Information Technology Strategic Plan 2016-2021€¦ · Lone Star College System IT Strategic Plan 2016-2021 7 Technology Asset Position on IT Market Clock Next Steps Status at LSC

InformationTechnologyStrategicPlan2016-2021

LoneStarCollegeSystemITStrategicPlan2016-2021 2

ExecutiveSummaryLoneStarCollege(LSC)isthefastestgrowingcommunitycollegesysteminthecountry.Itsmissionistoprovidehighquality,affordableeducationalopportunitiesandservicestoitsstudentssotheycanachievetheirgoals.LoneStarCollegeoffersawidevarietyofcoursesandprogramstosuitindividualstudentneedsandweareknownforouraffordabilityandoutstandingteaching.ThemissionoftheOfficeofTechnologyServices(OTS)istoprovideexemplaryservicesthatpromotestudentsuccess,qualityinstruction,effectiveemployees,andathrivingcommunity.ThepurposeoftheLoneStarCollegeInformationTechnologyStrategicPlanistoguidethedirection,focus,alignment,investmentsandinitiativesofOTStoachievethismission.TheplaniscompletedafterthesystemwideStrategicPlanisfinalizedtoensurebothdocumentsalignandadvancetheorganization’sneeds.ThisITStrategicPlanprovidesaroadmapfortechnologydecisionmakingandinitiativesatLoneStarCollegeforthenextthreeyears.Ittakesintoconsiderationcurrentandprojectedacademicandadministrativetechnologyneedsandseveralpotentialfuturesasidentifiedthroughascenarioplanningprocess.Internally,theOfficeofTechnologyServicespursuesafive-prongstrategytoexecutetheplan:

StrategicAlignmentTherearetwotypesofStrategicAlignmentinitiatives.ThefirstsetderivesfromLoneStarCollege’sStrategicPlanandthecampuses’strategicplansfor2015-2020.AlloftheobjectiveshaveatechnologycomponentandareajointeffortbetweenOTSandsystemandcampusleadership.ThesecondsetreflectsinitiativesLoneStarCollegeispursuingatasystemwidelevelasidentifiedbytheChancellor’sCabinet.Theseobjectivesmayhavesomeoverlapwiththoseinthefirstset,butaresufficientlydistincttowarrantinclusionasseparateinitiatives.ServiceExcellenceTheseinitiativesfocusonenhancingandexpandingexistingOTS-providedtechnologyservices.InnovationTheseinitiativesadvancetheorganizationintheinnovativeuseoftechnologytomeetLoneStarCollege’suniquechallengesandneeds.SecurityTheseinitiativesstrengthenLoneStarCollege’ssecuritysystems,processesandapproachtoidentitymanagement.ITFoundationTheseinitiativesmaintainLoneStarCollege’saward-winninginfrastructuretoensureitmeetsorganizationaltechnologyneeds.

TheITOperationsFrameworkdescribedinthestrategicplanningprocessoperationalizesthisplantoachievethestrategicgoalsofLoneStarCollegeandtheOfficeofTechnologyServices.


PlanningProcess&ScopeofthisPlanThisInformationTechnologyStrategicPlanwasacollaborativeeffortinvolvingfaculty,staff,administratorsandstudents.Feedbackwascollectedthroughsurveys,focusgroups,advisorycouncilsandaSWOTanalysis.Inaddition,researchfromGartner,Inc.andEDUCAUSEhelpedinformtheplan.OTSalsousedscenarioplanningasamethodtocapturepotentialfuturesandpathwaystothosefutures(AppendixA).Thescopeofthisplanisfrom2016-2018.

TheplanningprocessgeneratedasetofenterprisestrategydocumentsconsistingofanITStrategy,anITStrategicPlan,andanITOperationsFramework.Thepurposesofeacharedescribedbelow.

ITStrategy

ProvidesvisionanddirectiononhowOTSsupportsLoneStar

College’smissionandgoals.Usedtodrive

investments,decisionsandactivities.

ITStrategicPlan

Providesanoutlineofinitiatives,costs,benefits,risksandmeasurementsthatwillbeexecutedtoachievetheITStrategy.Usedtodriveprojectactivityatahighlevel.

