Impact of IT onHigher Education

Ever since the Y2K scare, administrators have grown nervous about higher education’s dependence on computers or Information Technology (IT).

Few understand the full degree of their operational dependence on computer systems or the extent to which IT plays a role in shaping their institution’s strategic direction.

Alan Greenspan /Ben Bernake Information Technology has led to

substantial gains in productivity and innovation in U.S. business and industry, keeping our country in a leadership position in the international economy.

Does higher education need technology to be productive and innovative to maintain its lead in the world?

Areas of Future Innovation Where IT Can Have an Impact

Health care Knowledge worker productivity Global warming Aging population Business process cycle times Customer intent/needs

Concerns: Business vs. EducationCEO U President Growth Global competition IT as an enhancer IT as an inhibitor Information

overload Merger &

acquisition Regulation Return on assets

Accessibility Affordability Accountability Interdisciplinary Technology transfer Student engagement Cyberinfrastructure International

experience Development

What a President/Provost WantsFrom a CIO Background in higher education with a “big picture”

perspective Expertise and understanding of technology Understanding of the culture and politics of academia—

and what governing boards can and cannot do A seat at the strategic decision-making table Focus on the institutional mission Recognition that technology is a people business A pragmatic revolutionary approach Understanding that technology choices are temporary in

an enterprise that is millennial Ability to build a reliable, cost-effective infrastructure Acknowledgement that the CIO is not “special”

IT Services for Students

Students depend on IT for virtually every aspect of their academic career.

Registration Tuition payment Financial aid Fees and activities Library and research

information Course materials Faculty and student

communication and collaboration

Residential living and campus life

Homework assignments, and tests

Viewing and listening to lectures

Lab experimentation Creation and submission of

original papers, art, music Media production News reporting Complex mathematic and

statistical computation Course evaluations

and more . . .

IT Services for Faculty

Teaching (imparting knowledge) and Research (creating knowledge) depend on IT infrastructure.

Communications with students, staff and colleagues (worldwide)

Distribution of course information

On-line courses Media on demand Classroom video capture Classroom network

access Student grades

Submission of research grants and applications

Computational research Access to journals and

other research data Publishing Collaboration with global

colleagues

And more . . .

IT Services for the Administration

Administrative and asset management functions come to a halt without IT systems.

Payroll and human resource management

Budgeting Accounting Financial services Inventory, asset tracking Building access Police information

Building and classroom scheduling

Building access Heating / air conditioning Utilities Security alarms and

surveillance Sprinkling systems

And on, and on, and on . . .

Disruptive CompetitionPublic Higher

Education For-Profit Institutions, Internet

Delta, United

GM, Ford

Traditional Library

Southwest

Honda, Toyota

Google

Library & Research InformationProfessional Degree / Certificates

Tutoring / AdvisingKnowledge Creation

Lifelong Learning

Library & Research InformationProfessional Degree / Certificates

Tutoring / AdvisingKnowledge Creation

Lifelong Learning

Possible?

# ofPatientsStudents

Qualified FacultyQualified Staff

Research Projects

Time

Monopoly

CompetitionCostInnovation

Marke

t

Competition Online courses from other institutions For-profit colleges with a blended online

classroom flexible experience Learning objects (multimedia units of a course) Commercial courses Google (Its mission is to provide all scholarly

books, periodicals and audio-video materials on line searchable. Google has the combined business revenues of NBC, CBS, ABC and Fox.)

Offerings by competitors that focus on satisfying students as consumers

Our students are digital natives . . .

Consumer experience drives expectations. Desktop Mobile computing Web sites Web experiences Games Cast member/participant/group play Static web content Real-time interaction &

collaboration Telephones Integrated mobile info, social, and

recreational devices Email Instant video, voice, text messaging

Consumer product shows may be the best indicator of future IT trends.

Students arrive with different life experiences and expectations. They are used to receiving info very fast. They like to parallel process and multi-task. They prefer graphics before text. They prefer random access (hypertext). They function best when networked. They thrive on instant gratification and instant

rewards. They prefer games to “serious” work. They expect to create the context of their

online experience. They arrive with “entitlement” expectations for

campus workplace services.

