTIVES ................................................................................................................... 21 A.1.2 SUMMARY COSTS .......................................................................................................................... 21 A.2 PROGRAMME 2: TEACHING AND LEARNING SYSTEMS ..................................................................... 22 A.2.1 AIMS AND OBJECTIVES ................................................................................................................... 22 A.2.2 SUMMARY COSTS .......................................................................................................................... 23 A.3 PROGRAMME 3: SUPPORTING RESEARCH .................................................................................... 24 A.3.1 AIMS AND OBJECTIVES ................................................................................................................... 24 A.3.2 SUMMARY COSTS .......................................................................................................................... 24 A.4 PROGRAMME 4: CORE INFRASTRUCTURE DEVELOPMENT ................................................................ 25 A.4.1 AIMS AND OBJECTIVES ................................................................................................................... 25 A.4.2 SUMMARY COSTS .......................................................................................................................... 25 A.5 PROGRAMME 5: DATA CENTRE REPLACEMENT AND CONSOLIDATION ................................................ 26 A.5.1 AIMS AND OBJECTIVES ................................................................................................................... 26 A.5.2 SUMMARY COSTS .......................................................................................................................... 26 A.6 PROGRAMME 6: INFORMATION SYSTEMS AND BUSINESS INTELLIGENCE ............................................. 27 A.6.1 AIMS AND OBJECTIVES ................................................................................................................... 27 A.6.2 SUMMARY COSTS .......................................................................................................................... 28 A.7 PROGRAMME 7: MANAGED STAFF DESKTOP ............................................................................... 29 A.7.1 AIMS AND OBJECTIVES ................................................................................................................... 29 A.7.2 SUMMARY COSTS .......................................................................................................................... 30 A.8 PROGRAMME 8: ENHANCED STUDENT DESKTOP ........................................................................... 31 A.8.1 AIMS AND OBJECTIVES ................................................................................................................... 31


A.8.2 SUMMARY COSTS .......................................................................................................................... 31 A.9 PROGRAMME 9: INFORMATION SECURITY ................................................................................... 32 A.9.1 AIMS AND OBJECTIVES ................................................................................................................... 32 A.10 PROGRAMME 10: DOCUMENT AND RECORDS MANAGEMENT ....................................................... 33 A.10.1 AIMS AND OBJECTIVES ................................................................................................................. 33 A.10.2 SUMMARY COSTS ....................................................................................................................... 33 A.11 PROGRAMME 11: SUPPORTING AND IMPROVING SERVICE DELIVERY ............................................... 34 A.11.1 AIMS AND OBJECTIVES ................................................................................................................. 34 A.11.2 SUMMARY COSTS ....................................................................................................................... 34 A.12 PROGRAMME 12: COMMUNICATION AND COLLABORATION .......................................................... 35 A.12.1 AIMS AND OBJECTIVES ................................................................................................................. 35 A.12.2 SUMMARY COSTS ....................................................................................................................... 35

APPENDIX B TECHNICAL STANDARDS .................................................................................... 36

B.1 DESKTOP STANDARDS ARCHITECTURE – SEPTEMBER 2010 .............................................................. 36

APPENDIX C CORPORATE BUSINESS SYSTEMS, OWNERS AND SERVICE SUPPLIERS .................. 38

C.1 CORE CORPORATE BUSINESS SYSTEMS ........................................................................................ 38 C.2 SMALL SYSTEMS .................................................................................................................... 39 C.3 OTHER SMALL/SATELLITE SYSTEMS ............................................................................................ 41 C.4 OTHER CORPORATE SYSTEMS AND PLATFORMS ............................................................................ 42

APPENDIX D GLOSSARY ......................................................................................................... 43


1 Vision “Our vision is to provide ‘customer focused’ Information and Communication Technology (ICT) services that are aligned to the business needs of the University (teaching, learning, research and administration) and which provide a secure working environment. These services and facilities will be contemporary, comprehensive, effective, and efficient and developed in response to student and staff needs, thus enabling the University to deliver effectively in teaching and learning; research and knowledge transfer; and administration.”


2 Executive Summary “Technology does not run an enterprise, relationships do” (Patricia Fripp) Relationships between Information Technology (IT) and the people within an organization, IT staff and the users of their systems must be managed with care and attention if successful deployment of IT is to be achieved. IT history is awash with unsuccessful projects yet it is a powerful business enabler when harnessed and deployed effectively. A key aim of this Strategy is to achieve success by developing and strengthening people relationships; a clear focus on our business requirements will be the aim of the Strategy. Key institutional drivers for the University’s on-going investment in Information Technology are:

a) To support the University in the achievement of its corporate objectives in Teaching and Learning, Research and Innovation, and Business Administration; and

b) To ensure any investment results in sustainable IT Infrastructure and Services, in that they are efficient, effective and green.

The ability to effectively manage information resides at the heart of a successful University whose everyday activities involve “generating, searching, analyzing, sharing and applying knowledge”. To deliver the Strategy, a review of staff skills and competencies will be necessary. This will be particularly important where new or complex technology is being introduced to ensure a quality shift in the processes around IT deployment and management. A fundamental premise of the Strategy is that the full support and engagement of staff must be achieved; technology alone will not secure our strategic aspirations. The management of information must be achieved securely to properly protect the University’s interests and ensure legislative and regulatory compliance. The adoption of responsive business process automation technologies will provide significant gains in efficiency. This is particularly pertinent in times of financial uncertainty and competitiveness within a rapidly changing tertiary education sector. The five key themes upon which the Strategy is based are:

a) Support for academic areas aligned to Teaching and Learning, Research and Knowledge Transfer strategies, for both staff and students;

b) Support for the core administrative activities within Academic and Administrative Departments;

c) Service commitment within clearly defined performance indicators, the creation of dedicated support teams and a Service Desk culture;


d) Adoption of a “lean” approach to ensure cost effective implementation strategies and addressing carbon reduction targets; and

e) Information and network security and legislative compliance.

The current state of IT provision, including the devolved nature of IT systems, with local hardware provision resulting in wasteful expenditure; proliferation of IT technical support; and increased business risk due to single points of failure, non-standardization of systems and processes, is in need of significant rationalization. The Strategy is to be achieved through a series of 12 implementation programmes (collection of projects), with published work plans (initiatives). Where work plans require significant effort, they will be assigned to dedicated projects (discrete activity) within the programmes so that the benefits of similar initiatives can be easily attributed and managed. These initiatives address a number of the key themes; and where there are dependencies between initiatives, these are highlighted. Detailed considerations regarding the most effective and efficient systems and technologies appropriate to our needs will be an integral element of projects, they are not a “strategic level” issue.

