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IT@MIT Technology Strategy &

Roadmap Overview
September 2014

DRAFT v0.1
Lifecycle IT “INSTITUTIONAL” IT@MIT PORTFOLIO*
Portfolio Differentiating Non-Differentiating
(or Closing a Modernization (or Compliance
Management Gap) Activity)
& Investment Deploy-at-Scale, Grow, Run, Maintain, or Optimize
Strategy Replace, or Modernize

Mission Deploy Manage


Critical (Invest) (Seek efficiencies)

IT Modernization Funds,
Infrastructure Modernization GIB Funding, or Deferred
Funds, or TNSC Funds Maintenance Funds

Discovery, Pilot, or Sandbox Sunset or Alternatively


Source

Potential Innovate Retire


Mission Critical
(Invest) (Reallocate)
* The “Institutional” IT@MIT
portfolio includes all IT systems,
services, & infrastructures that are Software Development Funds GIB Funding
provided for Institute-wide use.
Major Changes in Technology Are
Most of the world is here
Pushing IT into a “Third Age”
IT Craftsmanship IT Industrialization Digitalization
Major Changes
 Commoditization
ADAPT
IDEATE
 Productization
 Consumerization
MONETIZE CREATE

 Social/Mobile/ OFFER ENGAGE

Cloud/Big Data

Focus Technology Processes Digital Services

Programming, system IT management, service


Capabilities management management Digital business models

Treat internal community as Treat internal community as


Isolated, disengaged
Engagement internally and externally customers, unengaged with partners, engage external
external community community

Outputs and Sporadic automation and Services and solutions, Digital services and user
Outcomes innovation, frequent issues efficiency and effectiveness experience innovation
Transformation Required for IT@MIT
From To
IT-enabled services that still look and feel IT services developed and packaged for
as fresh as the late 1990s intuitive, mobile, self-service use
Individual IT units that struggle to keep A thriving ecosystem of IT service providers
pace with the evolving needs of their – enabling DLCs, faculty, researchers,
respective constituency groups students, and staff to easily create new
services and platforms
IT projects that take too long – and cost Skillful use of fast-paced “agile”
too much – with overreliance on development methodologies, and
sequentially-paced “waterfall” automated deployment processes
development methodologies
The effects of a long history and culture of Reducing development overhead by
“making” things – which tends to favor providing software-as-a-service, platforms,
“building-over-buying” – even for non- APIs, and other open features that can be
differentiating services easily extended by IT service providers
within the MIT community
Transforming IT@MIT
IT@MIT should be seen by its constituents as:
Fast Agile
 Days/weeks  New technologies
 Prompt, reliable  Unexpected needs
response  The variety of MIT

Service-Oriented Innovative
 Simple, elegant,  New and creative
useful services  Enabling high velocity
 Engaging user innovation across
experience MIT
 Self-service
2020 Vision for IT@MIT
What it means:
MIT’s 2020 IT Vision has two • IT services will be packaged for intuitive, mobile, self-
complementary and mutually service use
supporting elements: • Faculty will be able to leverage APIs and data to create
new services and platforms for teaching and research
• IT excellence through
• Students will be able to leverage APIs and data to create
modernization; and
new applications and sites by properly using institutional
• A strategic focus on data that can be made available to them
enabling members of the • DLCs and administrative units with suitable capability
MIT community to innovate will be able to independently create new services and
IT services in response to platforms that address their specific needs
the diverse needs of their • DLCs and administrative units in need of greater
assistance from IS&T will be better served by IS&T’s
respective research,
enhanced capacity
education, student life, and
• Individual members of MIT’s increasingly global
administrative functions. community will be able to create new data and
applications
• IS&T will have greater capacity for supporting innovation
Portfolio of Enabling Services

Enterprise System Rapid End-User Technology Digital Content and Portal and Web
App. Programming Solution Developer / Creator Document Storage Publishing
Interface (API) Development Services Support Services Services Services
Services

Infrastructure Workplace Support Business Intelligence Creator & Consumer Business Process
Services Services & Information Support Support Services
Management Services Services
Five Features of the New IT@MIT
Operating Model

1. Enabling 2. Pace Layering


Services

3. Bi-Modal 4. DevOps 5. Hybrid Cloud


Development
1. Enabling Services
• ser•vice: Comprehensive combination of tools and capabilities: there when needed, easy to use/“consumer ready”
• en•ā•bling: Empowers a community member to easily build something useful and/or innovative

Students learning and Faculty teaching and Researchers analyzing & Institute staff serving
experimenting communicating discovering the community
Life Without Enabling Services
Without the enabling services, members of the community must each solve a variety of
technical problems before they can focus on their core challenge.