ITOperationsFramework

Providesdetailson

managingOTSassetsandoperationalactivities.Usedtodrivemanagementbest

practicesandqualityimprovementefforts.

SummaryofStrategy&Direction

Faculty,Staff&StudentInput

SWOTAnalysis

LSC&CampusStrategicPlans

ScenarioPlanning

GartnerBestPractices

ITTrendsin

HigherEducation


ITTrendsinHigherEducationTheOfficeofTechnologyServicesconsidersITtrendsinhighereducationaspartofitsITstrategy.Gartner’s2016ITMarketClock(shownbelow)providesvitalinformationonkeytechnologyassetcommoditizationandmarketlifecycles.


ITTrendsinHigherEducation(cont.)Thebelowchartmapskeytechnologyassetspresentlyinuse,worksinprogressorunderconsiderationatLoneStarCollegewithGartnerinformationoncurrentmarketlifestatusandexpectedchangesusingtheITMarketClock.Thisinformationisconsideredwhensettingcurrentandfuturestrategiesfordeployment,sourcingandretiringkeyassetsinLoneStarCollege’stechnologyportfolio.LSCSTechnologyAssets&Gartner’sITMarketClockRecommendations

TechnologyAsset

PositiononITMarketClock NextSteps StatusatLSC GartnerRecommendations

SmartMachine Advantage Choicein2to5years

Underconsideration

Apotentiallytransformationalnewassetthatcouldrepresentacompetitiveadvantageforearlyadopters

BluetoothBeacons Advantage Choicein2to

5years

Currentlyinplace

Aninterestingnewasset,butlikelyonlyappropriateforveryearly-adopter-typeinstitutionsthathaveahighneedtotrackstudentactivity,andwithfewerbarrierstoadoption.

RaaS Advantage Choicein2to5years

WIPforstudents

Anemergingassetclassthatcouldbeofhighvalueasinstitutionsstruggletounderstandandaddressretentionchallenges.

SIS(Cloud) Advantage Choicein2to5years

Currentlyinplace

Ahigh-valueassetthatcouldrepresentacompetitiveadvantageforearlyadopters.

DigitalAssessment Advantage Choicein2to

5yearsCurrentlyin

place

Apreviouslyslow-movingassetclasswhosepaceisnowaccelerating.Monitorandinvestinit,butbeawarethatoptionswillexpandasnewadaptivetechnologiesandlearninganalyticsadvance.Near-terminvestmentsshouldfocusondeliveringactionabledataandfocusedinstructionaloutcomes.

CBEPlatforms Advantage Choicein2to5years

Underconsideration

Anemergingassetclassthatshouldbemonitoredclosely,butasmoreLMSsaddthiscapability,itmaybesubsumedunderLSMassetclass.


TechnologyAsset


LearningAnalytics

AdvantageChoicein2to

5years

Anemerginghigh-valueasset.Monitorcloselyoreveninvestsoonifretentionandcompletionareproblems.However,thisassetislikelytochangeconsiderably,soinvestmenttimeframesshouldbelessthanfiveyearstopreserveflexibility.

InstitutionalAnalytics

AdvantageChoiceinlessthan2years

Ahigh-valueassetthatcouldrepresentacompetitiveadvantageforearlyadopters.

AdaptiveLearning

AdvantageChoiceinlessthan2years

Anemergingassetclasswithhighpotentialbenefits,butsubstantialimplementationchallenges.Monitorcloselyandexploretheapplicationviapilots.

AlumniCRM AdvantageChoiceinlessthan2years

ConsiderinconcertwithalumnidevelopmentsystemstoensureadequateCRMfunctionstosupportlifelonglearningandalumniengagementopportunities.Advantagephaseisending,sothoseseekinggreaterchoicemaybenefitfromwaitinganother12to24monthsifpossible,whenmorechoicewillbeavailable.

SIS(OSS) Advantage Endoflife

Makenewinvestmentsinthisassetwithextremecaution.Ifyouhavethisasset,thenevaluatealternativesourcingoptionssoon,andplantomovewithinatwo-tofive-yearwindow.

CRM(Retention) AdvantageChoiceinlessthan2years

Anemerginghigh-valueassetwithafastpacetothenextphase.Monitorcloselyoreveninvestsoonifretentionisaproblem.However,thisassetislikelytomorphconsiderably,soinvestmenttimeframesshouldbelessthanfiveyearstopreserveflexibility.

