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OIT Score Card

HPU Initial IT Assessment -> OIT Score Card

9/16/2013 -> 08/06/2015

Issue Problem Impact Recommended Action Action Progress

Personnel​

  • Student to IT Staff ratio is 169:1.
  • Salary levels are below market.
  • Job performance metrics are undefined.
  • Manager development has not included personnel management or industry best practices.
  • HPU Degree offering removed as an employee benefit.
  • Customer confidence has deteriorated.
  • Unable to deliver the expected service levels or live up to the “Be Extraordinary” motto.
  • High departmental turn-over.
  • Job functions, performance expectations, and priorities are not clear.
  • Projects and operations take too long or fail.
  • Target a Student to IT Staff ratio of 100:1.
  • Hire managers with management and technology best practice experiences.
  • Adjust staff salaries.
  • Consider reinstating BS and advanced degree tuition benefits for employees.
  • Conducted a comparative staffing analysis between HPU and other leading private universities in North Carolina.
  • Developed a new departmental Org Chart that supports key service offerings.
  • Re-wrote every position description in the department to provide measurable performance metrics.
  • Established and funded 18 new OIT positions that once fully staffed will bring the department to a 100:1 student to IT staff ratio.
  • Obtained funding and adjusted staff salaries.
  • Hired an experienced Infrastructure Services Manager.
  • Hired an experienced Business Solution Services Manager.
  • Begun internal training to develop Business Analysis, Project Management, and System Architecture skills.
  • Recruited and hired Manager of Computing Training Services
  • Recruited and hired Manager of Information Security Services.

Network

  • “Evolved” rather than “Designed” or “Architected”.
  • Architecture doesn’t account for best practices (file sharing ports are open)
  • Hardware firmware is not up to date.
  • Architecture not documented.
  • Wireless is not secure.
  • PCI traffic unknown to network manager.
  • Electrical issues.
  • Staff skillsets, training, best practices.
  • Security and legal risks are high.
  • Recurring equipment costs due to switch replacement.
  • Not educating students to the need for security diligence in protecting their identities.
  • Recruit and hire an Infrastructure Manager.
  • Independent assessment of architecture.
  • Develop a planned “To-Be” architecture and corresponding plan.
  • Restrict ports that pose high security and legal risks.
  • Deploy a secure wireless network.
  • Address root electrical issues.
  • Recruited and hired an experienced Infrastructure Services Manager.
  • Completed an external assessment of the university network.
  • Designed the desired state network architecture.
  • Developed a multi-year plan to fund and implement the desired state network.
  • Designed a secure wireless network architecture and implementation plan.
  • Replaced ~900 campus wireless access points.
  • Launching secure wireless network summer 2015. (Already deployed for all OIT staff. Engaged in final testing and documentation updates)
  • Implemented Peer-to-Peer file sharing restrictions and partnered with Student Life team to identify and redirect students engaged in illegal file sharing activities.
  • Communicating security reminders to campus regularly on multiple fronts.
  • Deployed proactive network monitoring tools and Denial of Service attack prevention measures.
  • Identified all network Single Points of Failure.
  • Established budget plan to address remaining network single points of failure in FY15/16 to mitigate to acceptable risk level.

Data Center​​

  • No fire suppression system.
  • “Evolved” rather than “Designed” or “Architected”.
  • Critical applications (ERP) running on End of Life hardware.
  • Wide array of hardware platforms.
  • Wide array of OS platforms.
  • Production only environments.
  • Insufficient storage.
  • Multiple single points of failure.
  • Staff skillsets, training, best practices.
  • System instability and unplanned downtime.
  • Security risks.
  • Recruit and hire an Infrastructure Manager.
  • Independent assessment of architecture.
  • Develop a planned “To-Be” architecture and corresponding plan.
  • Deploy test/staging environments for all systems.
  • Recruited and hired an experienced Infrastructure Services Manager.
  • Completed an external assessment of the university Data Center.
  • Designed the desired state Data Center architecture.
  • Developed a multi-year plan to fund and implement the desired state Data Center.
  • Deployed test environments for all mission critical enterprise systems.
  • Executed desired state Data Center architecture plan to provide for system failover.
  • Implemented system and service monitoring.
  • Implemented a formalized patch/update management system for all test/dev. and production server environments.
  • Deployed new Data Domain architecture to support data backups.
  • Deploying new network based storage architecture to eliminate single points of failure in data storage and expand academic and business data storage capabilities. (Hardware is in place and process of moving ~85 TB of data is underway).
  • Working with facilities to establish a Secondary Data Center location to provide Business Continuity and Disaster Recovery.