Storage
Development tools Servers

Testing

Multiple cloud service providers


Security
2. Pace Layering
Developing and managing systems differently based on user needs:

Pace of Changes:

Daily or Weekly

Monthly or Quarterly

Semi-annual Changes
to Base Code Sets
3. Bi-modal Development
The ability to use different development approaches as appropriate:
Design driven
by user
Agile/Iterativ experience
e

Systems of Innovation

Governance
Change

Systems of
Differentiation

Systems of Record

Waterfall/Se
quential
4. Pairing “DevOps” with “Agile”
Leveraging Agile & DevOps Methodologies, Cultures, & Principles to Boost Productivity
Traditional “Waterfall” app Traditional app testing, release, and
development processes create a deployment processes create a time
time & space barrier between & space barrier between developers
business unit staff and developers and ops staff

Admin Units & DLCs Developers Operations

Adopting Agile development Embracing DevOps culture


methodologies removes this & principles removes this
barrier, and engages business barrier, and engages ops
unit staff in short iterative staff in automating and
sprints – incrementally accelerating the
developing and expanding release/deployment of
functionality new (or updated) apps
5. Hybrid Cloud
MIT-built services and solutions run in the public cloud, and/or MIT’s private cloud, as do third-party
solutions used by MIT

IT Units Acting
as Providers and Brokers

Traditional
Traditional MIT’s
“Hybrid” Public
IT
IT Private Cloud Cloud
Cloud
Cloud Services Broker
Cloud Provider 1
Cloud Provider 2
Public Cloud

Cloud Provider 3

IT Service
IT Broker
Outsourcer

Service
Consumption

Traditional
On-premises
Customer
Private Cloud
Adopting a “Cloud-First” Approach

• Cloud services should be the first


Software-as-a-Service option for new services and for
(SaaS)
replacing legacy services
Platform-as-a-Service • When evaluating solutions, favor
(PaaS) those that can be run on cloud
infrastructure
Infrastructure-as-a-Service
(IaaS)
• Select services that run as high up
the stack as possible – selecting
On-Premises SaaS over PaaS and PaaS over IaaS
Solutions • Develop and apply rigorous data
classification and security
safeguards
Flipping the IT Portfolio
• Give strong preference to services
with robust sets of APIs
Modernizing Educational and Administrative Systems
Pre-1997 1998-2014 After 2014
Classic Best-of-Breed Modern ERP Suites Hybrid ERP

Recruit- Talent
ing Mgmt
GL, AP, FA
Package Procurement
Custom Proc AP FA
HR/PR Procurre-
ment
HR PR GL

Payroll Core
HR Outsourced ERP: GL,
Package FA

Adm SF FA Integra-
T&E
tion
Data
SR
Ware-
Financial Aid Student Financials
Custom Custom
house
Mainframe Mainframe SF
Data Warehouse

SR
Admissions Student Records
Custom Custom Adm FA
Mainframe Mainframe

Public and/or private cloud


IT@MIT Ecosystem
An ecosystem of integrated technology tools and capabilities based on next-generation technology
will deliver the enabling services and support the work and innovation of the MIT community:

Business
Business and
andAcademic
Academic Applications
Applications

Cloud
Cloud Management
Management Platform
Platform Self-Service
Self-Service Portal
Portal

Legacy
Legacy
applica-
applica- Applica-
Applica- User
User Integra-
Integra-
Cloud-
Cloud-
tions
tions tion
tion Exper-
Exper- tion
tion
based
based BPM
BPM &&
Develop-
Develop- API
API ience
ience BI
BI and
and (on-
(on- External
External
Data-
Data- Work
Work Mobile
Mobile
ment
ment Manager
Manager and
and Web
Web Analytics
Analytics prem
prem SaaS
SaaS
base
base and
and flow
flow
and
and Life
Life Content
Content and
and Applica-
Applica-
Mgmt
Mgmt
Cycle
Cycle Mgmt
Mgmt cloud)
cloud) tions
tions

Cloud
Cloud Management
Management Platform
Platform

Public
Public Cloud
Cloud Server
Server Virtualization
Virtualization Private
Private Cloud
Cloud Server
Server Virtualization
Virtualization

Public
Public Cloud
Cloud Physical
Physical Infrastructure
Infrastructure Private
Private Cloud
Cloud Physical
Physical Infra
Infra
Building the Ecosystem
To reach the end-state, MIT can leverage existing tools and skills. New components will be added
over time.