The list of programmes and the capital forecast outlined below:

2010/11 2011/12 2012/13 2013/14 2014/15 PG1: Supporting Teaching and Learning

PG2: Teaching and Learning Systems

PG3: Supporting Research PG4: Core Infrastructure Development

PG5: Data Centre Replacement and Consolidation1

PG6: Information Systems and BI

PG7: Providing a Secure Managed Staff Desktop

PG8: Enhanced Student Desktop Computing

PG9: Information Security PG10: Document and Records Management

PG11: Supporting and Improving Service Delivery

PG12: Communication and Collaboration

Total

Figure 1: Strategy Programmes and Capital Expenditure Forecast

1 Data Centre replacement project will be a separate capital submission (estimated £1.6m)


These work plans will be reviewed annually and will reflect the need to maintain and develop existing systems and services, while at the same time introducing new services as business requirements change. It should be noted that these are cost estimates. It is recognised that historically the budget has been £1.8 million per annum. With the current financial pressures this may need to be revised and considerable prioritization of the work plans put in place.


3 Key Institutional Drivers Fundamental to the activities of the University is its ability to deliver effectively on the goals articulated within its Corporate Plan, its Teaching and Learning and its and Research Strategies and the Carbon Management Plan. We must remain competitive within a local, national and international market; provide an attractive environment within which to conduct research, teaching and learning. IT must be harnessed and capitalised on, in order to help deliver our corporate goals. Central to the delivery of a successful IT Strategy is the capacity to store and retain our information needs within scalable, secure and resilient technology architectures. Furthermore, decision-making is hampered by the lack of appropriate management information. These are some of the significant issues that were identified by KPMG in their Internal Audit Review of IT. Our investment must result in a sustainable IT Infrastructure and associated services to the whole University community; they need to be “fit for purpose”; efficient, effective and green. The reasons associated with the current devolved state of provision are understood, however a consequence of the situation is that current business processes are likely to be sub-optimal in terms of efficiency, effectiveness and the quality and consistency of the staff and student experience. Furthermore, competitiveness in the sector demands a new IT support service that is readily adaptable to changes in for example, how students learn, the type and range of courses offered and associated administrative requirements. A priority output of the Strategy’s work plan is the provision of secure central storage facilities for data which staff and students will be able to access in a location and technology independent manner; mobility and accessibility considerations are important in today’s “any time any place” culture. The University will adopt common processes, systems and information to manage all aspects of its core business and it will do so by adhering to standards established for hardware, software and operating systems. Accessible services, for example, acknowledging mobile IT, and secure and remote access technologies to key applications and resources are needed. Collaborative working, shared and controlled access based on agreed levels of security will be the norm.


4 Introduction, Issues and Themes, Dependencies

4.1 Introduction

The strategy outlines the planned direction of ICT development for the five-year period from 2010/11 to 2014/15. An annual review of associated work plans will provide an opportunity to re-prioritize activities, to review expenditure profiles and to ensure the agility of the Strategy in addressing evolving business requirements. A governance structure is in place (Section 5.3) to ensure oversight of the Strategy’s implementation. This strategy recognises two layers or levels of systems. The first is at local level, where specialised systems and applications are deployed to meet the direct needs of the academic and researcher. It is not the intention or purpose of the strategy to address or manage these, but an environment (secure network, supporting services) will be provided to help support them. Information assets in this environment will be of an OPEN nature, with the managerial responsibility will be independent of the central IT service. The second layer is the adoption of a secure, standard based managed desktop environment (based on both thick and thin clients), including common productivity software, such as Microsoft Office and a secure enterprise environment with centrally managed secure storage for the provision of all corporate information systems. Information assets within this environment will be of a PROTECT and CONTROL nature. A capability to access this layer from within the first via managed gateway accommodates the duality of roles and responsibilities of academic staff. This two-layer approach offers flexibility, security and the capacity to harmoniously address the academic and administrative needs of all staff. In considering the approach to implementation of the Strategy, we recognise:

• Issues: aspects of University IT in need of review, change and development;

• Themes: key headings capturing what needs to be done and how it will be achieved; and

• Dependencies: the need to ensure “business as usual” and to acknowledge that the majority of user-orientated services depend upon many elements which are inter-dependent where changes in one can impact upon other services.

There is a need to address issues including:

• Staffing: review IT support structures and ensure skill sets are aligned to the developmental requirements of the Strategy, and wider University;

• Technology: ensure we are committed to making more efficient use of IT equipment and to significantly reducing its carbon footprint; and


• Audit recommendations: where the Strategy incorporates plans to address outstanding issues associated with information security and maturity in project management, software development and change control.

Staffing requirements include:

• The widespread adoption of the ITIL service management framework as an enabler of improved service quality management;

• Routine adoption of suitable project management techniques using the University’s PMLite guidelines, which is a set of project management templates and guidelines based on PRINCE2;

• Use of methodologies to govern the software development lifecycle, e.g. CMMI; and

• Reviewing existing University IT resources and skill sets to align these to priority strategic activities and to re-skill staff in modern technologies.

Technology requirements include:

• Continued development of digital network services, especially to improve wireless bandwidth and to accommodate increasing demands for access from a mobile-enabled user community; students and staff;

• A consolidation of disparate hardware systems and the replacement of “carbon hungry” technologies with centrally located energy efficient systems; this will include increased network zoning;

• Developing virtualised servers and services that can accommodate specialist requirements of devolved IT communities within the University - in particular research communities;

• Introduction of a centralised “follow me” print, scan and copy service whereby the cost of operating an extensive fleet of personal and departmental printers will be saved by introducing versatile “multi-functional” devices;

• The reduction of paper production and filing activities associated with administration of University committees, by centrally storing secure copies of papers which may be downloaded wirelessly during the conduct of meetings; and

• The ability of technology to contribute to the University’s sustainability programme, for example through IT projects that contribute to the Carbon Reduction Plan managed by Physical Resources.

Audit-related requirements include:

• Information security whether in terms of account management, security of servers, especially those not managed centrally, document management


practices and provision of secure centrally-managed file space with associated secure access routes for location-independent access; and

• Standardised processes for project management, software development and change management.

The Executive Summary highlights five themes that are closely associated with the stated business drivers, namely:

a) To support the University in the achievement of its corporate objectives in Teaching and Learning, Research and Innovation, and Business Administration; and

b) To ensure any investment results in sustainable IT Infrastructure and Services, in that they are efficient, effective and green.

Figure 1 illustrates the high-level dependencies across the range of technologies associated with the Strategy. The underlying infrastructure (data centre, network and storage area networks) is critical to the support of a wide range of services including corporate databases, servers associated with key business applications including human resources, finance, student enrolment, e-mail for staff, the Portal, the VLE and Library systems.

Figure 1 – High Level Enterprise Architecture


4.2 Issues and Themes

4.2.1 Academic Support

Support for the Teaching and Learning and Research Strategies is essential, with this Strategy taking account of:

• The continual need to review the relationship between curriculum and course design, and supporting technologies and services;

• Information requirements associated with, for example, provision of information to prospective students; the National Student Survey and accessibility to information for quality assurance purposes;

• The criticality of the VLE in the life of all students as is a fit for purpose e-communications environment;

• “Maintaining and updating” of classroom-base ICT in support of pedagogy;

• Providing student desktop technology in Learning Resource Centres and other locations, including assistive technologies and other enterprise desktop applications for teaching and learning;

• The introduction of video lecture capture and playback technologies;

• Providing “anytime anywhere” access to digital content as the University operates on a global scale through its distance learning provision; and

• Security of research data and need for collaborative working.