Digital natives expect services to accommodate their preferences.

Information online, not “in line” Information on-demand, free of place or time Blended classroom and online experience Flexible schedule for working students Relevant and timely content More team collaboration More content from multiple sources Interactive content from voice, video and data Ability to contribute, as well as consume,

content/knowledge

Lines between personal and academic life are blurring.

Centrally Coordinated and ProvidedCommodity Services

Telephone Services Wire and Cable Network Connectivity Wireless Services Email / Calendar / Collaboration Mobile Communications Software Licensing Web Services / Portals / Web Content Management DNS Services Data Centers Administrative Data Processing

TheConceptWorks

ALIGNMENT

WORKPLACE ARCHITECTURE

ENTERPRISE ARCHITECTURE

INFORMATION& CONTENT

BUSINESSPROCESS

TECHNOLOGYINFRASTRUCTURE

Workplace Architecture ExtremesChaos Nothing works with

anything else All data must be

reentered Lack of communication

between processes No synergies Conflicting methods and

interfaces Massive management

costs Incompatible security

models

Rigidity Systems don’t meet

changing business needs Focus on making life easier

for IT, not business Command control

environment “Lock in” not to vendors but

to IT dictates Departments go “guerilla”

to get things done. Inflexibility leads to lack of

use

BALANCE?

Workplace Architecture The human interface with people,

processes, information, and technology The way YOU interface with information and

services The work YOU do each day The associations and relationships that YOU

have with others YOUR workplace “entitlements” Blurring between YOUR personal and

professional / academic life

Entitlement Workplace ToolsUniversal, horizontal workplace tools: Collaboration and access from

portals through messaging and personal search

Specialists Workplace ToolsSpecialty horizontal workplace tools: Off-the-shelf,

narrowly deployed – such as group project management tools

Task-SpecificApplications

Cross–embedded with transactional applications

SpecialTasks

Board visible

What is the current state of our workplace architecture?

Institutional silos jumble the context of information and processes, increase the cost of services, lower the quality of services, and confuse the consumer.

Prospective student portal Campus Information System my.utah.edu Web CT Office of Budget and Institutional Analysis Data HumIS www.utah.edu Campus web content management system Campus events calendar, phone directory, map, etc. Library resources. And so on . . . .

Workplace Architecture “Acid Test”

Properties Agile, flexible adaptive, productive

extensible Service orientation World-class design Standards and interoperability Mobility

Benefits of a Process View in Higher Education

Higher education institutions that use the process view will achieve institutionally-aligned IT services that will improve customer satisfaction and overall quality and cost within six years.

IT Supports Business Processes Refines business processes and supports

decision making. Fosters innovation. Requires business-process analysis

competency. Faces outward to consumers and suppliers. Is based on business strategy - not physical

infrastructure or rigid vendor solutions Demands transformation from “IT first” to

“Business first.”

Customer Relations Management (CRM)

IT is making systematic CRM possible. General Motors is failing due to inability to

incorporate consumer expectations in products. Higher Ed must ask consumers about their

experiences and then respond. Because it was done “that way” yesterday isn’t a

good reason to do it “that way” today. The key to our success is in being more student-

centered and sharing accountability for student achievement.

CRM should engage students from recruitment through alumni and lifelong giving to the U.

CRM is used effectively by Wal-Mart, Amazon, Ball State, Portland State, et al.

World-Wide Emerging Technology Trends Innovation will come from other parts of the

world other than the U.S. The Chinese have skipped the Internet first

generation. Growth will occur in Asia, and continue to

decrease in Western Europe. U.S. Industry is compulsively outsourcing

abroad. Software is moving from forms-based

applications to business processes. Networks are migrating to IP and optical

networking technologies.

Web 2.0 Advanced Internet technology and applications

including blogs, wikis, RSS, social bookmarking, etc.

Greater collaboration among Internet users, content providers, and enterprises

User input into the nature and scope of Web content, including real-time control over it

Ability to “mash up” information from different sources to create the desired context for the information

Key words: dynamic, interactive, collaborative Light and dark side – YouTube and blogs as

weapons.