Business
Business Logic
Logic

Cloud
Cloud Management
Management Platform
Platform Self-Service
Self-Service Portal
Portal

Legacy
Legacy
applica-
applica- Applica-
Applica- Integra-
Integra-
Cloud-
Cloud-
tions
tions tion
tion tion
tion
based
based BPM
BPM & & Web
Web BI
BI and
and
Develop-
Develop- API
API (on-
(on- External
External
Data-
Data- Work
Work Content
Content Analyt-
Analyt- Mobile
Mobile
ment
ment Manager
Manager prem
prem SaaS
SaaS
base
base and
and flow
flow Mgmt
Mgmt ics
ics
and
and Life
Life and
and Applica-
Applica-
Mgmt
Mgmt
Cycle
Cycle cloud)
cloud) tions
tions

Cloud
Cloud Management
Management Platform
Platform

Public
PublicCloud
CloudServer
ServerVirtualization
Virtualization Private
Private Cloud
Cloud Server
Server Virtualization
Virtualization

Public
PublicCloud
CloudPhysical
PhysicalInfrastructure
Infrastructure Private
Private Cloud
Cloud Physical
Physical Infra
Infra

Relatively
Relativelycomplete
completesolution
solution Parts
Partsof
ofsolution
solutionin
inproduction
production Not
Notstarted
startedor
orexperimental
experimental
Proof-of-Concept Projects:
Validating Key Components of Our Proposed Platform-based Ecosystem Strategy

Centrally Developed Apps Locally Developed Apps 3rdrd Party Developed Apps
-- iPad iPad MIT
MIT App
App using
using Mobile
Mobile APIs
APIs  -- Integration
Integration of
of Class
Class Membership
Membership Service
Service  -- Summer
Summer Session
Session Faculty
Faculty Effort
Effort App
App using
using

Apps
-- Room Room Inventory
-- Reduced
Reduced Load
Centrally
Centrally
Inventory App
App using
using Mendix
Load Petition
Petition App
Mendix
App using
using Mendix
Mendix
with
with Sloan’s
APIs
APIs
Locally
Sloan’s ActiveLocally
Active Directory
Directory using
using MITSIS
MITSIS SAP
SAP APIs
APIs 3 3 Party
Party
rd
rd rd
rd
-- HR
-- Metadata Developed
HR Compensation
Developed
Compensation App
Metadata Management
App using
using Mendix
Management System
Mendix
System App
App


-- Vacation
-- CSAIL
CSAIL P-Card
Developed
Developed
Vacation Tracking
Tracking App
App for
P-Card Receipt
for IS&T
Receipt App
IS&T
App using
using Mendix
Mendix &&
Developed
Developed
 -- Integration
Integration of
Membership
Membership Apps
Apps
Apps
of Gradebook
Gradebook &
Apps with
& Class
with MITx
Class
MITx using
using MSF
MSF
SAP
SAP APIs
-- RLE
APIs
RLE Lab
Apps
Lab Management
Apps
Management App App using
using Mendix
Mendix &&
Apps
Apps
APIs
APIs SAP
SAP APIs
APIs
-- Timesheet
Timesheet App
App using
using Mendix
Mendix && SAP
SAP APIs
APIs

Application & Integration Platforms (APIs & Cloud Middleware)