Other relevant support systems include i) Banner Student system; ii) Talis Library system; and iii) the portal. The Strategy will ensure that these systems are seamlessly integrated, with the adoption of suitable utilities in support of e-communications where competing technologies exist (e-mail, messaging, calendaring for example) and that a “one-stop-shop” solution for administrative support is provided via the Service Desk with the portal being the central “shop window” for accessing such services.

Research requirements include: i) the development of the e-Repository; and ii) further work to create a secure environment within which to store and manipulate data, and which permits secure document sharing with external parties.

4.2.2 Administrative Support

Maintaining, updating and where necessary, replacing of enterprise administrative information systems encompassing academic and management systems, is essential to maintain the efficiency and effectiveness of our business processes. This will be undertaken on a cyclical basis with each system being prioritised within available resources. References to secure access, to centralised file space and other aspects of IT security particularly apply to administrative services. Strategic considerations include:

• Making more systems available via the University Portal;


• Centralised storage and archival solutions and Document and Records Management facilities in support of a records retention and disposal policy; and

• Introduction of a fully managed desktop to provide a higher degree of security, standardization of enterprise desktop applications and cost-effective support. In particular we need to ensure that our sensitive information (PROTECT/CONTROL) will only be accessible and manipulated using secure access from our enterprise systems.

4.2.3 Service Commitment

A strategic commitment to place users’ needs centre-stage mandates, for example: i) increased training and support opportunities; and ii) an improved service desk.

The implementation of the Strategy will see Information Services Directorate:

• Align its processes with industry best practice models; in particular ITIL;

• Support University-wide implementation of these same business practices;

• Increased delivery of suitable and timely user training as a driver to ensure widespread embracing and adoption of new technologies;

• An integrated approach towards IT training, ensuring that the competencies necessary for curriculum delivery are addressed as part of the curriculum design process;

• The Service Desk to act as a “single contact point” for all IT-related enquiries; additionally user knowledge gained from Service Desk queries, used to inform training and the production of a range of “self-help” resources; and

• Provide a Service Catalogue to detail the services it will deliver (or not deliver) and advise on the service quality levels the user should expect.

4.2.4 Lean

The “lean” concept is associated with leveraging optimum benefits from resources, whether human or technological. A “lean” methodology strives to eliminate “waste” through identifying and removing, for example, duplicity of effort and resources; redundant and unnecessary stages in business processes and “doing more with less” in an effort to secure cost saving and efficiency gains in our ICT facilities and services.

Aspects of a “lean” approach encompassed in the Strategy are around a “green computing” thrust to reduce the University’s carbon footprint and support the concept of a sustainable University, by:

• Reducing the number of servers by implementing further virtualization projects; by introducing new energy-efficient server technologies and consolidating disparate data centres into specialist centrally-managed spaces;


• Smarter management of desktop computers and the introduction of thin client terminals to reduce power consumption throughout our physical estate and increase manageability; and

• Promoting a cultural change from using printed documents to accessing and using digital content. This will include the introduction of Multi-Functional Devices, “follow me printing and scanning” and the use of portable technology and realization of paperless meetings.

Standardization and rationalization of our infrastructure (hardware and core enterprise software) will introduce common technologies and tools and enable a smaller set of technologies to be better managed.

4.2.5 Information Security

The security of information was a major area of concern voiced in the audit reports. Information security resides at the heart of our IT systems, hence i) secure access methods, ii) improved centralization of data, iii) access control and iv) classification systems are some of the associated objectives to address this specific issue. The key will be to protect university owned and managed information.

A sustainable University business is heavily dependent on information and on information technology. Confidentiality, integrity and availability of authentic information are vital. Drivers for secure information and information technology include i) legislation (Data Protection Act, Human Tissue Act etc.); ii) organizational efficiency and effectiveness; and iii) our reputation as a publically funded body. The University is moving towards providing:

• Secure centralised storage;

• Secure centralised authentication and identity systems (based around Microsoft’s Active Directory). Additionally EDUROAM will be examined to support the mobility of researchers across other EDUROAM institutions;

• The use of thin client technology for access; and

• A secure remote access system allowing staff location-independent access to secure information resources as well as addressing a business continuity requirement.

By creating a “zoned” digital network and by deploying our core enterprise systems through a thin client technology on the desktop, it will be possible to permit academic and research staff to operate in an “open” environment from which secure business information can be accessed with reduced risk. Any deviation from central IT policies will be in the understanding that full responsibility for information and hardware security resides with the manager of the organizational unit.


4.3 Dependencies

Critical to the success of the Strategy are: i) a strong, widespread commitment by staff to the adoption of new working practices, whether for management of research data or related to curriculum design and delivery; ii) ongoing staff training, development and awareness raising regarding the capabilities of new technologies; iii) an emphasis of the maintenance and development of the University’s IT infrastructure (networks and enterprise servers); and iv) a capability to respond to external pressures facilitated by annual activity reviews and prioritization. The proposed suite of activities associated with the implementation of the Strategy has been articulated as a series of programmes as illustrated in Figure 2.

Figure 2: Programme Structure and Technological Dependencies

The figure highlights technological and non-technological inter-dependencies between the main families of programmes of activity; it serves to illustrate key development areas and the notion of inter-dependencies between these. As an example, the continuance and development of a resilient high bandwidth digital network and secure central file storage (PG4) necessitate the availability of modern secure data centres and a “rationalization and consolidation” of many disparate servers (PG5). Programmes PG7 and PG8 include the phased deployment of a “managed desktop” architecture where the technology is relevant to the needs of the user community. Data security, user support, training and development and a modernised service desk are programmes (PG9 and PG11) to encapsulate the key non-technological activities.


5 Evolving and Developing the Strategy

5.1 Introduction

Each set of initiatives (projects) is grouped under an overarching programme so that the benefits of like initiatives can be easily attributed and managed. A more detailed work plan, being developed in parallel with this Strategy, provides detail on each project, will be used to develop initial project documentation as each initiative enters the work stream. Many of the initiatives address one or more of the Strategy’s key themes. The need for “business as usual” is reflected in those initiatives included to “maintain” and “develop” infrastructure, including digital network, central server farm and file storage. Effective management of each project within the governance framework already outlined is considered to be a “best practice” approach to the delivery of the Strategy in terms of introducing change, addressing new business requirements and seeking “value for money” across the University’s IT services. More detailed information on each of the programmes in included in Appendix A.

Programme Page 1: Supporting Teaching and learning 21 2: Teaching and Learning Systems 22 3: Supporting Research 24 4: Core Infrastructure Development 25 5: Data Centre Replacement and Consolidation 26 6: Information Systems and Business Intelligence 27 7: Managed Staff Desktop 29 8: Enhanced Student Desktop 31 9: Information Security 32 10: Document and Records Management 33 11: Supporting and Improving Service Delivery 34 12: Communication and Collaboration 35

5.2 Evolving the Strategy

A series of high-level goals were previously provided and approved by the University’s Senior Management Group and Audit Committee (Autumn 2010). This document is a five-year Strategy, incorporating programmes to deliver its objectives. A more detailed work plan, incorporating individual projects within each programme of work, is being developed in parallel with this document.

