The Art of Evolution: The Alignment and Transformation of the Fortunate Star Mario Berry Executive Director, Technology Services Link Alander Associate Vice Chancellor,

Overview Questions and Answers Introduction of Lone Star College System Office of Technology Services Transformation Challenges and Questions Reevaluate, Reprioritize, and Refocus Maximizing Service Delivery Demonstrate Vision and Value Support and Alignment Through Performance Reporting Internal and External Rethink (Remix) Key Performance Indicators The Art of Evolution – Outcomes and Keys to Success Questions and Answers

Introduction 13 Locations spread across1,400 square miles 5 Colleges 2 University Centers 5 Centers System Office & Training Center 4,800 employees 152 OTS Staff 80,000+ Students 62,476 Credit 19,250 Non-Credit 5.6 Million Square Feet of Instructional Facilities Quantity The largest in Houston Student Enrollment Growth: Fall 2009: 15% Spring 2010: 25% The largest AA graduates in TX Quality Student Success 70% transfer rate TAMU, UT, Rice, Harvard, Stanford, UCLA Top 100 places to work (Chronicle of Higher Education) Measure $420M Bond Lowering Tax Rate Reduced Administrative Costs

Office of Technology Services Client Services 24x7x365 Service Desk 11,916 computers 10,062 PCs 1,365 Laptops 489 Macs Server Services 2,035 Applications 14 Datacenters 827 Servers (352 virtual) Network Services 1,600 Miles of fiber optics 20,138 Network ports 1,374 Network devices 5,500 VoIP phones System Administrative Services PeopleSoft ERP Finance Portal Datatel – phasing out

Transformation Technology Foundation Best Practices Business Alignment Transformation using Best Practices, Business Alignment and a solid Technology Foundation to become a Strategic Partner and raise our enterprise IT Maturity. Strategic Alignment Strategic Plan for IT aligned with the College Systems Strategic Plan Organizational Transformation Infrastructure Transformation Business Transformation Reorganized 6 into 1 (May 08) WAN redesign (Apr 08) ERP Assessment (Jan 09) IT Standards (Jun 08) AD/Exchange redesign (Nov 08) ERP Selection (May 09) Restructured Positions (Sep 08) 5-nines Standard (Jan 09) ERP Implementation (Sep 09) IT Governance (Oct 08) IT Service Continuity (Apr 09) - Finance Live (Jan 10) Established KPI’s (Dec 08) Client Management (Mar 09) - Employee Portal Live (Jan 10) 24/7 Service Desk (Jan 09) Green Computing (Mar 09) - Student Portal (Jun 10) ITSM Alignment (Feb 09) Advanced Power Mgt. (Dec 09) - Campus Solution (Dec 10) Executive Reporting (Feb 09) New Data Center (Jan 10) - HR (Dec 10) Managing Change (Oct 09)

Challenges and Questions Early Trends in Technology Budgets for 2009-10 The impact on IT spending of the unprecedented deterioration in global economic conditions is becoming clearer. In our 1Q09 forecast update, Gartner's most likely forecast for global IT spending in 2009 has been revised down to -3.8% annual growth in U.S. dollar terms. April, 2009 Budget Trends – Higher Education Planning cuts of 5 to 15 percent for FY09-10 Many are administering mid year cuts Sentiment was budget cuts would be deep and long lasting January, 2009

Challenges and Questions Reevaluate Planning, Goals and Alignment Reprioritize Budget, Projects and Allocations Refocus Personnel, Processes/Procedures and Communication Deliver Results!!!

Challenges and Questions Maximizing Service Delivery System Lifecycle Management Consolidation and Centralization of Infrastructure Expansion of Virtualization (Servers, Storage, Backups and Disaster Recovery) Standardization/Commoditization (Software and Hardware) Purchasing Overhaul (Market Analyses and Cooperative Purchasing Agreements)

Challenges and Questions How Would Anyone Know What You Did? Demonstrate Vision and Value Targeted Actions Measure Performance Report Outcomes Communicate, Communicate, Communicate Clear, Consistent Communication 33= Times, Ways, Audiences How Would Anyone Know What You Did?