 -- APIsAPIs for
for MITSIS
MITSIS Student
Student Accounts
Accounts -- Knowledge
Knowledge Base
Base API
API as
as aa Drupal
Drupal Extension
Extension
 -- APIs
APIs for
for MITSIS
MITSIS Academic
Academic Records
Records  -- Mendix
Mendix Application
Application Development
Development Platform
Platform
 -- APIs
APIs for
for Mobile
Mobile Apps
Apps -- SAP APIs
 for
SAP APIs for Summer
Summer Session
Session Faculty
Faculty Effort
Effort App
App
 -- OpenID
OpenID Connect
Connect for
for Authentication
Authentication  -- Shibboleth
Shibboleth Delegated
Delegated Authentication
Authentication for
for Touchstone
Touchstone
APIs & -- WSO2
WSO2 asas API
API Management
Management Platform
Platform -- Integration
Integration Platform
Platform Service
Service using
using SAP
SAP Process
Process Orchestration/Integration
Orchestration/Integration
Platforms
On-Premises – Legacy “As Is” Private Cloud – New Systems & Public Cloud New Software-
Systems & Systems-of-Record Services as-a-Service (SaaS) System
 -- “As
“As Is”
Is” use
use of
of SAP
SAP as
as aa System-of-Record
System-of-Record -- Cognos
Cognos Multi-tenant
Multi-tenant Platform
Platform  -- Dropbox
Dropbox Net-gen
Net-gen Storage
Storage Services
Services Platform
Platform
Platform
Platform forfor the
the Summer
Summer Session
Session Faculty
Faculty Effort
Effort  -- Self-Service
Self-Service Private
Private Cloud
Cloud Platform
Platform using
using
App,
App, & & for
for the
the IS&T
IS&T Vacation
Vacation App
App Openstack
Openstack
 -- “As
“As Is”
Is” use
use of
of MITSIS
MITSIS as
as aa System-of-Record
System-of-Record
Platform
Platform for
for the
the Membership
Membership App,App, &
& for
for the
the
Gradebook
Gradebook App App

Note: An application programming interface (API) is an architectural construct for controlling the sharing of content
and data between applications, systems, and platforms.
Collaborate with IT Service Providers on
Four Types of Initiatives

Initiatives to Nurture and Grow Existing Enabling Services

Initiatives to Launch New Enabling Services

Initiatives to Modernize Administrative & Educational


Systems

Initiatives to Improve IT Unit Capabilities


Types of Projects within Each Initiative
Nurture and Grow Launch New Enabling Modernize Administrative Improve IT Unit
Existing Enabling Services Services & Educational Systems Capabilities

1. Share MIT API & 1. Research 1. Projects to Improve 1. Training to Close


Reusable Code Computing Shared Decision Making Skills-Gap
Repositories Services 2. Administrative 2. Agile Service Dev.
2. Mature Rapid 2. Content Systems & Support Teams
Development Management Modernization 3. DevOps Practice
Service Services 3. Education Systems Development
3. Automate MIT 3. Cloud-Based Modernization 4. Develop Project
Infrastructure as a Email, Office 4. Data Warehousing and Portfolio
Service Productivity, & & Analytics Management
4. Extend & Integrate Collaboration Tools Modernization (PPM) Capabilities
Web Publishing 4. Support Services 5. Establish Initial
and Hosting for IT Service Enterprise
5. Enhance Data Creators Architecture
Management and
Business
Intelligence
Initiative Impacts Should Help Inform
Priority Setting
High Impact/Low Contribution High Impact/High Contribution
Quick Wins Priorities
 MIT API & Reusable Code Repository
Initiatives
Direct Impact on MIT Community

 Rapid Development Service


 Content Management Initiatives
Initiatives
 Cloud-Based Email, Office  Data Management and Business
Productivity, & Collaboration Tool Intelligence Initiatives
Initiatives  Support for IT Service Creators
Initiatives
 Administrative & Education Systems
Modernization Initiatives

Not Done Foundational


 MIT Infrastructure as a Service
Initiatives
 Agile Service Dev. & Support Teams
Initiatives
 Portfolio Management Capabilities
Initiatives

Low Impact/Low Contribution Low Impact/High Contribution

Contribution To Growth of IT@MIT Ecosystem


Roadmap and Major Milestones
2014 2015 2016 2017

 Infrastructure  API & Reusable Code Repositories


as a Service
Mature and Grow

 MIT App Dev SDK


 Web Publishing
& Hosting  Rapid Dev. Service Mature
Expansion  Data Hub
 Rapid Dev. Project B
 Rapid Dev. Project A
 Data Analytics Service
 Meta & Master Data Mgmt  Admissions Svc.