5.3 Governance Structures

The Library, Information and Student Administrative Services Committee (LISASC) along with the Chief Finance and Information Officer have the primary responsibility for the prioritization of the work plan emerging from the Strategy, in


line with resources available. LISASC, Senate and Resources Committee will receive updates on the progress of the implementation of the Strategy. Supporting the work of LISASC is the Emerging Technologies Sub-Committee (ETSC), comprising representatives of both the teaching and learning and research communities. The role of the ETSC is to ensure that the IT Strategy is fully supported and that it continues to meet the changing needs of the constituencies it represents. ETSC will contribute to the annual review of the work plans and their views will be presented to the LISASC. In particular, the ETSC will ensure that it continues to be informed by and is capable of meeting the needs of the academic community. The adoption of new technology will follow a clearly articulated business need linked to the relevant Teaching & Learning and Research strategies of the University.

5.4 Annual Review and Work Plans

The Strategy will be comprehensively reviewed in 2014/2015, however its work plans will be reviewed annually and re-prioritization of work programmes will be implemented where there is a business imperative to do so. Each year LISASC will communicate with Deans and Heads of Administrative and Research Departments to solicit their opinion on priorities. Guided by ETSC, LISASC will review responses against the existing work plans and present its revised statement to Resources Committee for approval. It is essential, for business continuity reasons, that work plans reflect the need to maintain and update existing systems, and also introduce new services. The annual work plan will be published so that the wider University community is aware of planned work in the incoming year. The work plans will present a series of SMART (Specific, Measurable, Attainable, Realistic and Timely) objectives, so that the plans and service delivery can be monitored and evaluated.

5.5 IT Structures

As already indicated, the University operates a highly de-centralised IT facilities and support model. A central recommendation of this Strategy is to undertake a review of the present model and to do so in a way that makes recommendations that support the principles of a “lean” approach and which aids in the effective University-wide implementation of standards and best practices. Support structures within the Information Services Directorate will be part of the recommended review as the need to be able to deliver “on time” and “within budget” are key principles associated with effective project management. Business drivers are frequently time-bound and the associated IT requirements must be capable of being delivered within a time frame consistent with business needs.


Clearly defined support teams for administrative, research and teaching staff and for students, local and “distance learners”, must be provided to support a central IT service desk as an integral element of the implementation of the Strategy.

5.6 Skills Development

The pace of change of technology coupled with a requirement for timely delivery of updated and new services indicated a need to ensure a match between current and future IT skills and competencies of the IT staff. Each work programme will involve a portfolio of skill sets that must be identified at the outset and where deficiencies exist, these must be incorporated as a cost item within the overall project plan. Where a “fast to service” approach can be assisted by procuring external expertise, then the University will ensure that this approach is implemented and with its internal staff gaining new skills in the process. A commensurate requirement exists for end-user IT skills and competencies. In conjunction with suppliers, the Staff Development Unit and the Centre for Higher Education Practice (CHEP), each new development will ensure the inclusion of appropriate skills refreshes, alongside an updating of service desk personnel and associated information and “self-help” resources. A responsibility resides with all users to proactively engage in re-skilling and re-training programmes.


6 Conclusion “The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency”. (Bill Gates) This Strategy will see the effective alignment of IT delivery over the period (2010/11 – 2014/15) to ensure it supports the evolving business needs of the University in respect of teaching and learning, research and administrative requirements. The key issues and challenges (staffing, technology and audit requirements) have been highlighted and a series of programmes have been developed to address these. The introduction of business process automation technologies to support more online processes and workflow processes, will allow significant gains in efficiency supporting our business processes. This is particularly important in times of financial uncertainty. An effective governance structure is in place to support the implementation and provide oversight of the Strategy. Work plans will be reviewed and published annually; in particular, the Emerging Technologies Sub-Committee will be responsible for ensuring that:

a) the requirements of the academic community (teaching and research) are known and articulated;

b) prioritization of work packages, subject to competing financial considerations, ensures the timely delivery of the most business-critical requirements; and

c) the community is kept informed of the Strategy, work plans and progress.

Successful implementation of the Strategy will be heavily dependent on the ability to secure the ongoing commitment of staff in ensuring that the business benefits of investment are fully realised.


Appendix A - Programmes

Programme Page 1: Supporting Teaching and learning 21 2: Teaching and Learning Systems 22 3: Supporting Research 24 4: Core Infrastructure Development 25 5: Data Centre Replacement and Consolidation 26 6: Information Systems and Business Intelligence 27 7: Managed Staff Desktop 29 8: Enhanced Student Desktop 31 9: Information Security 32 10: Document and Records Management 33 11: Supporting and Improving Service Delivery 34 12: Communication and Collaboration 35


A.1 Programme 1: Supporting Teaching and Learning

A.1.1 Aims and Objectives

This strategy encompasses those academic support functions that relate to i) centrally-managed spaces whether in classrooms, IT laboratories or Learning Resource Centres (LRCs); ii) evolving curriculum designs (credit and non-credit bearing) and associated ICT requirements whether technological or supporting administrative requirements. Our aim is to have a strong commitment from academic staff and students to the use of ICT across our wide and changing portfolio of learning opportunities. Activities relevant to this programme include:

a) Enhancing the experience for all learners through promotional events, student induction programmes and a suitable “self-help” support service in addition to the current LRC-based support desks;

b) Maintaining, updating and deploying suitable new ICT within centrally-managed physical spaces, based on recommendations made by the Emerging Technologies Sub-Committee to the annual work package and budget planning processes. A lecture capture service is anticipated as an early deliverable of the strategy;

c) A media streaming service to support REF requirements to store and disseminate non-textual (graphics and moving imagery and possibly audio) content; technology is also relevant to taught course programmes;

d) Working with curriculum design teams to identify information, training and other ICT programmes relevant to the continuing professional development of teaching staff; and

e) Continuance of projects to evaluate and then introduce new technologies in support of learning and teaching.

A.1.2 Summary Costs 2010/11 2011/12 2012/13 2013/14 2014/15

STL1 Lecture Capture Service

STL2 Media Streaming Service

STL3 “New Technology” Projects

STL4 Training and Awareness Activity

Total


A.2 Programme 2: Teaching and Learning Systems


One of the University’s Teaching and Learning Strategy’s objectives is “To progressively embed technology into learning and teaching spaces through the adoption of mobile, connected, support and visual and interactive learning”. This programme will support the technological underpinning to enable realization of these aspects of the Teaching and Learning Strategy. In particular the programme will:

a) Deliver a VLE providing tools and services that fully support the

University’s core activities of teaching and learning. The VLE is currently migrating from WebCT to Blackboard Learn 9.x and the programme will also see incremental growth in both processing power and storage to meet increasing demands and needs. Also in this activity are the support and development of third party applications that enhance the VLE’s range of services;

b) Deliver a Library Management and Catalogue System that is updated as new releases of software are made available. New features will be introduced and in particular the introduction of e-payments for library fines and more advanced integration with both the Portal and VLE;

c) Introduce an Electronic Resources management System within the Library to manage the growing amount of electronic resources – journal and bibliographical databases - through their lifecycle. These resources now form a major part of the library materials budget.

d) Ensure that PDP and other supporting teaching and learning systems are developed and resourced in line with the requirements of the Teaching and learning strategy; and

e) Ensure that the portal continues to be main delivery vehicle for all student related information and systems. In particular the close integration with all our web-based systems with the portal will be key. A refresh of the portal is envisaged, first to a more standardised uPortal environment and eventually to a Microsoft SharePoint environment.

