agenda it professionals committee july 27, 2016 (10:00am ... · agenda . it professionals committee...
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AGENDA IT Professionals Committee
July 27, 2016 (10:00AM-12:00PM) Technology Commons 1, Room 102B/C
Approval of June 22 Minutes (All) Transition Team Update (Joe Alcala) ServiceNow Update (Joe Alcala) UCF IT Committees and Work Groups (Larry Jaffe) Multimedia Maintenance Costs (Don Merritt) Submitting Initiatives/Projects to IT Strategic Governance Committee (Kris Benoit, Andrew Holloway, Larry Jaffe) Research Administration Business Processes and Technology Restructuring Project (Ozlem Garibay, Chad Macuszonok, Charlie Smith) CIO Update (Joel Hartman) Next Meeting Dates (10:00AM-12:00PM) August 24, 2016 September 28, 2016 The IT Professional Committee Meeting is held in Technology Commons Room 102. Everyone is welcome to come and listen to the meeting.
IT Professionals Committee
Minutes
July 27, 2016
Committee Members Present:
Joe Alcala, Craig Anderson, Kris Benoit, Richard Caldwell, Craig Froehlich, Adiaak Gavarrete, Andrew Holloway,
Bryce Jackson, Larry Jaffe, JP Peters, Chad Macuszonok, Bob Mello, Aaron Misiano, Andrew O’Mara
Committee Members Absent:
Michael Callahan, Tim Neubrander
Others Present:
Ozlem Garibay, Joel Hartman, Todd McMahon, Don Merritt, Joanna Rodgers, Charlie Smith, Aaron Streimish,
Robert Yanckello
MINUTES
Larry Jaffe called the meeting to order at 10:03AM and introduced the newest committee member, Kris Benoit.
Larry asked everyone to review the minutes from the previous meeting.
Joe Alcala voted to approve the minutes, Craig Froehlich seconded.
Everyone agreed on approval of the minutes without any changes.
Joe Alcala gave an update on the transition team.
The PMO office came into UCF IT on July 1.
The infrastructure individuals will be moving into UCF IT on July 29.
The transition team is preparing for the transition of end user support, classroom support, and service
desk into UCF IT.
Joe Alcala gave an update on ServiceNow.
There are many aspects going on right now with ServiceNow, including incident management, asset
management, change management, and the migration aspect.
Charlie Odette is joining Fred Gobern and Greg Cain on the SMS team..
The next item on the agenda was UCF IT Committees and Work Groups.
Larry Jaffe mentioned that the group is looking to put out a list of all of the IT committees and work
groups that exist.
Larry has spoken to many people and committees across campus to identify all of the committees and
work groups out there. The list includes the name of the committee, a contact name, contact email,
whether the membership is appointed or open, and the frequency of the committee.
The initial document of the Committees and Work Group list will be posted on the UCF IT Forum page on
Yammer.
Don Merritt spoke about Multimedia Maintenance Costs and his comments are below.
We have a draft maintenance agreement floating around which will be submitted with the rooms as a
part of tech fee submissions. However, if a college chooses to pay for this separately outside of tech fee
that is an option as well. The cost for a maintenance agreement will be around $1,250 per year.
One of the challenges we have faced in doing this through tech fee is the money will have to go through
an auxiliary account which includes an additional cost over time.
When OIR gives you the equipment list showing the cost of all of our items for the tech fee, we will
include the warranty in that list.
Kris Benoit, Andrew Holloway, and Larry Jaffe have met many times in the past couple of months to discuss the
strategy for submitting initiatives/projects to the IT strategic governance committee. Kris Benoit gave a brief
presentation on the process discussed so far. Some of Kris Benoit comments are below.
There are a couple of things from within the committee’s charter that this process really speaks to,
particularly to assist the IT strategic governance committee to gain an oversight of the campus IT
projects and IT spending.
We put together a draft framework, which is ready to be vetted and adjusted based on the committee’s
feedback. It is important to say that this is a framework; it is not an articulated process.
The scope of what we are actually talking about is how to take a project from the idea stage all the way
through vetting the project, designing the project, securing the funding, and finally scheduling when the
project would occur. The process that would then pick up at the end of this process would be the actual
execution of the project.
There have been some assumptions that we have needed to make that we need to put in front of you all
for you to start to challenge some of these assumptions so we can get this process right. Some of these
assumptions include that the governance committee will review these projects early in the process so
they can understand the types of projects proposed, and that the governance committee will want to
play an active role throughout the active project intake process. We are also assuming that the
university’s existing funding mechanisms are not going to change. We have assumed that regardless of
funding source, a project will go through this process. Another assumption is that the governance
committee is empowered to approve or disapprove of the use of human capital resources that reside
within UCF IT. The last assumption we have made is that Project Online will be the tool used to calculate
the prioritized list of projects as well as the tool used to determine the scheduling of project resources
based on the priorities that have been identified by the governance committee.