 Email & Productivity  Academic


 Content Mgm’t
(Google & Microsoft) Sys.
(Objects)
New Enabling Services

 Content Mgm’t
(Video Platform)  Student Finance Sys.
 ServiceNow
 Content Mgm’t Edu Sys Rollout Plan Full Rollout
(Dropbox MIT-  HR/Fin/Pro Rollout Plan
Wide)  Edu. Sys. POC  Error Handing
 HR/Fin/Pro POC
 Edu. Sys. Market
 Helpdesk Interface
Scan  HR/Fin/Pro Market Scan
 ServiceNow – Request Portal
 PPM Team
 Service Consulting/Support Team
 Agile Development Team

Modernization Initiatives IT Unit Capabilities


Transformation of IT @ MIT
Distributed IT
Capacity for New
Projects
Central (IS&T)
Capacity for New
Projects
Central (IS&T)
Capacity Consumed

Transformed
Early “Wins”
Traditional IT Systematic “Agile” IT
(Proof of
Resource Profile Redesign Efforts Ecosystem
Concepts)
Profile

The expansion of IS&T, DLC, and administrative unit capacities for


innovation will be facilitated by the adoption of open APIs and “platform-
based” models that are designed to create and connect ecosystems of
diverse participants as producers and consumers of IT services.
Strategic Planning Timeline
 
Sep- Nov-
Jan-Jun Jul-Aug
Oct Dec
• Listening Tour & • Formulate • Community • Approval of IT
Community Findings & Engagement in Strategic Plan &
Engagement Develop Finalizing IT Publication of
(Consensus Strategies for Strategies Implementation
Vision, Goals, & Realizing the Roadmaps
Guiding Vision
Principles)

• Consult IT Leaders, IT Partners, SIPB, & ISTAB


• Consult IT governance and advisory committees
• Consult key IT@MIT stakeholders
• Solicit community feedback
Questions, comments, or
suggestions?
IT@MIT Communications
Strategy & Roadmap Overview
September 23, 2014

DRAFT v0.1
Four-Part Communications Roadmap
2014 2015 2016

Fall Winter Spring Summer Fall Winter

Community Community Community


Awareness Awareness Awareness

Create Clarity within IT


Sustaining Transparency & Clarity within IT Teams
Teams

Governance Committees
Governance Committees Engaged in 2-Way
Engaged in 2-Way Interactions
Interactions with Constituencies with Constituencies

Nurturing the IT Service Provider Ecosystem


Awareness-Building & Feedback-Gathering
Communication By
Purpose/ Key Message Intended Result Timing Media
Activity Whom?
IS&T Managers & Staff

· Overview
presentation
· Manager
1. IT@MIT Strategic Explain strategy in detail Meetings
Obtain feedback and
Plan & Document and review the draft · VP IS&T September
recommendations · Staff Q&A
Review document
Sessions
· Email
Feedback
MIT’s IT Leaders Group & IT Partners Group
2. IT@MIT Strategic Explain strategy in detail
Obtain feedback and · Overview
Plan & Document and review the draft · VP IS&T September
recommendations presentation
Review document
IT Governance Committee and Subcommittees

· Listen, learn, and · Draft


3. IT@MIT Strategic refine the strategy document
Review the draft
Plan & Document · VP IS&T October
document · Obtain · Overview
Review
endorsements presentation
MIT Community
Inform the campus that
· Co- · Future of
4. IT@MIT Strategic the IT strategy has been Create awareness and
Chairs November IT@MIT
Plan Announcement developed and invite obtain feedback
ITGC website
feedback
Communication Purpose/ Key
IntendedResult ByWhom? Timing Media
Activity Message

Building Fall
Engage staff in a

Clarity
Share updates and dialogue to create
1. IS&T senior
information on awareness, gather · VP IS&T September Meeting
manager meetings
IT@MIT Strategic Plan feedback, and gain
buy-in

within
Engage staff in a
Share updates and · VP IS&T
dialogue to create
information on · IS&T Staff
2. IS&T All Hands awareness, gather September · Meeting
IT@MIT Strategic · Community
feedback, and gain

IS&T
Plan, PoC outcomes Partners
buy-in
Discussion on the
application of the IT Engage staff in a
3. Intra-Directorate · IS&T
Strategic Plan – “what dialogue October · Meeting
All Hands Directors
does it/could it mean
for us?”
Design IS&T Affinity
Engage staff and · Web
4. Charter Affinity Groups: desired
increase · IS&T Staff October · Email
Groups outcomes, support
empowerment · Wiki
needs, and champions.