We also need to ensure that the associated hardware, network and other support services underpinning these services are fully invested in and supported. Critical to the long-term running and management of these systems will be closer and real-time integration with our Student Record system as a responsive approach to a changing tertiary education landscape. Central to this “responsiveness” factor is an awareness of the need to also refine existing processes to yield better-integrated and agile solutions (identity and access management systems that support all students’ needs for access to IT, eLearning, eResources etc). A rationalization of common utilities associated with email and calendaring services, provided by the VLE, PDS, Portal and Live@EDU will need to be considered to establish a common set of communication tools for students.


A.2.2 Summary Costs 2010/11 2011/12 2012/13 2013/14 2014/15

TLS1 VLE Development TLS2 Library Management System

and Catalogue

TLS3 Electronic Resource Management

TLS4 Federated/Discovery search service (e-resources)

Total


A.3 Programme 3: Supporting Research


The programme will ensure that we have the appropriate systems and support mechanisms to support the management of research and researchers to allow the Universities Research and Knowledge Transfer strategies to be realised. Three key activities will be addressed:

a) The first will be to ensure that legacy in-house developed information systems are reviewed and where appropriate replaced with appropriate commercial systems ensuring they are fully integrated into our Information Systems and Business Intelligence environments;

b) Secondly we will continue to develop and support, the University’s Information Repository to ensure that it meets its needs to deliver on the Research Strategy and in particular the needs of the Research Excellence Framework (REF); and

c) Finally, the storage needs of researchers will be addressed. This will ensure that there is secure, centralised storage available for research institutes. Additionally an extranet collaboration and secure ad hoc file exchange service (“dropbox” type service) will be developed to enable the secure collaboration of documents and content with other researchers.

We will also need to ensure that the IT development and support needs of externally funded research are accurately costed in grant applications to enable key services to be supported and developed in line with research requirements. Support for researchers will be by a dedicated team, established to meet their IT requirements identified above.

A.3.2 Summary Costs 2010/11 2011/12 2012/13 2013/14 2014/15

RES1 Research Information Systems

RES2 Ulster Institional Repository RES3 Research Data and Document

Storage

RES4 Extranet collaboration and Secure Ad Hoc File Exchange

Total


A.4 Programme 4: Core Infrastructure Development


This programme supports the continued delivery and quality of the University’s business critical infrastructure facilities, comprising:

a) wired and wireless campus-wide data networks, currently providing 10,000+ connections;

b) high-performance central processors, comprising 300+ real and virtual servers; and

c) high-availability data storage systems, providing 90 terabytes of space and growing.

These facilities and the information systems they support, underpin virtually all of the University’s teaching, research, and business processes, and their continued reliability and performance is paramount. This programme will deliver against the following key themes:

a) Availability and Resilience – the avoidance of service failure by the design and continued investment in resilient technologies; consideration will be given for cloud services to support this;

b) Capacity and Performance – the monitoring and timely enhancement of networks, enterprise storage systems, and enterprise servers, in order to avoid degradation of service; and

c) Security – the protection of the network and the services connected to it, from internal and external threats.

We will ensure that key systems performance is continually reviewed and upgraded to meet increased demand and resilience requirements, and that legacy systems are replaced before reaching end-of-life support status.

A.4.2 Summary Costs 2010/11 2011/12 2012/13 2013/14 2014/15

CID1 Wireless Networks CID2 Campus Networks CID3 Inter-campus Wide Area

Network

CID4 Systems and Network Security

CID5 Enterprise Data Storage CID6 Enterprise Server Provision

and Rationalisation

Total


A.5 Programme 5: Data Centre Replacement and Consolidation


Data Centre facilities are fundamental to the secure and resilient delivery of information services, providing controlled environments for hosting the University’s servers and data storage systems valued at several million pounds. Over the last 30 years, various computer rooms have been commissioned at different locations, both centrally in ISD and in Faculties, leading to the following issues which this strategy will address:

a) The University’s data centre environments are based on out-dated environmental control and power supply systems, leading to inefficiencies and additional operational costs;

b) The operation of multiple data centres in itself is considered to be highly inefficient; and

c) The two largest data centres, managed by ISD, are now close to physical, environmental, and electrical capacity, and cannot host additional server facilities in support of new services.

This programme will ensure that the University maintains and develops its strategic Data Centre provision, with sufficient capacity and flexibility to deliver a secure hosting environment for future central and departmental requirements, in line with the following themes:

a) Lean – the reduction in the number of data centre facilities, achieving gains in operational costs through consolidation;

b) Resilience and Security – the replacement of legacy stand-alone facilities with state of the art, resilient technologies in a purpose built environment, and the re-validation of a second existing facility for use as a Disaster Recovery site;

c) Green – the introduction of the latest environment-friendly carbon-reduction techniques for efficient power usage, air cooling, and heat recovery/re-use;

d) Capacity and Performance – data centre and engineering design will be based on a flexible modular approach, thus enabling the cost-effective expansion of hosting capacity as and when required by the University; and

e) Shared Services – enabling the future ability, if desired, to provide commercial ICT hosting services to/from other organisations in line with political and governmental initiatives.

A.5.2 Summary Costs 2010/11 2011/12 2012/13 2013/14 2014/15

DCC1 New Data Centre DCC2 Consolidation DCC3 Disaster Recovery Total


A.6 Programme 6: Information Systems and Business Intelligence


With the increased financial pressures and the difficult operating environment within higher education the ability for the University to leverage its key information systems will become critically important. This programme will see the continued development on our key enterprise systems in line with best practice and to ensure that each system is upgraded to remain within supplier support. The programme will address:

a) Banner: the upgrades from Banner V7 to V8 in April 2011, the introduction of Banner Evolution in 2012 and Project Horizon in 2013. These will see new technologies, streamlined processes and increased support. Additionally a series of process improvements and further exploitation of Banner will be planned, such as development of external examiners functionality and online boards of examiners;

b) Finance: replacing our current finance system with a new best-of-breed system from Advanced Business Solutions in 2011/12. Continued reporting and BI dashboards will be developed in this area;

c) HR: continued developments in e-recruitment, forecasting, development of reporting and introduction of more staff self-service applications;

d) BI: We will continue to invest in Cognos as a key information and business intelligence tool and in particular look at the introduction and development of corporate dashboards to allow for improved business decision-making; and

e) A range of other supported small systems will continue to be supported and developed on a standardised platform. There is a critical need to introduce a managed hosted service, so that each of these systems is managed in a secure environment. Of critical importance will be, the exploitation of data within these systems for corporate, strategic purposes, such as timetabling information to support financial modeling.

