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If You Don’t Know Where You Are Going…
OSU Libraries IT Strategic Directions
Beth Forrest WarnerAssociate Director for
Information Technology
April 16, 2014
…how will you know when you get there?*
Defining the road ahead:• Who is IT today?• What’s our strategy?• What have we accomplished?• Where are we headed next?
* Apologies to Lewis Carroll…
Who is IT Today?
• Types of IT organizations?• Libraries technology services profile?• What does the Division look like today?
How does the organization view the…
Solid Utility Trusted Supplier Partner Player
Role of technology
Infrastructure technology critical; application criticality varies
Technology is criticalfor core business functions
Technology is integralto strategic functions / directions
Technology required
Whatever is standardfor infrastructure excellence
Whatever is standard for functional excellence
Whatever is unique for industry leadership
Visibility into IT Financial Functional dept. management
Executive team
Mission of IT “Keep the lights on” “Do the project right” Participate in shapingorganization’s direction
Focus of the CIO Operational, contain costs
Service oriented, ensure successful delivery
Business partner, integrated with organizational strategy
Types of IT Organization Service Profiles
Based on: Forrester Research, Inc.
Libraries Technology Service Profile
• Solid, robust, flexible infrastructure• Effective, efficient, and responsive operations, processes, and development
• Technically excellent, creative, responsive staff – Customer service orientation– Excellent partners both internally and externally
• Forward‐thinking community leadership – at OSU and beyond
Solid Utility
Trusted Supplier
Partner Player
What’s Our Strategy?
• Provide not only support but leadership for Libraries’ Strategic Plan objectives
• Build solid infrastructure that meets the Libraries needs while fitting into the overall University environment
• Attract and develop creative, technically excellent staff with strong customer service and partnership values
• Develop strong partnerships within the Libraries for project and services definition and development
• Develop strategic relationships that support Libraries objectives on campus and beyond
• Develop and implement library technology services that place us in the forefront of the broader library community environment
The Strategic Plan
Focus Area #9: Build a robust, reliable, secure technical infrastructure for the Libraries, including both human and technology resources
– 9.1: Continue and strengthen efforts to attract and foster excellence in our technical faculty and staff, particularly in support of an evolving digital initiatives program
– 9.2: Focus on IT investments that enhance the Libraries' effectiveness and efficiency in achieving its core mission, and that carefully balance security vs. risk, agility vs. stability, and both long‐ and short‐term perspectives.
– 9.3: Ensure appropriate use of campus technology infrastructure and alignment with campus IT standards to leverage and enhance the Libraries' technology capacity, our ability to effectively engage in campus partnerships, and our ability to provide innovative services focused on discovery, access, management, and preservation of information resources for the University community.
– 9.4: Plan and implement an improved asset management environment for the management and preservation of the Libraries' locally‐created or locally‐held digital content
– 9.5: Strengthen our project development and implementation processes to provide a streamlined and responsive approach to evolving user and staff information needs
Strategic Plan Accomplishments9.1: Continue and strengthen efforts to attract and foster excellence in our technical faculty and staff, particularly in support of an evolving digital initiatives program
Activity Challenges Progress
Hiring and Retention
Hiring Head of Digital Initiatives to define and implement new DI program
Hiring Head of Applications Development & Support o Stabilizing management for the department
Highly competitive internal and external market conditions for IT staff
Hired Head of Digital Initiatives (Terry Reese) Hired Head of Applications Development & Support (Beth
Snapp) Tested use of contract developer for time‐sensitive
project support Four new developers hired (Ousmane, Scott, Reid,
Meade) since January Hired Help Desk Support staff position (Gary Cox)
Role Redefinition Brought CSS unit back to Libraries from OCIO Several strategic staff retirements, departures Merger of ILMS and WIT into AD&S Turnover and unfilled positions
o Departure of four developers (Muir, Ensinger, Brinkley, Dietz)
Silos: need for cross‐training within IT departments to address service gaps and single points of failure
Redefined CSS as Infrastructure Support to reflect increased infrastructure profile / new systems
Re‐aligned Infrastructure Support roles to provide better backup and support for services and systems
Clarified IT Project Manager and Process Owner roles to increase coordination of projects across IT
Teams organized loosely around services rather than products
o Transitioned ILMS from a team to a service
Strategic Plan Accomplishments9.1: Continue and strengthen efforts to attract and foster excellence in our technical faculty and staff, particularly in support of an evolving digital initiatives program
Training & Professional Development
Ensuring competency with new infrastructure systems
Encouraging continued development of professional and technical skills to support existing services & systems as well as foster innovation
Invested in significant training to support new storage, VM, and asset management systems (SCCM)
Attended Hydra training to inform repository decisions for Digital Initiatives architecture
Encouraged participation in conferences and professional interactions, both on and off campus
Culture Programmatic vs. individual project approach New team, new manager, new expectations
in AD&S Forming a high performance culture takes
time and additional effort Maintaining productivity given staff
vacancies, turnover, and new hires
Getting better at Being Agile (values) Significant progress in moving from a Group of
Individuals to a Team Progress in collaboration and coordination
between IT departments Staff genuinely want to provide good service to
the Libraries
Strategic Plan Accomplishments9.2: Focus on IT investments that enhance the Libraries' effectiveness and efficiency in achieving its core mission, and that carefully balance security vs. risk, agility vs. stability, and both long‐ and short‐term perspectives.