Engage staff and


5. Affinity Groups Facilitate peer-led
increase · IS&T Staff November+ · Meeting
Meet collaboration groups.
transparency

Winter
Create room for
6. Transition to More adaptable and
different staff
twice a year All flexible large group · IS&T Staff January · Variable
engagement activities
Hands meetings activities
with different formats
VP blog that gives
Engage staff and
insight into what he
7. “Notes from increase
finds of interest, is · VP IS&T January start · Blog
John” transparency and
reading, excited about,
buy-in
finds compelling, etc.
Year-round: Leverage Existing Tools/Channels
Share changes to IS&T · Customer
8. Pipeline Update Create awareness Weekly · Email
service offerings Support
Share news, updates, Create awareness
staff accomplishments, and encourage · Displays
9. Digital Signage Continuously
and milestones transparency
Primary channel for
10. Email staff communications Variable · All · Email
Continuously
and updates
Communication By
Purpose/ KeyMessage Intended Result Timing Media
Activity Whom?
Proposed IT Governance Committee (ITGC)

Governance 1. Progress Reports


Inform Provost, EVPT,
and Academic Council of
Leadership sync-
up, and obtain · Co-Chairs
Communications – IT@MIT Strategic
Plan
implementation status,
and report on any
any additional
ITGC &
VP IS&T
Annually, Fall
· Status report
presentation
guidance
adjustments to the plan
Provide updates for the IT
2. Progress Reports governance · Future of
– IT@MIT Strategic subcommittees, IT Informed · VP IS&T Annually, Fall IT@MIT
Plan Leaders Group, and the website
MIT community

Inform IT governance
3. Summaries of subcommittees, IT
· Co-Chairs Following each · Email
ITGC decisions and leaders, and key Informed
ITGC meeting summary
actions stakeholders of ITGC
decisions and actions
IT Governance Subcommittees (ASC2, SSSC, MITCET, CRC, & ITPC)
Explain the recommended · Roadmap &
4. Proposed program roadmap and/or · Chair(s) Triggered by portfolio
Roadmap & portfolio adjustment(s) to timing of documents
Obtain feedback · IT
Portfolio the subcommittee’s recommended
Adjustments impacted constituency Liaison changes · Proposal
group presentation

Inform impacted Constituency · Roadmap &


5. Progress Reports constituency groups and group sync-up, · Chair(s) portfolio
Semi-annually, documents
– Project & key stakeholders of and feedback for · IT Fall & Spring
Program Outcomes progress, and report on fine tuning the Liaison · Status report
any adjustment to plans plans presentation
· Roadmap &
Inform ITGC of ITGC sync-up, · Chair(s) portfolio
6. Progress Reports
implementation status, and obtain any documents
– Roadmaps & · IT Annually, Spring
and report any additional
Portfolios Liaison · Status
adjustments to plans guidance
presentation
Purpose/ Key Intended
Activities/ Initiatives By Whom? Timing Media
Message Result

Nurturing
IT@MIT Leaders
Inform all IT
Awareness,
service providers
adoption, and

the IT@MIT
and developers · VP IS&T · Email
1. IT@MIT’s GitHub commitment to
that an enterprise · Leaders of all September · GitHub
Announcement champion the
version of GitHub IT@MIT teams presentation
use of MIT’s
has been

Ecosystem
GitHub instance
implemented

Provide self- · Email


Eliminate
service · IS&T
2. “How to” Guides for barriers to · Website
instructions for Leadership September
IT@MIT’s GitHub adoption and
using MIT’s Team · Youtube
use
GitHub service videos
Creators & Consumers

Enable peer-to- Self-service and · Customer Begin


3. Community Forums · Web
peer support. community Support September
Creators
Nurture and Enhance and
4. Engagement in Social expand the accelerate code · Creators/
On-going · MIT’s GitHub
Coding diverse ecosystem development · Developers
of developers processes
Eliminate
5. Creator Community Site Central hub for barriers to Begin
“developers.mit.edu” creator resources adoption and · IS&T October · Web
use

Consumers

Provide a working
6. Service Catalog: proof of concept · Operations &
to allow Enhanced self- Infrastructure · Web
Email Forwarding September
consumers to service options · Customer · News
Automated in ServiceNow easily change Support
email forwarding

Optimize and · Operations & Agile


automate self- Infrastructure releases
7. Service Catalog: Self-service · Web
Request Fulfillment service requests · Customer Fall/Winte
in a new portal Support r 2014

IS&T Staff, MIT Community

· Customer
Dynamic, multi- Increase Support
8. Social Media Best Begin
channel Community
Practices · IS&T September
communication engagement
Administration
Questions, comments, or
suggestions?
IT@MIT Transformation Risks

