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

2. 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

3. 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

4. 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

5. 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)

6. Challenges and Questions
Early Trends in Technology Budgets for
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

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

8. 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)

9. 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?

10. 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

11. 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?

12. 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, ) = 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.

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

14. 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

15. 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

16. 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

17. 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!!!

18. 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

19. 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,