Financials(Cloud)

ChoiceCostin2to5

years

Anemergingassetclasswithearlyadoptersuccess.ItmaybereplacedascontractexpirationsandERPsuitereplacementprojectspresentopportunities.


TechnologyAsset


LMS(Cloud) ChoiceCostin2to5

years

Asteadilymaturingassetclass.Institutionsthatplantoadoptacloudsourcingstrategyshouldmonitorthiscarefully.

HR(Cloud) ChoiceCostin2to5

years

Afast-movingandcommoditizedassetwithincreasingsuppliersandgrowingadoption.IfyouareinthemarketforanewHRsolution,thenconsiderthisasaprimaryoption.

HPC(Cloud) ChoiceCostin2to5

years

Quicklymaturingwithapotentiallytransformationalimpact.Readyforproductionforsomeusecases.Itshouldbeconsideredasaviablealternativeandevenpreferredinspecialcircumstances,suchassignificantshort-termcapacityrequirements.

OPM ChoiceCostin2to5

years

Anexpandingassetclassasmoreinstitutionsbeginorexpandonlineprograms.Institutionsshouldexploremultipleoptionstoensurethattheyfindtheservicewiththebestfit.

CRM(Enrollment)

CostReplacementin5to10years

Anassetontrajectorytobecomingabaselineserviceformostinstitutions.Considerinvestingeveniftheinstitutionisselective.Institutionsshouldre-evaluatetheirexistingsolutionsbecausethesolutionspacehassignificantlyexpandedwithmanydifferentpricingmodels.Also,considerhowthisfitswiththeoverallSISandenterpriseCRMstrategy.

SIS(Classic) CostReplacementin2to5years

Akeyeducationalback-officeasset.Asnewcloudsolutionsemerge,limitinvestmentsinclassicsolutions,exceptinextenuatingcircumstances.Starttheplanningprocessforreplacementinthenext24months.

LMS(Classic) CostReplacementin2to5years

Akeyeducationalassetforarelativelyfast-movingmarket.Activelymonitorsthemarketfornewdeliveryoptionsandpossibleparadigmchangestoalearningplatformmodel.


TechnologyAsset


LMS(OSS) CostReplacementinlessthan2

years

Anassetclasswithconsiderablevariability,butonethatwilllikelyremainapartofthemarket,especiallyifmorecloudoptionsbecomeavailableanddevelopmentcankeeppacewithcommercialofferings.

Financials(Classic)

ReplacementEndoflifeinmorethan10

years

Akeyeducationalback-officeasset.Replacementplanningshouldbegineveniftimingisyearsaway.Animmediatemoveisunnecessaryunlesscurrentapplicationisseverelyunderperformingoropportunitiespresentthemselves.Incumbentvendorroadmapsshouldbereviewedandmaintenancecontracttermscarefullyconsidered.

AcademicERPSuites

ReplacementEndoflifeinmorethan10

years

Akeyeducationalback-officeasset.Marketshiftsareunderway.Replacementplanningshouldbegin.TimescheduleshouldbedeterminedbythreatsduetocurrentERPfunctionalfit,levelofvendorcommitmenttotheproduct,andopportunitiestogainagilityandsupportfornewbusinessmodelswithnewermarketofferingsanddeliverymodels.

AlumniDev. ReplacementEndoflifein5to10years

Currentlyakeyfundraisingasset,butsoontobeovertakenbymorecomprehensivealumniCRMassets.Wattheevolutionofnewplayersandsolutions,andconsiderreplacingasfundraisingcampaignopportunitiesallow.

HR(Classic) ReplacementEndoflifein5to10years

Akeyeducationalback-officeasset.ActivelymonitorHR(Cloud)marketandmigrateifcurrentsolutionismarkedlyunderperforming,orascloudopportunitiespresent.

GridComputing ReplacementEndoflifein5to10years

Akeyresearchasset.Slow-movingmarket,butconsiderableopportunitytomovetothecloudwhencurrentinvestmentshavedepreciatedandresourcescanbeputtogoodalternativeuse.