Portal vs.Content Management The word “portal” is often used to describe

application user interfaces. This is not the original concept for the “portal.”

Portals present information, content and services (including applications) in a context defined by the consumer role and personal desires, not dictated by IT or the application.

Portals can allow for the “blurring” line between a consumer’s personal and professional life.

Content Management creates, organizes, and describes both structured and unstructured content so that it can be used at different delivery points based on roles and context.

Top 10 Technologies Open source Virtualization Information access/personal search Ubiquitous computing Business process platform/not from PS Business Process Management Strategy and BPM

Suite to flowchart process and automate “Workplace” architecture built upon an

“Enterprise” architecture of information, processes, and infrastructure.

Video/multimedia on demand Web 2.0 Mashups

IT Infrastructure

Networks will increase 500% in capacity in the next five years.

Half of all computers will be laptops. 60% of all colleges and universities have a

campus wide wireless plans. Computers are increasing in the number of

processors from 2 to 4 to 8 by 2008. Research networks will go from 622

megabits to 80 gigabits. On-demand, high-definition video will

consume a large part of network capacity.

IT Infrastructure Cost

Spending on IT is growing moderately – more is expected for less, and

Industry is reducing IT cost relative to revenue, yet We continue to add server hardware for every application

that is installed Average usage of a typical server is about 17% For every $1 spent on hardware, we spend $7 or more on

support. We spend $0.25 for power and cooling for each $1.00

spend in hardware CAPEX 20 – 25 servers per admin in distributed computing

environment Data center space?

University operates in a costly, distributed environment.

Percentage of IT Use in Instruction in the US Course management software 48.9% Electronic mail 83.9% Commercial courseware 29.4% Computer simulations 17.2% Internet resources 57.9% Web sites for class materials 56.2% Learning objects 22.2% Online courses 18% of enrollments &

growing; 70% in business training

Here are 9 things that we must do in the short term.1. Create value faster than we can reduce IT costs.2. Complete automation of operational processes by 2009. (Get

people out of the equation.)3. Attain “corrective phase” security status by 2008 (Stop

using the word “security.” Substitute “risk management.”)4. Create a business intelligence competency center by 2008.5. Apply a “multi-sourcing” discipline to all sourcing

arrangements by 2009.6. Operate all revenue-generating business processes in a Web

2.0 architecture by 2008.7. Establish cross-project, enterprise-level application

management before 2009.8. Retire 10% of applications by 2008. (They are probably close

to worthless anyway.)9. Model every mission critical customer and supplier facing

business process by 2007. Flowchart the processes.

TRANSFORM ORGANIZATION from “IT first” to “Business first”

The Need for Change

Mindset (Culture / Vision) Structure (Organization) Process (Procedure) Infrastructure (Technology)

#1 Deterrent

#2 Deterrent

World-Wide Emerging Technology Trends

Improved speech recognition Fuel cells and improved battery life More GPS-enabled, location-aware services Moore’s Law (increasing chip density) More network bandwidth( 100 terabyte with

a single fiber) 60% broadband in US More computing power More storage

World-Wide Emerging Technology Trends

Search engines will continue to increase access to books, web sites, recordings, movies, learning objects, lectures, the desk top and increased advertising revenue.

Search is moving from search to navigation Google now makes more in advertising

revenue than ABC, CBS and NBC combined Instant Messaging will surpass email in

volume of communication in 5 years

Social Trends: Information Environmentalism

A movement that seeks to reduce information overload and its effects on people’s lives.

Privacy is a primary concern.

Social Trends: Voluntary Simplicity

A lifestyle that consciously avoids luxury, flamboyance, stress and pretense. Lloyds of London found 70% of the work force falls in this category.

They are productive but don’t want to move up the ladder.

Social Trends: Worst-Nightmare Stakeholders

Consumers or employees who use social networking and blogs to intimidate firms

Social Trends: Cocooning

Making your home the central focus for social activities and work Telecommuting Home shopping Gated communities Home entertainment centers

The State of IT inHigher Education

The state of Information Technology (IT) in higher education is fragile and under funded.

Buildings and personnel are systematically funded – IT is not.

We have proposed a plan to improve the condition of IT infrastructure and adequately fund IT.