Disaster Recovery & Business Continuity

  • No failover infrastructure.
  • 24 hour data backup cycles.
  • System restores are conducted by rebuilding complete environments.
  • Security video is not backed up.
  • Significant risk of transaction loss (financial, enrollment, grades, etc.).
  • Significant risk of prolonged system unavailability in the event of a catastrophic loss of primary Data Center.
  • Develop a DR & BC plan.
  • Architect a design that accounts for near real time data mirroring and critical system failover.
  • Designed the desired state Network & Data Center architecture that will provide near real time data replication and provide a foundation for teleworking in the event of a significant campus event.
  • Secured institutional funding to implement DR infrastructure.
  • Implemented secondary SAN with near real time data replication. *Awaiting secondary Data Center location for deployment.
  • Deployed Lync to campus users to increase communication capabilities and enhance operational capabilities in the event of a catastrophic event.
  • Deployed new Data Domain backup solution to extend data backup capacity beyond 30 daily snapshots to include 4 weekly, 12 monthly, and 1 yearly snapshot. *Will work with business partners throughout 2016 Academic year to identify data retention requirements.

Account Provisioning

  • Manual process spanning HR and OIT personnel.
  • Redundant data and data entry activity.
  • No password change policy.
  • Generic accounts in use across public workstations.
  • OIT staff (including students) have access to user passwords.
  • Significant security and legal risks.
  • Inevitable Financial Audit finding.
  • Increased user service wait times.
  • Reduced data integrity levels.
  • Not providing students with identity protection preparedness.
  • Automate account management.
  • Integrate HR and ERP systems.
  • Implement a password change policy.
  • Deploy web-based password management solution.
  • Educate user community on identity protection fundamentals.
  • Designed an automated account creation/management process.
  • Developed and executed the corresponding SOW to implement automated account management and web-based password management.
  • Implemented Colleague HR module to integrate HR and ERP functions and trained HR team.
  • Executed the development of automated account management.
  • Deployed web-based password management solution.

ERP - Colleague

  • “Evolved” rather than “Designed”.
  • Underutilized.
  • Highly Customized.
  • No Data Integration standards.
  • Manual process dependent.
  • UniData database platform
  • Testing/upgrade plans are not documented.
  • System instability.
  • Inefficiency
  • Data integrity.
  • Constrained business improvement flexibility.
  • Requires Linux based OS infrastructure.
  • Conduct Colleague Assessment
  • Institute Datatel Functional Management Team.
  • Automate manual processes.
  • Migrate to SQL Server platform.
  • Completed Colleague Assessment.
  • Developed a comprehensive project plan to stabilize our current ERP infrastructure; Perform utilization assessments and training in key business areas; Implement the HR module; Implement the Portal interface for all users; and migrate to the MS SQL platform.
  • Completed Registrar Office, Student Accounts, and Financial Aid Usage Audits.
  • Established Colleague Functional Management Team (CFMT).
  • Automated a number of manual processes through redesigned data integrations and process review. *This effort will be ongoing.
  • Initiated MS SQL migration process.
    • Environment installed and configured.
    • Completed legacy data scans.
    • Developed, tested, and deployed data clean-up tools.
    • Running data migration (DMIG) bi-weekly to identify and resolve ongoing data clean-up needs and build corresponding clean-up tools.
    • Working to clean up legacy data and replace customized screens and processes.
  • Deploying new HPU Portal Summer 2015.
  • Deployed new Student Planning Module for Summer/Fall 2015 registration.
  • Identified 3200+ Colleague Customizations.
  • Documented all daily, weekly, monthly, yearly Colleague processes in Finance, Registrar, Student Accounts, Financial Aid, and Admissions.
  • Testing daily, weekly, monthly, and yearly business processes in new MS SQL ERP environment.
  • Working to identify Colleague delivered solutions for 110 custom x-screens in use at HPU.
  • Working to identify all existing reports that are dependent upon custom x-screens.
  • Inventoried all downstream system integrations.
  • Re-Architecting downstream system integrations.

Reporting

  • Lots of mechanisms, no methods or standards.
  • Limited institutional knowledge and Data Analyst competencies.
  • Inability to make data driven decisions.
  • Inefficiency.
  • Create Reporting Users Group.
  • Create Data Analyst position and develop proficiency.
  • Build out and document institutional reporting repository.
  • Created Data Analyst position.
  • Conducted a reporting system review that included 20 representatives from various campus business units and identified the reporting system of choice.
  • Obtained funding to procure the selected reporting solution.
  • Developed implementation Statement of Work (SOW) documents and implementation plans.
  • Installed, configured, and deployed new Argos reporting solution.
  • Completed Report Writer Training.
  • Initiated Reporting Users Group.
  • Migrating legacy data to Ellucian delivered data stores and exposing for reporting.
  • Inventorying legacy reports, prioritizing and rebuilding.