HPC(Classic) ReplacementEndoflifeinmorethan10

years

Akeyresearchasset.Slow-movingmarket,butconsiderableopportunitytomovetothecloudwhencurrentinvestmentshavedepreciatedandresourcescanbeputtogoodalternativeuse.However,itisimportanttoverifythatusecasesworkinthecloud.

Key: Gartnerrecommendsactionwithin12monthsGartnerrecommendsactionwithin24monthsRecommendationislessurgent

ITTrendsinHigherEducation(cont.)Gartner’s2015HypeCycleforEducationwasconsideredinthedevelopmentofthisITstrategydocument.


SummaryofITStrategyTheOfficeofTechnologyServicescontributestoLoneStarCollege’ssuccessbyprovidingexemplaryservicesthatpromotestudentsuccess,qualityinstruction,effectiveemployees,andathrivingcommunity.Itstartswithguidingprinciplesthatinformdecisionmaking,includespolicies,proceduresandmetricstostandardizeoperationsandmeasureperformance,andalignsspendingandserviceswithinstitutionalneeds.OurITstrategytofacilitateLoneStarCollege’ssuccessisto:

• Provideaninfrastructurethatpromotesgrowthandinnovation• Managefinancesandresourceswell• Rapidlyrespondtochangingneeds• Facilitateclassroominnovationinitiatives• PartnerwithcampusleadershiptoensureOTSprovidesappropriateservicesandtoeliminate

thosethatarenolongerneeded• Successfullyleadandmanageprojects• Skillfullynegotiatelicensingagreementsandvendorcontracts• Keepcurrentonemergingtechnologies• AttractandretainhighlycompetentITprofessionalswithamultitudeofskills

Strategies,Goals&ObjectivesTheOTSstrategies,goalsandobjectivesaregroupedaccordingtoourfive-prongapproach.ThecorrespondingLoneStarCollegestrategicgoalandobjectiveislistedwitheachOTSobjective.

Strategy:StrategicAlignmentTheStrategicAlignmentinitiativesarederivedfromLoneStarCollege’sStrategicPlanandthecampuses’strategicplansfor2015-2020.AlloftheobjectiveshaveatechnologycomponentandareajointeffortbetweenOTSandsystemandcampusleadership.SeeAppendixBforalistoftheseobjectives.DigitalSignatures

• Allowsauthorizationofdocumentsthroughonlinemethods(FinancialResponsibility&Accounting)

PaymentGateways

• ChangeLoneStar'smerchantpaymentprocessingbankfromBankofAmericatoChase.

Taleo

• ImplementOracle'sTalent/RecruitingsolutionintheCloud(OnlineService).


Strategies,Goals&Objectives(cont.)PeopleSoft9.2Upgrade

• UpgradingalliStarmodulestothelatestversion,whichincludestheunderlyingprogrammingcodetothelatestversion;alongwithimplementingOracle'sTalent/Recruitingsolution(Taleo).

BondConstructionProjects/Management• OTSconsultswithcollegeadministrationtodesignandimplementclassroomtechnologyand

administrativetechnology

Strategy:ServiceExcellenceTheseinitiativesfocusonenhancingandexpandingexistingOTS-providedtechnologyservices.EnterpriseManagementExpansion

• ExpandourServiceNowenterprisemanagementsolutiontootherdepartmentsoutsideofOTS(Culture)ServicePortalCreation

• Reworkourservicecatalogtopromotecustomerengagement,reducesupportcostandoptimizeservice(Partnerships)

AdmissionsApplication3.0

• UpgradeLoneStar’sOnlineApplication(LOLA)tothelatestversion(StudentSuccess)

EducationalMilestones

• Improvethevisibilityandeaseoffunctionalityforstudentstoidentifyandcompleteactionsforentrythroughcertifications/completions(pathwaysforSuccess).(StudentSuccess)

OnBase15

• UpgradetothelatestversionofLoneStar’sdocumentimagingsolutionandintegratewithiStar

HyperionUpgrade

• UpgradeLoneStar’sbudgetingandplanning(What-IfScenario)solutiontothelatestversion.(FinancialResponsibility&Accountability)

MDMDecommission

• DecommissionofMasterDataManagementtoallowCampusSolution/HumanCapitalManagementtobethekeepersofdata.(FinancialResponsibility&Accountability)