September 23, 2014

DRAFT v0.1
Net Risks
High
IT Staff
Unable to
Make the Extensive Retraining & Retooling; Badges: & Recruit Top Talent
Mindset &
Skillset
Shifts Ineffective on
tati API Management Platform & Processes
Gov & Management
ns
u l
Impact of Risk

o
Steering C of APIs
Cmts Fail Unable to ng
l Cod i
to Embrace Create a ia es
Soc adg
Strategies Thriving Uneven ng & B
ini
Ecosystem of Community Tra
Service Readiness
Providers (Capability)
Perceived as
Shift of
Work (&/or Communication
Costs) from
IS&T to
Others
Low
Low High
Likelihood
IT@MIT Governance &
Investment Models
September 23, 2014

DRAFT v0.1
Strategic IT@MIT Governance Roadmap
2017 - Target

Level 3
• IT policy & data governance
2014 - Current processes established
• Institutional IT portfolios
Level 2 defined & established
• Institute-wide IT inventory & • Processes established for
assessment of capabilities lifecycle management of
• Awareness of admin unit & mission-critical & non-mission-
Level 1 DLC needs & priorities critical, and differentiating &
• Transparency of decision • Project selection & non-differentiating systems &
making prioritization criteria services
• Roadmaps for service & system established • Processes established for
groupings • Executive sponsor oversight investing in efforts of cross-
• Initial allocations of IT applied on a project-by-project functional innovation teams
modernization investments basis • Processes established for post-
Project- • Defining characteristic: • Defining characteristic: implementation reviews for
Investment/governance Investment/governance major programs
centric processes are typically ad hoc processes are typically at the • Two-way communications
(or egalitarian), reactive, & project-level (and focused on established between
limited to IS&T-supported project milestones) instead of governance committees &
services, systems, & at the program-level (and constituency groups
infrastructure focused on programmatic • Defining characteristic:
outcomes) Investment/governance
processes are typically at the
program-level
Lifecycle IT “INSTITUTIONAL” IT@MIT PORTFOLIO*
Portfolio Differentiating Non-Differentiating
(or Closing a Modernization (or Compliance
Management Gap) Activity)
& Investment Deploy-at-Scale, Grow, Run, Maintain, or Optimize
Strategy Replace, or Modernize

Mission Deploy Manage


Critical (Invest Resources) (Seek Efficiencies)
Production
Service Delivery
IT Modernization Funds,
Teams
Infrastructure Modernization GIB Funding, or Deferred
Funds, or TNSC Funds Maintenance Funds Optimization
Teams

Innovation
Discovery, Pilot, or Sandbox Sunset or Alternatively
Teams Source

Potential Innovate Retire


Mission Critical
(Invest Resources) (Reallocate)

* The “Institutional” IT@MIT portfolio


model could be used for all IT systems,
Software Development Funds GIB Funding
services, & infrastructures that are
designed for Institute-wide use.
Reinvest freed-up resources
New Operating MITITGovernance • ASC2: Administrative Services
Coordinating Committee

Model for
EVPT Provost
• SSSC: Student Services
Steering Committee
IT Governance Commi ee (ITGC)
IT@MIT • MITCET: MIT Committee on
Educational Technology

• CRC: Committee of Research


ASC2 SSSC MITCET CRC FITP Computing

• FITP: Faculty IT Policy


Committee
MITITOpera onal IT Partners
ISTAB Management • ISTAB: IS&T Student
IS&T DLC Technology Advisory Board

SIPB IT Leaders IT leaders • SIPB: Student Information


Processing Board
MITITPor olio

IT@ MIT
Ins tu onal Local
Ins tu onal Processes Local Processes
End User Equip & Integrated&/orShared Local Apps, Extensions, &
Support Apps&Data Data
Research
Instruments
Processes & Technology-enabled Learning & Collabora on
Workfllows
Service DLC Opera ng
Applica ons & Provider GIB Funds
Payroll
Data GradApply
So ware Extramural
OPA
Alloca on Funds

Ins tu onallyProvisioned LocallyProvisioned


APIs & Pla orms SharedInfrastructure UniqueInfrastructure
Data Warehouse, Repor ng & Marts
Security Sloan
Middleware Iden ty & Access Management Sharepoint

Systems of SAP HR
Record Data Center Services
COEUS
Service DLC Opera ng
Data Centers Provider GIB Funds
Backbone
Networking & Network Infrastructure Extramural Experimental
Communica ons Alloca on Funds Networks

Key: Example Services Funding Sources