Email

  • No outbound message scanning
  • No archiving.
  • Not licensed for students on Exchange platform.
  • No mechanism to remove non-graduating student accounts.
  • Significant security and legal risk (SSN distribution, credit card numbers, discovery compliance, software licensing compliance, etc.).
  • Implement outbound scanning.
  • Define archiving requirements, investigate options, and implement a solution.
  • Acquire appropriate licensing OR explore Office 365 cloud solution.
  • Evaluated outbound email scanning solutions to prevent SSN and Credit Card number transmission.
  • Identified licensing requirements and worked with vendor to procure new licensing with annual renewal.
  • Implemented outbound email scanning.
  • Defined current archiving requirements.
  • Procured additional licensing to account for all HPU users.
  • Implemented mechanism to remove about 4,500 non-graduating student and about 500 former employee accounts.

LMS – Bb Learn

  • Inadequate production environment.
  • No staging/test environment.
  • Insufficient application administration knowledge, skills, and competency.
  • Significant risk for unplanned downtime.
  • Inability to evaluate/manage enhancements.
  • Inability to support Academic Affairs online/hybrid course growth goals.
  • Establish appropriate infrastructure capacity.
  • Deploy staging/test environment.
  • Establish and staff Training Services unit within OIT.
  • Designed desired state Data Center to accommodate infrastructure requirements and provide test/staging environment.
  • Created, funded, and begun recruiting for Training Services Manager position to lead Training Services team within OIT.
  • Evaluated Kaltura video solution and working toward a Fall 2015 deployment.
  • Partnered with Dr. Schneider in recruiting of Manager of Computing Training Services.
  • Recruited and hired new Training Specialists.

Software Compliance

  • Out of compliance on Microsoft EES (Windows Server; SQL Server; Exchange doesn’t cover students).
  • Incomplete inventory of software licensing.
  • Potential legal risk
  • Acquire appropriate licensing.
  • Inventory all software and annually audit licensing.
  • Completed software inventory audit.
  • Procured necessary licenses with annual renewals.
  • Established annual audit process and supporting systems.
  • Implemented system access audit processes in conjunction with automated account management system.

Workstation Management

  • Incomplete hardware inventory.
  • Replacements and acquisitions funded exclusively through Technology Fee.
  • Macs are not on domain.
  • Generic access accounts on campus workstations.
  • Inconsistent Anti-Virus protection.
  • Reactive OS Update/patch management.
  • Manual drive letter mapping processes.
  • Significant security and legal risk.
  • Unreliable user experience.
  • Inconsistent workstation replacement cycles.
  • Reactive unsustainable support and troubleshooting capabilities.
  • Connect all university owned workstations to the domain.
  • Discontinue use of generic access accounts.
  • Deploy and fully leverage workstation inventory/management solution.
  • Connected Macs to the domain.
  • Evaluated current workstation management system and procured requisite new modules & licenses.
  • Developed campus zones and assigned teams to complete system inventory and conduct preventative maintenance.
  • Inventoried all university owned equipment.
  • Developed comprehensive hardware replacement plan and corresponding budget plan.
  • Established and implemented remote management solution.
  • Executed workstation replacement plan to catch up on previous deferrals.
  • Implemented a cell phone replacement plan that will replace ~150 university issued cell phones annually at a near zero net cost.

Classroom Technology

  • Reaching End of Life in new classrooms.
  • Replacement funding model wasn’t defined with building construction. The Technology Fee fund is the replacement fund for all technology replacement.
  • Faculty confidence deteriorated.
  • Student experience impacted.
  • Technology Fee funding will be consumed in large part by hardware replacement cycles.
  • Business Process improvements through technology initiatives may need special funding.
  • Fully inventory all classroom technology.
  • Develop a complete replacement plan and identify potential funding constraints.
  • Explicitly account for future construction projects in OIT funding model.
  • Developed campus zones and assigned teams to complete system inventory and conduct preventative maintenance.
  • Developed comprehensive equipment replacement forecast and budget plan.
  • Developed model to account for future hardware acquisitions.
  • Working with Deans to forecast program needs to account for growth and sustainability.

Wow Technology in Buildings

  • Replacement cycles undefined.
  • Reaching first rounds of End of Life hardware since new construction boom.
  • Replacement/maintenance funding model wasn’t defined with building construction. The Technology Fee fund is the replacement fund for all technology replacement.
  • Replacement/maintenance funding not accounted for with new construction.
  • Technology Fee funding will be consumed in large part by hardware replacement cycles.
  • Business Process improvements through technology initiatives may need special funding.
  • Fully inventory all WOW technology.
  • Develop a complete replacement plan and identify potential funding constraints.
  • Explicitly account for future construction projects in OIT funding model.
  • Developed campus zones and assigned teams to complete system inventory and conduct preventative maintenance.
  • Developed comprehensive equipment replacement forecast and budget plan.
  • Developed model to account for future hardware acquisitions.