Strategy:InnovationTheseinitiativesadvancetheorganizationintheinnovativeuseoftechnologytomeetLoneStarCollege’suniquechallengesandneeds.EventVideo/AudioStreaming

• Allowsforagreateraudienceoutsidethephysicallimitationsofavenuethroughonlineparticipation(StudentSuccess)


Strategies,Goals&ObjectivesStrategy:Innovation(continued)9.2Fluid/MobileUI

• Secondphaseof9.2upgrade,screensandnavigationwithiniStarwillhaveenhancedgraphicsandwilldisplayautomaticallyinthepropersizeonalldevices(Culture)

LMSAutomation• Thecreationofsingle-sign-onandcompleteintegrationofLMSandiStar.(Academic&Workforce

ProgramQuality)ERP9.2Upgrade

• UpgradingalliStarmodulestothelatestversion,whichincludestheunderlyingprogrammingcodetothelatestversion;alongwithimplementingOracle'sTalent/Recruitingsolution(Taleo).(StudentSuccess)

SIPImplementation/FaxReplacement• Replaceoldtelephonyconnectivitytoallowformorecapacityandredundancy.Willalsoallowforvoice

redundancyatcentersthatatthistimedoesnotexist.(Partnerships)FiberOpticNetworkRenewal

• Upgradecampusnetworkinfrastructuretoallowforaminimumof1Gtothedesktop.(FinancialResponsibility&Accountability)

OneDriveImplementationforFaculty/Staff/Students• Addfilestoragecapabilitytoofferunlimitedstorage.(StudentSuccess)

Strategy:SecurityTheseinitiativesstrengthenLoneStarCollege’ssecuritysystems,processesandapproachtoidentitymanagement.TwoFactorAuthentication

• Placeholder

EndPointProtectionReplacement

• Provideaservicetoguardagainstandeducateemployeesandstudentsaboutmalicioussoftware.(StudentSuccess)

DataCenterFirewallSecurity

• Implementinternaldatacenterprotectionwithnextgenerationfirewalls.(Culture)


Strategy:ITFoundationTheseinitiativesmaintainLoneStarCollege’smajorsystemsandaward-winninginfrastructuretoensureitmeetsorganizationaltechnologyneeds.ServiceNowProjectManagementRe-Work

• BringourprojectmanagementappinServiceNowtocurrentversionandconfigurethenewapptomeetourcurrentneeds(FinancialResponsibility&Accountability)

Windows10Upgrade• ProvideupdatedsoftwaretobestmeettheneedsoftheFaculty,Students,andStaff.(StudentSuccess)

ClassroomTechnologyUpgrades• Monitorandimproveclassroomtechnologytomeetthechanginginstructionalneeds(Academic&

WorkforceProgramQuality)Computer/PrinterHardwareRefresh

• Maintainourestablishedrefreshcycleforcomputerandprinterhardware(Academic&WorkforceProgramQuality)

FinancialGatewayandCashManagement• ImplementOracle'sDealManagementsolutionthatallowsLoneStartocommunicate/integrate

withthird-partyfinancialinstitutions.(FinancialResponsibility&Accountability)Compliance

• Theimplementation/updatingofregulatory/complianceitemsforiStarastheyrelatetotheBusinessOffices,HR,StudentSuccessandCompletion.(FinancialResponsibility&Accountability)

WANCommunication• RenewalofWANinfrastructuretoallowforredundancytocenterswithadditionalfiberroutes.

(FinancialResponsibility&Accountability)CollegeDataCenterInfrastructureRefresh

• Upgradecampusnetworkinfrastructuretoallowforaminimumof1Gtothedesktop(FinancialResponsibility&Accountability)


MajorPrograms

2016

2017

2018

2019

DataCenterFirewallSecurityProgram:ImplementinternaldatacenterprotectionValue:StrengthenintegrityandconfidentialityofdataRisk:Resourceallocations

ERPSystemUpgradesProgram:UpgradeallmoduleswithinERPandimplementTalent/Recruitingsolution(Taleo).Value:ProvidenewfunctionalitytoassistmeetbusinessobjectiveswhileminimizingownershipcostsRisks:Limitedresourcesandexpensive

BondConstructionProjects/ManagementProgram:ConsultwithadministrationtodesignandimplementtechnologyValue:IncreasefunctionaltechnologyinclassroomsandadministrativeareasRisks:Limitedresourcesanddependentonotherprojects

WANCommunicationProgram:RenewalofWANinfrastructuresValue:AddredundancytocenterstominimizeserviceinterruptionsRisk:Dependentuponoutsidevendorsandconstructionprojects


Risks&IssuesThisdiagramreflectstheimpact&likelihoodofriskstothisITStrategicPlanwithmitigationstrategies.