Performance Reporting Don’t over estimate your capabilities Align with your Strategic Plan Traditional KPIs Financial Operational Strategic External and Internal - KPIs Assign Responsibility Report Regularly Rethink (remix) your KPIs Show Value to the Organization and our Taxpayers Once an organization has analyzed its mission, identified all its stakeholders, and defined its goals, it needs a way to measure progress toward those goals. Key Performance Indicators are those measurements. “If you don’t measure it, you can’t manage it” you can’t improve it” you probably don’t care” “If you can’t influence it, then don’t measure it” Randy A Steinberg

Performance Reporting Why external and internal KPIs? Aligned with Goals Simplified and targeted Strategic in nature Manage expectations Document your KPIs What are you measuring? Why are you measuring? How are you measuring?

Performance Reporting Critical Factors – Documented Practices Measuring Service Availability Measuring Service Impact Total Service Uptime (Total Minutes – Planned Downtime) (Total Service Users – Impacted Users) Total Service Users Example: 30 minute network outage at a remote campus that impact 3,000 students, faculty and staff. All other locations were not impacted. Recorded system service availability is: Location X = 44,370/(44,640-240) = 99.90% Impact = 55,000-3,000/55,000 = 5.45% System availability = Total availability by Site Weighted. Any impact greater then 10% is considered a total loss of service.

Performance Reporting Benefits of Internal KPIs Measure More! Higher Standards Establishes who is accountable Same Principles Apply Define the KPI Goals Reporting

Performance Reporting Measure Technology Initiatives that add value Long term vs. short term projects Establish KPIs (project and future) from the start Examples Green IT Implement and measure a green standard for all IT systems Goal – Reduce energy consumption by 50 % within 3 years Risk Reduction using Automation Implement desktop management systems to improve customer satisfaction, patch and security management Administrative Cost Reduction Review organizational and cost structures shift expenses to operational support when possible Relative KPI’s % of systems with Entergy Star 5 Rating % of systems with advanced power management % reduction of energy costs Desktops Datacenter % of call resolutions resolved with automation % of administrative costs by fiscal year or quarter

Performance Reporting Monthly Executive Overview Report Keep it simple (Geek-less meaningful communication) Report KPIs Highlight items that have value OTS Newsletter Open forums Faculty and Staff updates Tips and tricks Ways to reduce calls by expanding knowledge Student and Faculty Welcome Back Events Event and newsletter for students

The Art of Evolution Outcomes Technology Governance Framework Developed 3-Year Strategic Plan Developed KPIs on Service Delivery, System Availability and Reliability Reduction in Technology Department’s Admin costs by over $700K Saved an additional 47% off Texas DIR Contract Pricing on $12M of purchases Saved over $5.5 M using Market Analyses and Cooperative Purchasing Agreements Created trusted, supported relationships with Board of Trustees, Executive Leadership and Campus Customers, thus… OTS received $2.9M out of $5.7M Systemwide for Special Initiatives

The Art of Evolution Keys to Success Establish a Vision (Who You Are and What You Want To Be) Collaborate on Strategy and Governance (Get People Involved) Gain Trust (Relationship Building and Decision-Making) Communicate (Share in Different Ways) Deliver Value (Identify, Measure and Report) Maintain Awareness (Campus, Community and Industry) Always Keep Smiling!!!

In Summary Introduction of Lone Star College System Office of Technology Services Transformation Challenges and Questions Reevaluate, Reprioritize, and Refocus Maximizing Service Delivery Demonstrate Vision and Value Support and Alignment Through Performance Reporting Internal and External Rethink (Remix) Key Performance Indicators The Art of Evolution – Outcomes and Keys to Success

Questions? Presentation Resources Gartner Reports G00154802 G00165225 EduCause ECAR – Managing the Funding Gap Measuring ITIL - Randy A Steinberg Mario Berry Executive Director, Technology Services Link Alander, Associate Vice Chancellor,