A standardised environment and common set of applications is outlined in Appendix B. Training will be a key theme to ensure that we achieve the returns on investment in these applications areas when new and updated functionality is introduced. A list of current key systems is included in Appendix C.


A.6.2 Summary Costs 2010/11 2011/12 2012/13 2013/14 2014/15

IS1 Student Record Information Systems

IS2 Financial Systems IS3 HR/Payroll Systems IS4 Other Systems

(Small+Satellite)

IS5 Business Intelligence IS6 Small Systems

Hosting Environment

IS7 Corporate Database Infrastructure

IS8 Web Application and Hosting

IS9 Corporate Website Total


A.7 Programme 7: Managed Staff Desktop


The University operates a large population of desktop computers to deliver personal productivity applications and provide access to University and external Information Systems and Resources. The challenge to the University is to:

a) To facilitate academic research which often requires high levels of flexibility of software configuration and access to research grade, alpha and beta software applications and operating systems without creating inappropriate risks for others desktop services;

b) To provide desktop services in a timely, cost effective and flexible manner commensurate with the, often, changing organizational landscape and imperatives; and

c) To provide value for money by supplying the level of functionality required at the lowest Total Cost of Ownership (TCO);

d) To manage the desktops and services so as to maintain the required levels of information security (Confidentiality, Integrity and Availability);

e) To contribute to on-going business continuity by delivering high availability of desktop services;

f) To contribute to the University’s Carbon Reduction plans and targets;

g) Achieve legislative compliance (Copyright (Software Licensing), IPR, Data Protection Act etc);

The current strategy for the delivery of Secure Desktop Computing for staff is three-fold:

a) Virtualised Desktop Computing (Thin Client);

b) Centrally Managed Desktop PCs (Managed Fat Client); and

c) Gateway “Thin Client” services. It is acknowledged that not all staff desktop PCs can be either virtualised or centrally managed. For the remaining desktop PC population that is independently managed, access to secure computing services will be delivered by a gateway access to the Virtual Desktop service. The service will be available from the University’s internal networks and via remote access.

This programme is dependent upon the “Network Zoning” project to achieve the establishment of secure network zones within the University to host the University’s secure Information systems, Virtual Desktop Services, Centrally Managed Desktops and secure shared storage.


A.7.2 Summary Costs 2010/11 2011/12 2012/13 2013/14 2014/15

SDC1 Thin Client selection and implementation – Phase I

SDC2 Hardware Refresh SDC3 Managed Desktop

Services

SDC4 Remote Access – Virtual Desktop Gateway services

SDC5 Thin Client selection and implementation – Phase II

SDC6 Thin Client selection and implementation – Phase III

Total


A.8 Programme 8: Enhanced Student Desktop


The present objective is to continue to provide managed desktops supporting a portfolio of general student productivity applications (Microsoft Office suite, malware product, e-mail and web browser) with hardware currently refreshed after five years of service (seven years for display devices). Assistive Technology applications will be available on specific hardware within LRCs on each campus, with more generalist applications available within IT laboratories, for example, magnification applications. Over the lifespan of the Strategy it is anticipated that, in the first instance, LRC services will migrate to a “thin” technology, followed by “classroom” systems and possibly laboratory systems in some locations. This technological development must be kept under review as, for example, the “mobile” generation of students expects to use personal devices to access software and information. A response to this expectation may require the University to radically rethink the role of University-owned student systems; for example, the new implementation of the VLE already demonstrates the importance of “mobile” device readiness. Additionally, consideration will be given to the further exploitation of Live@EDU and other cloud-based services. Activities associated with this programme include an annual:

a) Review of hosted Faculty applications;

b) Hardware and core software refreshes as necessary;

c) Review utilization of IT laboratories with decommissioning of under-used areas; and

d) Physical surface cleaning of ICT equipment located in public areas.

A.8.2 Summary Costs 2010/11 2011/12 2012/13 2013/14 2014/15

ESD1 Hardware Refreshes2

ESD2 Microsoft Campus Licence

ESD3 Hardware Cleaning ESD4 Special Needs

Software

Total

2 Costs will need revision as they are based on “replacement cycle” data and need adjustment across financial year boundaries


A.9 Programme 9: Information Security


To maintain a sustainable University business, which is increasingly dependent on Information and Information Technology, requires that the confidentiality, integrity and availability of information is achieved. Along with its authenticity, accountability, non-repudiation and reliability, the drivers for secure Information and Information Technology are many and include: Legislation (Data Protection Act, Human Tissues Act etc); organizational efficiency and effectiveness as a publicly funded body; and the University’s reputation. It is the University’s strategic objective to significantly increase the security of the University’s Information and Information Technology in a cost-effective manner. The strategic approaches, which will be adopted, require a number of paradigm shifts in the approach to end-user computing provision, document and records management, and the commitment to Information Security. This is reflected in numerous of the IT strategy implementation programmes including: i) Managed Staff desktops PCs; ii) Document and Records storage and management; and iii) Security of Networks and Systems Infrastructure. Additionally, a programme of activity is required to implement and maintain a system of Information Security Management, compatible with ISO 27001, which will enable effective management of Information Security risks. The system of Information Security Management will focus on:

a) Establishing and maintaining an inventory of IT Systems;

b) Establishing and maintaining an Information Security Risk Register;

c) Formulation of appropriate Information Security Risk treatments; and

d) Raising end user awareness of Information Security Risks and University best practice with respect to Information Security Management.

A number of projects to analyze and assess the high priority Information Security risks arising from the Information Security Management activities identified above will take place. The analysis and assessment will not require Capital Expenditure. Risk treatments arising from the analysis and assessment may require capital expenditure in the future. This will be identified and accommodated as necessary within the annual refresh cycle of this strategy.


A.10 Programme 10: Document and Records Management


The business administration, Teaching and Learning and Research functions within the University face significant challenges with respect to their document resources. These challenges include:

a) Information Security (Confidentiality, Integrity and Availability);

b) Legislative compliance;

c) Effective use of document resources including Content re-use, document sharing, collaboration and dissemination;

d) Efficient use of resources where costs pertaining to document storage, document printing, and document access can be significantly reduced / minimised; and

e) The need to rationalise printing resources and the more effective and efficient use of Multi-Functional devices.

The introduction of a range of Document Management services detailed below, would achieve benefits to the organization across Business Administration, Research and Teaching and Learning, with respect to each of the challenges noted above. Additionally the requirements for an institutional Web Content Management System may best be met with a combined Document Management System and this will be examined. This programme has dependencies on the following project: Network Zoning.