The intake process is currently broken up into different phases starting with ideation, justification and
feasibility, and then we go into a more detailed solution, design, and budget estimating process. From
here, we get a full budget and resource requirement proposal and the project is validated. After the
project is validated, it would go for securing funding if funding is required. The last part is the actual
approval or assignment of the project.
The start of the process would be that somebody submits a project/idea, business justification would be
prepared, go through some IT project review, and go through the initial assessment for fit. The
governance would have a chance to review the idea for merit and then make a determination whether
or not something should proceed or if it needs to circle back around for re‐work.
Once we have gone through and had the idea reviewed for merit there may be some suggestions from
the review before we go into the more detailed and rigorous proposal process. Once there has been
some agreement we will need to look at if the project requires some type of capital expenditure or
operational expenditure funding, that would then go on to request the funding.
Once the funding has been requested, we need to understand the resource plan. PMO would create the
roadmap of what the projects look like from a scheduling standpoint and present it to the governance
committee.
We have to determine the frequency of the activities in this process. How often will we be going through
the whole cycle of this? Is it on a yearly, quarterly, or monthly basis? We have to go through and
understand the supporting process. What are the deliverables? What are the tools we are going to use?
We have to figure out the information that we are going to gather initially, what the form is going to
look like, and what the mechanism is that we are going to use.
We need to communicate the specific expectations of the continued involvement from a sponsorship
standpoint.
We need to determine a methodology that identifies the right mix of projects between innovative
projects, keeping the lights on projects, regulatory projects, etc. We need to understand the workloads
of the resources that we have now.
Charlie Smith gave a presentation on the Research Administration Business Processes and Technology
Restructuring Project. The PowerPoint for the presentation is at the end of the minutes.
We would like to discuss our project on research administration business processes and technology
restructuring, which you might hear us refer to as Project Wahoo.
The goal is to double research awards and become a top 50 research institution by 2035. At the same
time as reaching these goals, we need to start aligning to UCF IT goals.
Two years ago we were at 133 million research dollars, and to get to 250 or 300 million is a significant
increase in funding. This means that we need to change and adapt our business in order to get to our
goal.
The university is hiring more researchers and staff to help fill the gap that our goal creates, however we
also need to be sure we have the infrastructure in place so researchers spend less of their time worrying
about the administrative burden of managing research, and actually spend their time performing their
research. Researchers spend about 42% of their time administrating projects, and by reducing the
amount of time administration takes, it allows them to perform more research and look for more
research to bring in the extra dollars.
The way our homegrown solution is designed has led to a very fragmented business processes. It is very
expensive to maintain and support all of the different applications within our homegrown solution.
From knowing our challenge, we had to create the vision for our project, which is restructuring our
approach to research administration and our business processes across the board. We want to make
sure we are creating efficiencies between all of the different divisions, making it inclusive and making
sure that people that are out there trying to get research dollars are doing it in the most efficient way.
We created a work group with PMO and we started going through all of our pain points. It only took two
sessions to come up with over 105 different problems that we have. The idea was to go through those
problems so we can create requirements for our new system and see if there are things we can fix in the
interim. We do not have to wait for the very end of this thing to go live.
We submitted our proposal last April and it was fully funded in June for four million dollars. We have set
aside $750,000 for consulting to make sure we are doing these things the right way. We also have
money set aside for reoccurring funds to hire new staff members.
A crucial piece of getting out of phase one of the project is developing our Invitation to Negotiate (ITN)
requirements to get our ERA vendors in here to show us. An ERA is a set of tools we use to manage
research including how you submit a proposal, how you get your funding, and how you manage
afterwards. One of the things we found in our group sessions was that many of our staff members do
not know what is available in the market to them.
A big piece is making sure that faculty and departmental research administrators have a voice in this
tool because ultimately they are whom we are serving.
What we end up with should have a road map and even from a UCF IT perspective, it should have those
same abilities. Is it able to move up to the cloud? Does it support all of those other strategic things that
the university is doing? These things will be considered when we are going through and deciding what
product is best.
Our core representation includes our office, Finance and Accounting, FSS, CS&T, PMO and the
procurement office, but what we need is representation from UCF IT.
From an IT perspective, having us all working as an entire unit really helps with integration and having
points of contact within the colleges and divisions. If there is something that we glaringly missed, all
feedback and comments are always welcome, and I feel that this is a great group to provide that for us.
Joel Hartman gave a CIO Update.
The point at which the second cohort personnel will be transitioning into UCF IT is coming up shortly.
The mechanics are going forward and everything is in place for that to happen, which sets the stage for
the second and third cohorts as well.
We are implementing another part of the overall organizational chart for IT&R, which is the IT&R
business center. Currently, our HR and finance functions are distributed in the library and OIR, etc. This
has been under development for a couple of years, but with UCF IT, it seemed like the perfect time to
make it happen. It will be all of our collective HR and Finance people, and the goal is to put together a
high performance business center for all of the business purchasing and payrolls, etc.