Investment Progress Potential Return on Investment
New OSUL infrastructure systems / environments
• Implemented University email & calendaring system (Exchange)
• Purchased and installed new storage system to provide approx. 140TB of storage for OSUL
• Purchased and installed new VM servers to host OSUL applications
• Partnered with Engineering to provide disaster recovery / backup site for our storage and VM environments
• Installed SCCM system to better manage our desktop hardware and software environments
• Implemented new PC refresh schedule for staff and public machines
• Improved communication and collaboration• Cost savings over purchasing services from OCIO; better
control and management of our infrastructure• More effective and secure management of OSUL digital
assets – will encourage central storage and management of files
• More robust applications with managed development, staging, and production environments
• Redundant site at Engineering lowers risk of losing OSUL systems, applications, and data if KRC has a catastrophic failure
• Better control of hardware and software inventory; improved ability to keep machines imaged and patched
• More flexibility as we define and build our Digital Initiatives systems and services
New ILMS platform
• Successfully migrated from Millennium to Sierra
• Improved access to Sierra database
• Data!o Improved/streamlined processes o Significant savings in staff timeo Support assessment, operations, and decision‐
making Improved integration of ILMS into OSUL’s application
environment (fewer silos)
New Digital Initiatives Program
Strategies for Digital Initiatives Working Group (SDIWG) formed
Developed DI Program Principles document
DI retreat held DI White Paper developed
Improved resource management and discovery environment for OSUL
Better ability to prioritize use of resources to support a programmatic approach to DI projects
Strategic Plan Accomplishments
Use of campus technology infrastructure
Alignment with campus IT standards
Engage in campus partnerships
Current Use of Campus Infrastructure includes: OCIO Web Hosting OSU Code Repository Secured Media Library Web services for patron data Co‐location services at KRC Disaster recovery site at Dreese SCCM for hardware & software
management Public computing management
services Use of basic infrastructure
including, email & calendar, authentication, OSU network, etc.
Implementation of off‐site disaster recovery site at Wright State University
OSU IT standards process IT Audit Integration Working Group
(Enterprise Applications / Data) IT Subcommittee Data/App security Information risk management
program (survey, assessment) Networking PC standards AD implementation
Participation campus groups include: eCIOs group IT Leaders group IT Standards Board IT Security Liaisons Institutional Data, Mobile Device
Management, Security policy groups OSU Software Developers Group Ruby Developers Group Java Developers Group Agile Practitioners Group SCCM Users Group Digital Humanities WG
Active Partnerships: ODEE (InUse) (KMData) OCIO/SL (Patron Web Services) Univ. Communications (go.osu.edu)
(Digital Group) SCCM development (Campus) AD development (Campus)
9.3: Ensure appropriate use of campus technology infrastructure and alignment with campus IT standards to leverage and enhance the Libraries' technology capacity, our ability to effectively engage in campus partnerships, and our ability to provide innovative services focused on discovery, access, management, and preservation of information resources for the University community
Strategic Plan Accomplishments9.4: Plan and implement an improved asset management environment for the management & preservation of the Libraries' locally‐created or locally‐held digital content
Activity ProgressNew OSUL storage environment • Purchased and installed new storage environment to provide approx. 140TB of
storage for OSUL• Partnered with Engineering to provide disaster recovery / backup site for our
storage and VM environments Worked on inventory of current digital assets to reduce file duplication and
derivative proliferation before moving to new storage platform
Definition of OSU Digital Libraries Program
Strategies for Digital Initiatives Working Group (SDIWG) formed SDIWG developed Program Principles document and presented to key
stakeholders SDIWG held retreat to:
o create more detailed definition of DI functions and architecture;o outline current environment;o identify gaps between current and desired environment;
DevelopedWhite Paper to lay out retreat discussion and recommendations for next steps
Strategic Plan Accomplishments9.5: Strengthen our project development and implementation processes to provide a streamlined and responsive approach to evolving user and staff information needs
Process ProgressProject Management: prioritizing work, planning execution, assigning resources to meet an organizational goal (scope, time, cost)
Framework for intake and prioritization of projects developed / refined:o Project intake / definition process refinedo Prioritization process put in place with ADso Project index publishedo Work scheduled & assigned one quarter outo Weekly blog posts on project status
Applications documented thoroughly Certified CAPM (Schelby) Infrastructure and DI added to project planning process
Software Development Lifecycle: framework and engineering practices for developing a software product
Presented on agile software development to various groups as educational effort Repeatable, predictable weekly schedule in place with daily standups Experimented with TDD and pair programming Concept of iterations/increments taking hold
Incident & Problem Management: responding to service requests and disruptions and identifying root causes
Continually improving Service Desk responsiveness Jira works well for submitting (Hub) and tracking incidents Incident report required for >15 minute outages Sierra issues being tracked in Jira Known problems feature added to Hub
Strategic Plan Accomplishments9.5: Strengthen our project development and implementation processes to provide a streamlined and responsive approach to evolving user and staff information needs
Change Management: handling changes to applications and infrastructure
Firewall changes now documented VM migration/change processes in place Weekly meeting with DCS Monthly standup with Infrastructure Support Enhancement and service requests documented in Jira Weekly maintenance window on Monday Nothing should hit production without pre‐approval!
