Copyright Michael Dieckmann, Geissler Golding, Melanie Haveard This work is the intellectual property of the author. Permission is granted for this material.

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Copyright Michael Dieckmann, Geissler Golding, Melanie Haveard This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author. ®

Does the CIO need an ERP? University of West Florida Information Technology Services

The Genesis of the Idea Central IT organization leadership realizes it is facing a growing gap between service demands and performance/delivery capabilities. Central IT organization leadership realizes it is facing a growing gap between service demands and performance/delivery capabilities. Key issues revolved around knowledge management and supporting communications both within and between “communities of practice.” Key issues revolved around knowledge management and supporting communications both within and between “communities of practice.” Realized we were approaching 21 st century work with 19 th century (or worse!) tools. Realized we were approaching 21 st century work with 19 th century (or worse!) tools. Solution: We needed an “ERP” system that dealt with the objects in the CIO’s universe, and met the needs of IT professionals. Solution: We needed an “ERP” system that dealt with the objects in the CIO’s universe, and met the needs of IT professionals.

Concept: “The Collective” Theme taken from the idea of the “shared mind” of the Borg on the Star Trek TM series. We envisioned a system that would enable information to “find” the individuals to whom it was pertinent, and would facilitate capturing information and understanding currently locked in the heads of IT knowledge workers.

Functional Requirements Capture Knowledge (internally and externally) Improve Work Processes – Conducting projects – Deploying new infrastructure/services – Responding to service outages and other “alert” situations – Reporting to Human Resources (Objectives, Performance Reviews, Accountability) Improve management of resources Improve communications (internally and externally) Provide an integration point for ITS tools (a “digital workbench for ITS Staff)

Not to mention… A system that is… Highly adaptable and extendable Generic and flexible Does everything we haven’t thought of yet!

Strategic Objective Strategic Goal Project Equipment Service Project Wrap-Up These are all objects.

Define attributes and collect information about it Service Type:Enterprise Audience:Faculty, Staff, Students Availability:24/7 Description:This service provides… What can we do with an Object?

John Sally Bill in the roles they perform. John – Service Manager Sally - Trainer Bill - Developer Associate people with it What can we do with an Object?

Post journal entries and discussion threads on it What can we do with an Object?

Guide its development through processes What can we do with an Object? Step 1:Acquire the server Step 2:Install server in a rack Step 3:Provide power and network connectivity …. Step 34:Put server in backup rotation

Post “Alerts” on it What can we do with an Object? Red Alert The student service is currently down. The direct contacts have been paged.

What can we do with an Object? Relate it to other objects

Strategic Objective Strategic Goal Gives the CIO an effective way to communicate direction to the department Aligns projects and their requirements with established goals 1) Strategic Planning

Project Gives us a view into what resources and time we have already committed Radar helps us schedule the most important/urgent projects first Helps us determine what resources we have available for new projects Places projects into the system so they become relevant to the right people at the right time 2) Project Scheduling

Equipment Service 3) Project Oversight Keeps us apprised of progress on projects via journals, notifications, agents, reports and alerts Lets us ask questions (post in targeted threaded discussions) about any project in progress within the organization Keeps us informed (agents) of missed deadlines/milestones or of missing information

Equipment Service 4) Deployment of Infrastructure Ties infrastructure deployment with our work-order system Keeps us on track and helps us deploy in a repeatable fashion (with the right handoffs at the right time) Provides us with checklists for data integrity Allows us to post alerts on systems informing campus and our support center of service outages and maintenance/upgrades

Equipment Service 5) Deployment of Services Notifies our support center with sufficient lead time for assuming the support and training burden Helps us repeat our service deployment the way we want it to work, closely coupled with the infrastructure deployment Provides a consistent, centralized repository for all end-user and technical documentation

Strategic Goal Project Wrap-Up 6) Reporting on Goals Projects cannot be completed unless all services and equipment are successfully deployed Ties us back to our original goals Helps us compile “annual report” information from project entries already posted

Functional Requirements - implemented Capture Knowledge (internally and externally) Improve Work Processes – Conducting projects – Deploying new infrastructure/services – Responding to service outages and other “alert” situations – Reporting to Human Resources (Objectives, Performance Reviews, Accountability) Improve management of resources Improve communications (internally and externally) Provide an integration point for ITS tools (a “digital workbench for ITS Staff)

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