Parker Executive Search is assisting in the search for an Associate VP position for UCF IT. People can
apply either at the UCF page, or at the Parker Executive Search website, which goes to our website and
migrates people over. There are 57 applications on the Parker Executive Search page and 53 applications
on the UCF side. The committee will begin to sort through these applications in the next few weeks.
Meeting Adjourned at 12:03PM.
UNIVERSITY OF CENTRAL FLORIDA
Research Administration Business Processes and Technology Restructuring
Office of Research & CommercializationProject Wahoo
July 27th 2016
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Agenda
• Goals Alignment
• Business Change
• Challenge
• Project Vision
• Project Overview
• Project Phases
• Project Team
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ORC Goal AlignmentUCF
• UCF will become the recognized leader among 21st century university whose transformational impact is measured by these five and twenty year objectives
• Lead large Florida metropolitan areas in percentage of bachelors degree attainment, reaching top quartile nationally by 2035
• Double national and international recognition of faculty and student excellence and quadruple recognition by 2035
• Double research awards, becoming a top 50 research university by 2035• Generate $10 billion in economic, social, and cultural impact, growing to $25 billion by 2035
• Attract $100 million in new funding from sources other than students, families, and taxpayers, becoming 20% of total educational funding by 2035
UCF IT
• Support IT 2020 Goals, improving UCF (IT) business operations efficiency and effectiveness
UCF ORC
• Raise up to the challenge: enable and support the goal of $250 million of external funding by 2020
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• Fragmented business processes • Growing pains, no long term University strategy for Research Administration
• Lacking crucial component in the PeopleSoft Suite• No support for Grants in UCF PeopleSoft
• Produces inefficiencies and manual input
• Outdated home‐grown solution limits growth• Expensive to support and to maintain
• No System to System integration with Grants.gov, NSF, NIH
• No access to best practices
• No community of users to leverage best of breed solutions
• Build for smaller institutions ($30M/year extramural funds)
• Not longer sustainable for UCF size ($145M/year extramural)
Challenge: “in shoes two sizes too small”
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Project Wahoo – Vision
• University wide restructuring of research administration business processes in support of UCF’s research enterprise
• UCF Divisions working together to create efficiencies and streamline processes
• Focus on best practices used by peer and aspirational institutions
• Implement enabling technology infrastructure
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• Proposal submitted to University Budget Committee and Provost April 2016. Fully funded $4 million in June 2016
• Phase I: Research Administration, Pre & Post Award Accounting business process review and Fit Gap for industry best practices implementation
• Electronic Research Administration (eRA) RFP development and Vendor Selection
• Change Management Planning for Organizational & Technology Change
• Phase II: Purchase and implement the PeopleSoft Grants Post Award Module and optimize existing PeopleSoft Contracts and Financials Modules
• Grants module Fit Gap Analysis & Change Management
• Phase III: Select and implement an eRA software system for pre‐award management
• Training & Change Management
Project Wahoo – Overview
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• Research Administration, Pre & Post Award Accounting business process review and Fit Gap for industry best practices implementation
Project Wahoo – Phase I
Steering for Business Process Review AreasORC Compliance
ORC Contracts & Grants / ResearchFoundation
ORC ‐ Research Information Systems
Finance & Accounting
Financial Support Services
Faculty / Researchers / PI
Provost, VP & AVP of Research
Deans, Associate Deans for Research
Departmenal Research Admins
Notional
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Security
UNIVERSITY OF CENTRAL FLORIDA
Oracle
eRA
IRB
IACUCPre/Post Award
FinancialCompliance
PI Portal
Document Repository Data
Analytics
Effort Reporting
COI
CommercializationCRM
IP Management
Current Technology Structure Future Technology Structure
Project Wahoo – Phase II & III
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Business Process Business Process
Best Practices
Electronic Research Administration (eRA)
Project Wahoo – Team
Core Team Representation• Office of Research & Commercialization
• Research Information Systems, Compliance, Contracts & Grants, Research Foundation, Tech Transfer
• Finance & Accounting• Financial Support Services • Computer Services & Telecommunication• Program Management & Planning• Procurement
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College Sub Committee Membership Needs
• Faculty, Researchers / PI’s & Departmental Research Administrators:Business Process Review, Demos, eRA Selection, Testing, Communications
• UCF IT: Integration to College & PoC, eRA Selection, Testing, Communications
College Sub Committee Membership Needs
• Faculty, Researchers / PI’s & Departmental Research Administrators:Business Process Review, Demos, eRA Selection, Testing, Communications
• UCF IT: Integration to College & PoC, eRA Selection, Testing, Communications
Project Website Coming Soon @ ORC Research Information Systems
Charlie Smith Chad Macuszonok Ozlem Gariby
Sr. Project Manager ‐ RIS Assistant Director ‐ RIS Executive Director ‐ RIS
407‐823‐1090 407‐823‐0484 407‐882‐1122
[email protected] [email protected] [email protected]
Thank you
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