1. IT Consolidation Study @ CSU Status Report – April 15, 2011 P. Burns, B. Carney, D. Carpenter, J. Folkestad, T. Hadley, A. Horn, E. Peyronnin, R. Scott, and S. Wolvington

2. Agenda Background & Benefits Approach Challenges Areas of Study Consolidation Opportunities Next Steps 2IT Consolidation

3. Background and Benefits Began when we were planning for significant budget cuts, motivating a desire to retain faculty positions We expect, and other institutions are reporting: – Substantial cost savings – Freeing up of departmental IT staff to focus on unique, discipline-specific needs, e.g. instructional technology, faculty support, research support, etc. – Reduced risk – Better customer service 3IT Consolidation

4. Approach Engage via RFP an objective entity for analysis – Enter Adams-Gabbert, November, 2010 – Exit Adams-Gabbert one week later Per Provost, continue analysis internally using: – Information gathered by campus for AG analysis – Huron Consulting report (Purchasing, 2010) – Facilities Management report on server rooms Report due to Provost March 15, 2011 – A “framework for discussion” 4IT Consolidation

5. If at first you don’t succeed… 5IT Consolidation

6. Committee Members Pat Burns (VPIT), co-chair Bryan Carney (Director, University Advancement) Dave Carpenter (IT Director, CAHS) Jim Folkestad (Faculty, CAHS) Thom Hadley (Director, CVMBS) Allison Horn (Director, Internal Auditing), co-chair Ed Peyronnin (IT Director, CAS) Rusty Scott (Assoc. Director, ACNS) Stephanie Wolvington (Internal Auditing) 6IT Consolidation

7. Inherent Challenges The departmental view: – Loss of control, flexibility, agility Level of trust in central IT varies across campus Can central IT ‘ramp up’ to support a higher level of consolidated services? 7IT Consolidation

8. Areas of Study for Possible Consolidation 1.Data Center & Associated Hardware 2.Applications and Licensing 3.Web Design and Programming 4.Identity and Access Management 5.Purchasing 6.Helpdesk & Desktop Support 7.Networking and Networking Support 8IT Consolidation

9. Building a Framework for Discussion Theme: “Simplify the IT environment” Consider savings, benefits, and risks at varying levels of consolidation for each area: – Tight and/or tighter collaboration – Hybrid approach, some consolidation – Complete consolidation 9IT Consolidation

10. Narrowing the Scope Considering savings, value & risk to campus: 1.Data Center & Associated Hardware 2.Applications and Licensing 3.Web Design and Programming 4.Identity and Access Management 5.Purchasing 6.Helpdesk & Desktop Support 7.Networking and Networking Support 10IT Consolidation

11. Data Center and Associated Hardware Background Dozens of server rooms exist on campus today Although there are a few excellent server rooms, the environment for most systems would improve by accommodating them in the main Data Center. Consolidation would take advantage of – Central access controls, security, monitoring – Environmental controls (backup power, cooling) – High speed connectivity 11IT Consolidation

12. Data Center and Associated Hardware Tight Collaboration Relocate hardware ‘as is’ to central data center Benefits – Better overall control of physical environment – Recovery of space & facilities costs Risks & Constraints – Need adequate disaster recovery facility as well – Insufficient space in central data center Savings – Primarily facilities costs (cooling, power, etc.) – Projected at $200K/year 12IT Consolidation

13. Data Center and Associated Hardware Hybrid Approach Migrate servers to central, virtualized environment Benefits – Same as ‘collaboration’ option, plus: – Very scalable (and greener!) Risks & Constraints – Same as ‘collaboration’ option Savings – Facilities costs, hardware economies of scale, staff efficiency – At 75% of servers, up to $700K/year – Requires initial investment of $110K? 13IT Consolidation

14. Data Center and Associated Hardware Complete Consolidation Migrate servers and storage to central data center Benefits – Same as hybrid model, plus – Simplification of environment for users – Collaborative spaces, compliance for researchers Risks – Storage: ‘Eggs in one basket’, albeit a good basket Savings – Additional economies from storage – Up to $780K/year 14IT Consolidation

15. Data Center and Associated Hardware Observations Some server rooms on campus are very robust Complete consolidation is inadvisable – For reasons of backup and disaster recovery – Units with well established, efficient data centers could use central facilities for backup and DR With some initial investment, substantial improvements & savings are possible 15IT Consolidation

16. Identity and Access Management (IAM) Background Managing electronic identities and access to resources; an administrative simplification Centrally, this is ‘eID’ This has been an ongoing area of study Campus has identified gaps in our IAM profile: – Some users need multiple systems to conduct campus business – eID does authentication, not authorization – Need better support for external constituents – Increased need for federated logins – Support for Levels of Assurance (LoA) 16IT Consolidation

17. IAM Tight Collaboration Communications campaign – Minimize confusion regarding multiple credentials – Assist in leveraging eID (CVMBS model) Benefits – Some simplification, less confusion & frustration Risks & Constraints – Does not address the problem of multiple credentials – Does not provide authorization services Savings – Efficiency of users – Hard to quantify, but considered low 17IT Consolidation