ThisdiagramreflectsthepotentialimpactfutureeventsmighthaveonthisPlan.

Impact

High

Medium

Low

Low Medium High Likelihood

Risk:IncreasedITcostsMitigation:Centralizedpurchasing,standardizationofequipment,eliminationofredundancies,aggressivecontractnegotiations

Risk:FailuretoestablishITGovernanceMitigation:Strengthenexistingrelationshipsandcommunications

Risk:Projectcostoverruns,scopecreep,failuretomeetprojectobjectivesMitigation:PMmethodology

Risk:DifficulttorecruitorretaintalentedITstaffduetohighlycompetitiveITindustryMitigation:WorkwithHRtorestructureclassificationandcompensationstructure

MoreurgentneedLessurgentneed

Likelytogeneratemoreprojects

Likelytogeneratefewerprojects

SharedServicesGrowth

ContinuedGlobalExpansion

SuccessfulBondReferendum

DecreasedStateFunding

DecreasedEnrollments


MetricsTheOfficeofTechnologyServicesusesavarietyofmetricstomeasureprogressandcompletionoftheITStrategicPlan.Theyinclude:KeyPerformanceIndicators(KPIs)onsystemandserviceperformance;surveysandfocusgroupsoncustomersatisfaction;andmilestonecompletiononprojects.Communicationofthesameisprovidedtofaculty,staffandadministratorsthroughdashboards,executivereports,updatesinthemonthlyOTSnewsletter,andface-to-facemeetings.BelowisasamplingofthevariousmetricsusedbytheOfficeofTechnologyServices:StrategicAlignment

• PaymentGateway(FinancialResponsibility&Accountability:ChangeLoneStarCollege’smerchantpaymentprocessingbankfromBankofAmericatoChase.)

• Taleo(Culture:ImplementOracle’sTalent/RecruitingsolutionintheCloud(onlineservice).)ServiceExcellence

• EducationalMilestones(StudentSuccess:Improvethevisibilityandeaseoffunctionalityforstudentstoidentifyandcompleteactionsforentrythroughcertifications/completions(pathwaysforSuccess).)

• HyperionUpgrade(FinancialResponsibility&Accountability:Enhance/Upgradebudgetingmoduletoallowfornewfeatures,functionality,andsecurity.)

Innovation

• LMSAutomation(Academic&WorkforceProgramQuality:Createsingle-sign-onandcompleteintegrationofLMSandiStar.)

• OneDriveImplementation(StudentSuccess:Addfilestoragecapabilitytoofferunlimitedstorage.)

Security

• EndPointProtectionReplacement(StudentSuccess:Provideaservicetoguardagainstandeducatestudentsandemployeesaboutmalicioussoftware.)

• DataCenterFirewallSecurity(Culture:Implementinternaldatacenterprotectionwithnextgenerationfirewalls.)

ITFoundation

• Windows10Upgrade(StudentSuccess:Provideupdatedsoftwaretobestmeettheneedsofthefaculty,students,andstaff.)WANCommunication(FinancialResponsibility&Accountability:RenewalofWANinfrastructuretoallowforredundancytocenterswithadditionalfiberroutes.)


AppendicesAppendixA:OTSScenarioPlanningAppendixB:LoneStarCollege’sStrategicPlan2015-2020Technology-RelatedObjectivesAppendixC:ProjectManagementPortfolio2016-20119

ReferencesLoneStarCollegeStrategicPlanOfficeofTechnologyServicesITStrategyITOperationsFrameworkDisasterRecoveryPlanOTSCommunicationPlanInformationSecurityPlan

Information Technology Strategic Plan 2016-2021€¦ · Lone Star College System IT Strategic Plan 2016-2021 7 Technology Asset Position on IT Market Clock Next Steps Status at LSC

Documents