Release and Deployment Management: managing software releases from development through deployment
Sierra upgrades transparent, planned, announced and documented
Improved communication and increased transparency Blog updates on what was released Developers work closely with Infrastructure (DevOps orientation)
Application Portfolio Management: comparing spending on systems based upon their relative value to the organization (plan‐build‐maintain‐retire)
Developed DI Program Principles to lay groundwork for service and application portfolio discussions
Service Catalog & Level Management: describing provided services and defining delivery expectations
Informal shared understanding of what services we provide DALN SLA
Developing Shared Directions
Libraries Committees, Working Groups & Task Forces (Selected)
– Strategic Directions for Digital Initiatives (SDIWG)– Libraries Infrastructure Redesign– Digital Preservation Policy Framework– Master Objects Repository– Archival Collections– Discovery Systems Management – Web Governance
What’s Next?
• Projects Programs?• Other initiatives?• Partnerships?
Some Specifics…
• Take advantage of new infrastructure• Build staff expertise in new systems• Build on the work of SDIWG to begin implementing a re‐envisioned digital initiatives environment for the Libraries– Improved repository platform– Improved interface framework– Improved accessibility across collections
Digital Initiatives Environment
• SDIWG White Paper and Master Objects Repository TF recommendations
• Expand repository environment for Libraries digital assets to include the Fedora platform• Review rationale and workflows for deposit of digital materials• Further review of digital preservation criteria and workflow
• Develop improved materials management functionality and access on top of Fedora (Hydra/Blacklight)• Migrate appropriate materials from Media Manager and DSpace to new
image repository• Migrate from PastPerfect to ArchivesSpace• Migrate from Variations to Avalon (later)
• Engage with broader Fedora and Hydra communities for shared development
Additional IT Initiatives
• Continue to strengthen and expand our infrastructure environment
• Continue to enhance and integrate our ILMS (Sierra) environment
• Continue to refine our resource management processes
• Continue to develop staff expertise– Training– Professional development
Initiatives Beyond the Libraries
Libraries
Campus
External
Campus Initiatives • Contribute to shaping campus IT directions through participation on
eCIOs group and IT Leaders group• Contribute to shaping campus IT standards through the IT
Standards Board• Contribute to a strengthened, supportable IT security environment
through IT Security Liaisons, IT Risk Assessment survey/benchmarks, IT Risk Management Framework controls
• Collaborate with others on shared data projects (ex. ODEE/KMDatafor Staff Directory; OCIO PeopleSoft for Sierra patron data)
• Engage with developer and infrastructure communities on campus as trusted partners and leaders
• Work with Libraries and campus partners to define appropriate research data management strategies and support environment
• Work with Libraries and campus partners to define appropriate digital records management strategies and support systems
• Others…
External Partners• OhioLINK
– Participate in investigation of replacement for Innovative Interfaces, Inc. system, and implementation of recommendations
• CIC– Participate in research data management environment discussions– Further integration of HathiTrust materials
• DPN– Participate in design and implementation discussions; implications
for our digital preservation environment• DuraSpace
– Participate in community development projects for repository and interface platforms
• Fedora (and Hydra)• DSpace
– Contribute and develop as leaders in the communities
Libraries IT Strategy: The Road Ahead
• Provide not only support but leadership for Libraries’ Strategic Plan objectives
• Build solid infrastructure that meets the Libraries needs while fitting into the overall University environment
• Attract and develop creative, technically excellent staff with strong customer service and partnership values
• Develop strong partnerships within the Libraries for project and services definition and development
• Develop strategic relationships that support Libraries objectives on campus and beyond
• Develop and implement library technology services that place us in the forefront of the broader library community environment
Questions?
Beth Forrest WarnerAssociate Director for
Information [email protected]
Terry ReeseHead, Digital [email protected]
Beth SnappHead, Applications
Development & [email protected]
Matt JewettHead, Infrastructure Support