18. IAM Hybrid Approach Consolidate authentication Extend existing IAM to include distributed authorization Benefits – Simplifies environment with single credential – Extends functionality for provisioning services – Minimize (or eliminate) child domain confusion Risks & Constraints – Normalization of rules & processes across campus Savings – Efficiency of users and IT staff – Hard to quantify, but considered MUCH higher – Substantial effort to implement (personnel) 18IT Consolidation

19. IAM Complete Consolidation Consolidate systems, operations and staffing related to IAM Benefits – Same as hybrid, plus; – Facilitates more consistent operations Risks & Constraints – Same as hybrid, plus; – Lack of agility and responsiveness to user’s needs Savings – Same as hybrid approach with incremental added efficiencies for IT staff 19IT Consolidation

20. Identity and Access Management (IAM) Observations Making real headway in IAM will require initial investments in the areas of: – Aligning processes and policy space – Developing a mechanism for authorization However, this is considered to be highly important as a simplifying, ‘enabling’ technology improving efficiency, privacy, and security 20IT Consolidation

21. Purchasing Background Scope of analysis; Windows-based desktops and laptops Currently ‘distributed’ with some ad hoc aggregation efforts CSU has contracts with multiple vendors – $5M+ annual spend on desktops & laptops – 80% is for standard/administrative models 21IT Consolidation

22. Purchasing Tight Collaboration Coordinated group purchases for admin. computers & ‘zero clients’ Benefits – Group purchasing has greater efficiencies simplifies purchasing processes standardizes systems and support achieve additional quantity discounts. – Zero clients are Cheaper than thin or thick clients Less effort to manage Less susceptible to technical obsolescence Risks & Constraints – Difficult to implement – Video and software licensing an issue with zero clients Savings – Approximately $400K/year 22IT Consolidation

23. Purchasing Hybrid Approach Strategic business alliance with single vendor (SBA RFP) Benefits – Even greater efficiencies for purchasing and technical support – Scholarship & internship potential Risks & Constraints – Need a liberal exemption process for faculty, research, … – Specific product line issues could be significant – Service and support issues need to be considered and specifically addressed Savings – Approximately $700K/year 23IT Consolidation

24. Purchasing Complete Consolidation Centralize ALL purchases, likely within Purchasing dept. Benefits – Single point of purchases – Simplify purchasing Risks & Constraints – Inflexible. Won’t respond to user needs. – Enforcement may be impossible Savings – Approximately $700K/year (?) 24IT Consolidation

25. Purchasing Observations Of all of the consolidation opportunities, likely the best hope for short-term savings – And the savings are substantial! The easiest to implement 25IT Consolidation

26. Networking and Networking Support Background ACNS currently responsible for: – Our connections to the ‘outside world’ – Campus fiber & copper (wire) infrastructure – ‘Core’ network switches Building and distribution switches are the responsibility of distributed IT staff However, many are centrally operated and managed – Life and safety devices attached to the network – Wireless network Network dependency on the rise – Life and safety devices – VoIP! 26IT Consolidation

27. Networking & Networking Support Tight Collaboration Formalize/enforce network operations, distributed management continues Benefits – Improves network availability – Clarification of responsibilities Risks & Constraints – Additional effort to communicate/coordinate/train requires FTE – Complexity of distributed model hampers management of life and safety devices, VoIP Savings – Very low in $ 27IT Consolidation

28. Networking & Networking Support Hybrid Approach Single unit responsible for switch operations – Non-central staff continue to make some changes in closets Rapid response time – Central management is responsible for switch operation/mgmt. Benefits – Improves network availability (‘hardens’ the network) – Increases effectiveness and efficiency of network operation Risks & Constraints – Some inconsistencies may persist Savings – Efficiency savings, considerably higher than ‘collaboration’ and, may significantly reduce liability risk 28IT Consolidation

29. Networking & Networking Support Complete Consolidation Single unit responsible for switch operations including connections to the end user Benefits – Greatest possible network availability Risks & Constraints – Slow response time during high activity – Telecom -> Networking staff reallocation required Savings – Departmental staff are freed up from network responsibility 29IT Consolidation

30. Networking and Networking Support Observations As our dependency on the network grows – ‘Hardening’ becomes critical – We must move to a more effective and efficient operational model – Should also explore models for funding edge switch replacement from the monthly telephone chargeback as we deploy unified communications via VoIP 30IT Consolidation

31. Final Thoughts Areas of additional savings and greater efficiencies should be explored: – Consolidating in house or outsourcing faculty & staff email – Outsourcing basic services, including virtual platforms – Centrally supporting open source, dynamic web services (LAMP infrastructure) – New models for delivering next gen telephony 31IT Consolidation

32. Feedback Solicited 1.Data Center & Associated Hardware 4.Identity and Access Management 5.Purchasing 7.Networking and Networking Support IT Consolidation32