A.10.2 Summary Costs 2010/11 2011/12 2012/13 2013/14 2014/15

DM1 File Share Service DM2 Document Management

System Service

DM3 Records Management System Service

DM4 Electronic Mail Archival DM5 Extranet collaboration

and secure ad hoc file exchange

DM6 Cross repository document search and retrieval

DM7 Print, Copy and Scan service

DM8 Paperless meetings Total


A.11 Programme 11: Supporting and Improving Service Delivery


IT service management encompasses a portfolio of activities designed to evidence a commitment to provide high-quality services that address identified business needs. “Services orientation” is the ultimate aim, with primary objectives to consolidate disparate IT support functions and to manage service delivery based on a documented framework of procedures, whether for software or service developments. To achieve these objectives a portfolio of project activity is envisaged:

a) Production of a service catalogue detailing facilities and services for which ISD is responsible; including service performance indicators;

b) Maturity assessment of current practices and production of documented processes; will include the adoption of “best practices”; improved user outcomes and experiences;

c) Consolidation of data associated with IT assets; hardware and software licences;

d) University-wide implementation of a new commercial service desk tool;

e) Improved approaches to applications development based upon the CMMI approach;

f) Improvements to project management practices using PMLite, our internally tailoured project management methodology based around the principles of “PRINCE2TM”best practices;

g) Consideration of how to develop and support users of IT; training and information needs; and

h) Devising and implementing appropriate methods for user consultations.

A.11.2 Summary Costs 2010/11 2011/12 2012/13 2013/14 2014/15

SISD1 New Service Desk Tool SISD2 CMMI Implementation SISD3 PMLite Total


A.12 Programme 12: Communication and Collaboration


This programme incorporates the themes “Unified Communications” (telephony, messaging and video services delivered digitally to the desktops or other appropriate device including mobile technologies), videoconferencing and data sharing. Its associated projects will deliver:

a) A new corporate videoconference infrastructure following “end of life” of the present technology;

b) Progressive refreshes and enhancements to associated “end point” provision in studios, committee space, teaching areas and to mobile services;

c) The introduction of a “lecture theatre” capability with associated storage and delivery to enhance current audio and video streaming services;

d) A “host and replay” facility for non-textual digital content relevant to the Research Excellence Framework (REF) and to curricula developments;

e) A replacement telephony service to replace ‘end of life’ equipment; and

f) Introduction of advanced communication tools, Instant Message, desktop audio and video and presence within a single unified client;

Business benefits accruing from the programme include:

a) Reduction in inter-campus travel especially associated with meetings;

b) Substantially improved access to lecture content for revision and distance learning purposes; and

c) Support for “widening access” initiatives via an improved integrated portfolio of digital communications tools available via the internet; group working with document sharing and a wide range of digital communications methods.

A.12.2 Summary Costs 2010/11 2011/12 2012/13 2013/14 2014/15

CC1 New Corporate Video Conference Infrastructure

CC2 Desktop Video Conferencing CC3 Replacement Telephony and

Unified Communications

Total


Appendix B Technical Standards

B.1 Desktop Standards Architecture – September 20103 Proposed

Configuration (Windows)

Proposed Configuration

(Macintosh OSX)


(Linux)4 Core Applications

Common Applications Office Productivity Web Browser(s)5

• Microsoft Office Professional Edition 2010

• Internet Explorer Version 8

• Adobe Reader 9.3 • SCCM client

• Microsoft Office 2008 for Mac

• Safari 4 Browser • Plugins and

utilities…Adobe Reader 9.3, Adobe SWF & FLV Player 3.8, QuickTime 7.6.5, Java for Mac OS X 10.5 Update 4

• Windows Media Player for Mac OS X 9.0

• OpenOffice.org 3.2 • Mozilla Firefox3.6 • Plugins and

utilities…Adobe Reader 9.3, Adobe Flash Player 10, Adobe Shockwave Player 11.5.6.606, QuickTime 7.6.5, Java RE Version 6 update 18

• Real Player 11 for Linux

• Filezilla 3.3.1 (FTP with SSH)

• Putty 0.60 (SSH and Telnet)

• Open SSH Student Systems6

(additions to “Common Applications”)7

• Microsoft Expression Web 3 (3.0.1762.0)

• SPSS v17 • Inspiration IE Version

8.0b • textHELP Read & Write

Version 8.1 • Zoomtext Magnifier

Version 8.1 • SCCM Client

• Firefox Browser Not recommended as student systems unless where a specific requirement exists

Administrative Staff Systems

(additions to “Common Applications”)8

• MS Access excluded from default configuration9

• MS Outlook 2010 • Oracle 8i (8.1.7.0.0)

Administrative Systems supported by ISD are Wintel-based only

Administrative Systems are Wintel-based only

3 These standards are proposed for implementation ahead of September 2010. Annually, in May, ISD will conduct a review of its student desktop service, hence this activity may revise some of the detail given

4 Unix systems are not supported by Information Services, however criteria for network connectivity must be met; refer to Service Desk for details

5 Plugins and utilities…Adobe Reader 9.3, Adobe Flash Player 10, Adobe Shockwave Player 11.5.6.606, QuickTime 7.6.5, Java RE Version 6 update 18

6 Subject to SITL annual review 7 Additional plugins and Utilities… Adobe Shockwave Version 11.5r600, FileOpenSystems Plugin for Adobe

Reader V2.05.874, Refworks Write-N-Cite Vers III Build(042508), Citrix ICA Client version 7.0.17534 8 Additional plugins and utilities for Administrative applications…Student Reports Menu, FMX, Integra Client,

Banner Access Web Link 9 In cases where it is mandatory to have the application approval must be obtained for its deployment



(Windows)


(Macintosh OSX)


(Linux)4 • Cognos Impromptu V6 • Oracle 6i (6.0.8.8.0) • SCCM Client

Security Considerations

Refer to ISD Service Desk for guidance on security requirements associated with Unix operating systems

Virus Protection • McAfee 8.7i (with ePO) • McAfee for

Macintosh

Firewall • Windows Defender

Data Encryption10 • Windows Firewall • Windows Defender

Workstation Image Protection

• Windows Group Policies or DeepFreeze Version 4.20.120.0613

Operating System11 Microsoft Windows 7 Enterprise 6.1

OS X Snowleopard

Hardware Specification Memory 4 Gb

Processor Type 1 GHz Core 2 Duo Processor Speed 3 GHz Hard Disk12 160 Gb SATA drive Energy Rating EStar 5

TPM Chip as standard on laptops or other devices that will host sensitive information necessitating an encryption standard

Memory13 4 Gb

Processor Type Core 2 Duo Processor Speed 2.4 GHz Hard Disk 250 Gb SATA drive Energy Rating EStar 5

EPEAT

Gold

Specification

determined by

application

requirements

10 To be identified by Information Assurance Working Group 11 Where appropriate, ISD will release a technical Data Sheet to define key configuration settings e.g. security

aspects of operating system as registry settings. A ‘standard’ configuration version will be made available for use University-wide

12 All administrative desktops deployed will have a partitioned local hard drive with a 10Gb allocation (virtual drive) dedicated to ‘local temporary storage’ with all business-critical files being required to be held on networked storage

13 No Standard deployment of Apple hardware. This specification relates to best installed by ICT Customer Services


Appendix C Corporate Business Systems, Owners and Service Suppliers

C.1 Core Corporate Business Systems

System Description Department System Manager/Contact System Owner Supplier

Business Intelligence

Cognos 8 BI Reporting System

(UNIX/Oracle)