Internet, Intranet, & Portal Interoperability & Integration

  • Disintegrated content and user experiences across enterprise web-based systems.
  • Inconsistent design and navigation.
  • A number of failing custom applications/interfaces.
  • Service URLs are not intuitive
  • Lines of business have grown dependent upon unsupported/unsustainable systems.
  • Users must remember non-intuitive web addresses.
  • Inability to remain current with systems development life cycles (bug fix, feature enhancements, etc.).
  • System/interface errors create problems for Admissions, web directory, ect.
  • OIT personnel capacity consumed reacting to issues.
  • Contractor expenses incurred to supplement capacity.
  • New solutions cannot be delivered.
  • Develop a consistent “my” strategy for all web-based services.
  • Assess all custom built interfaces/applications and make strategic buy vs. build decisions.
  • Compile and prioritize all new system/interface needs and make strategic buy vs. build decisions.
  • Develop and utilize consistent documentation standards and practices.
  • Procured the ERP Portal module to serve as the university gateway to online systems/services.
  • Begun renaming system access URLs to intuitive naming conventions.
  • Inventoried all custom built systems.
  • Developed and implemented a formalized Functional Requirements gathering process to document requirements and establish a methodology for system selection (buy or build).
  • Developed a departmental documentation repository and begun developing systems documentation.
  • Replaced custom UG Application with Common Ap.
  • Initiated Portal Implementation project and on schedule for Summer 2015 deployment.

Systems Integrations

  • Wide range of manual data integration schemes.
  • Inconsistent and unsustainable development practices.
  • Inconsistent documentation practices.
  • Inability to enhance business operations through automation.
  • Frequent system integration problems.
  • OIT personnel capacity consumed researching and patching problems.
  • Inventory and document all system integrations.
  • Develop standards, and strategically/methodically rebuild integrations.
  • Developed and executed the corresponding SOW to implement automated account management and web-based password management that will provide the foundation for integrating systems with ERP and university authentication credentials based on Active Directory.
  • Redeveloped system integrations to feed emergency communications; HR systems; CRM; and LMS systems.
  • Established a re-usable architecture for system integrations.

Help Desk

  • Insufficient personnel capacity to provide expected service levels for current population of users.
  • Inability for users to view/check incident status.
  • All incidents are not logged.
  • Customer confidence has deteriorated.
  • Inability to be data driven.
  • Inability to be proactive.
  • Establish, recruit, and fill additional personnel positions.
  • Establish and benchmark incident response standards and performance metrics.
  • Review current ticket categories.
  • Establish incident entry/tracking standards.
  • Develop appropriate incident reporting structures.
  • Design and deploy user satisfaction surveys.
  • Established and filled 4 additional User Support Services positions.
  • Established incident response standards and performance metrics.
  • Reviewed and updated Help Desk ticket categories.
  • Begun developing incident reporting structures.
  • Deploying new online Help Desk that allows users to monitor open support tickets, submit new project requests, request system access, and submit technology purchase requests.

Print Management

  • Local printers are spread throughout campus.
  • Multi-Function Devices (MFDs) are under utilized.
  • MFDs are direct print.
  • Costly.
  • Insecure.
  • Inability to print to multiple campus locations.
  • Students can’t reliably print from personal computers to university provided printers.
  • Complete an assessment of campus printing costs.
  • Develop a multi-phase strategic redeployment of MFDs that includes “follow-me” ques; swipe to release; print tracking to gradually reduce local printing for faculty/staff and enhance student print services.
  • Identified current print costs.
  • Developed functional requirements and issued RFPs to potential Multi-Function Device (MFD) providers to allow for:
    • Print from anywhere
    • Swipe to release
    • Print tracking
  • Reviewing submitted RFPs and performing cost benefit analysis with the goal of identifying a viable solution and developing a plan for review and buy-in of Executive Vice President Summer 2015.

Project Agreements

  • Vendor agreements are Time & Materials based instead of Fixed Price quotes for delivery of end results.
  • Costs for multi-phased projects are not accounted for.
  • Significant risk for project failure and/or budget overruns.
  • Partner with line of business stakeholders to fully understand and document functional needs/outcomes.
  • Establish, recruit, and staff Manager of Business Solutions Services and Business Analyst positions.
  • Define Scope of Work expectations at the onset of project and develop Fixed Price quotes with vendors that define expected deliverables.
  • Developed departmental standards, templates, documentation, and methodologies for leading stakeholders through requirements gathering.
  • Established, recruited, and staffed Manager of Business Solution Services position to head a team of Business Analysts.
  • Developed Business Analyst job descriptions.
  • Recruited and staffed two Business Analyst positions.

OIT Score Card

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