Information Services Database and BI Manager Director of Information Services

IBM

Finance (Integra)

Integrated Finance System

(UNIX/Oracle)

Finance Finance Systems Manager CF&IO IB Solutions

HR & Payroll (AltaHR)

Human Resources and Payroll System

(UNIX/Oracle)

Human Resources/Finance

HR Systems Manager/ Pensions & Payroll Manager

Director of HR Birmingham University

Library Management System (Talis)

Talis Library Information System

(UNIX)

Information Services Systems Librarian Director of Information Services

Talis

Operational Data Store (Banner ODS)

Ad Hoc Reports

(UNIX/Oracle)

Information Services Database and BI Manager Director of Information Services

Sungard HE

SRIS (Banner Student)

Student Record Information System

(UNIX/Oracle)

Academic Registry / Finance

Student Admin Sys Man / Fees Accountant

Director of Student Administration / Director of Finance

Sungard HE

Institutional Repository

Ulster Research Institutional Repository

Research Office Research Information Systems Manager

PVC Research and Innovation

ePrints (University of Southampton)


C.2 Small Systems (Managed and supported by Information Services)


MICAD Energy Management System Physical Resources Head of Planning & Development (PRD)

Director of Physical Resources

MICAD

Traka Security Key Access System Physical Resources Head of Facilities Services Director of Physical Resources

Traka

In-house Diary Food Booking System Physical Resources Head of Catering Services Director of Physical Resources

In-house

Accommodation System (RS.Net)

Accommodation management system

(Windows/SQL Server)

Physical Resources Head of Accommodation Services


Occam Systems

CRM System CRM for Innovation Services Research and Innovation

Head of Innovation Services Director of Innovation

CRM System/NITEC

EDRMS Electronic Document Records Management System

(UNIX/Oracle)

VC’s Office Assistant Director (Applications)

Director of Information Services

OpenText

Exam Timetabling Academic Registry Exam Timetabling (Windows/bespoke DB)

Academic Registry Exams Officer Head of Academic Registry

Scientia

Nursing System Nursing Management System (Placements)


Faculty of Life and Health Sciences

Satellite and Small Systems Manager

Executive Assistant (Nursing)

ARC Technologies

Patents Management System for Patent Portfolios

Research and Innovation

Head of Innovation Services Director of Innovation

Inteuim C/S


Postal System Mail Accounting System Physical Resources Head of Planning & Development (PRD)


Neopost

Raisers Edge Alumni system


Alumni Satellite and Small Systems Manager

Alumni Relations Manager

Blackbaud

Time Management System

Time Recording Management System

Physical Resources Head of Planning & Development (PRD


TMS

Torex Leisure Management System

Sports Centre Management System Sports Development & Services

Sports Services Development Manager

Director of Sports Development & Services

Torex

Timetabling System (Syllabus Plus)

Class/Room Timetable System

(Windows/bespoke DB)

Physical Resources Timetabling Officer Director of Physical Resources

Scientia

Work Plan System for Direct Works Unit

Maintenance, Buildings and Estates Management System

Physical Resources Head of Planning & Development (PRD)


Q4ORA


C.3 Other Small/Satellite Systems (Managed outside of Information Services/Information Services role is supplying data feeds)

System Description Department System Manager/Contact System

Owner Supplier

E-Learning (WebCT)

Institutional E-Learning Environment

(UNIX/Oracle)

Access and Distributed Learning

Senior Systems Developer Director of Access and Distributed Learning

Blackboard

OPUS/PDS Placement System/Personal Development System

(UNIX/MySQL)

Careers Development Service

Systems Development Officer (Careers Development Service)

Head of Careers Development

Open Source/In-House Developed

Research Grants Research Grants System Research Office Director of Research Office PVC Research and Innovation

In-House

Research Students Research Student Tracking System Research Office Senior Administrative Officer (Research Students)


Banner/In-House

pFacts Research Project Tracking/Costing Research Office Senior Administrative Officer (Research Grants and Contracts)


Baum Hart & Partners

Access Control Access Control System


Physical Resources PRD Project Manager Director of Physical Resources

VIS Security

E-Tendering Tendering for University Contracts


Finance Head of Procurement CF&IO 8over8/Procon

Reprographics Reprographic Printing and Charging System

(Windows/Access99)

Information Services Reprographics Manager Director of Information Services

In House


C.4 Other Corporate Systems and Platforms


Active Directory University of Ulster Central Directory Service

Information Services Microsoft Services Manager


Microsoft

CAS University of Ulster Web Central Login Service

Information Services Applications Platforms Manager


JASIG/In-House Development

Network University of Ulster Data Network Information Services Network Manager Director of Information Services

CISCO/Nortel

PORTAL Staff/Student Portal Information Services Applications Platform Manager


Sungard HE

Staff Email (Exchange)

Staff Email System Information Services Microsoft Systems Manager


Microsoft

Student E-Mail (Live@EDU)

Student Email System Information Services Applications Platform Manager


Microsoft

Telephony Fixed & mobile Information Services Telecommunications Manager


Siemens (PABX) / O2 (Mobile)

Web - internet Corporate Web hosting environment Information Services (Technical) / Corporate Communications (Content)

Applications Platform Manager (Technical) / Web Editor and Manager (Content)

Director of Information Services / PVC Communications and Development

Various


Appendix D Glossary

Term Definition

CMMI Capability Maturity Model Integration is a process improvement methodology designed to assist organizations improve their performance. Its uses include process improvement across a project, a division, or an entire organization. Our reference is to the application of CMMI in software design, development and deployment practices.

IT Service Management

A discipline for managing information technology (IT) systems, philosophically centred on the customer's perspective of IT's contribution to the business. ITSM stands in deliberate contrast to technology-centred approaches to IT management and business interaction.

ITIL Information Technology Infrastructure Library is a collection of best practices that aim to improve and then maintain a certain level of computing services quality. ITIL encompasses, for example, organizational structure and skill requirements for an IT organization via a comprehensive set of procedures which an organization can use to manage its IT operations.

MFD Multi-Functional Device, a combined printer, scanner and photocopier. These can also send and receive fax messages.

PMLite A lite weight project management methodology based on tailored Prince2 being developed and used within the University.

Prince2 A project management methodology developed by the government of the United Kingdom (UK) and used internationally, especially in information technolog (IT) environments.

Programme Programmes are designed to deliver outcomes including business benefits from the investment made in its constituent projects, each of which will produce an output in support of the benefits realization process. Vision of the desired future state, as articulated in the various University Plans and Strategies, will be transformed into desired outcomes (or benefits) through the execution of the programmes of work outlined in Appendix A. From the perspective of this Strategy, a programme can be considered a “portfolio of like projects” to deliver a common set of aims and objectives.

Project A project is a discrete activity that delivers either a single output or a collection of outputs; it will have a defined end date, budget (monetary and human resource) and a set of goals.

Documents

University of Ulster IT Strategy 2010-2015 Versions/IT... · Technology (ICT) services that are aligned to the business needs of the University (teaching, learning, research and administration)