Information Services and Technology (IS&T) FY06 Q1 Report For …ist.mit.edu/sites/default/files/migration/about/reports/... · 2009-05-12 · IS&T FY06 Q1 Report November 15, 2005

November 15, 2005 Page 1

Information Services and Technology (IS&T)FY06 Q1 ReportFor the months of July 2005 – September 2005

Distributed November 15, 2005

The IS&T Leadership Team:

Jerrold Grochow, Vice President for Information Services & Technology

Greg Anderson, Director Client Support ServicesMark Damian, Acting Director Administrative ComputingAllison Dolan, Director Telephony and IS&T Shared ServicesVijay Kumar, Director Academic ComputingTheresa Regan, Director Operations and InfrastructureJoAnne Stevenson, Acting Director Student Information Systems

Christine Cavanna, Sr. Project Manager & Communications, VP’s OfficeAngie Milonas, Sr. Manager FinanceSteve Winig, Sr. Project Manager, VP’s OfficeWayne Turner, Strategic Planning for Administrative Computing


IS&T FY06 Q1 Report (Jul-Sep 2005)

Table of Contents

I. Office of the Vice President .......................................................................... 3 II. Academic Computing..................................................................................... 5

III. Administrative Computing .......................................................................... 14

IV. Student Services Information Technology...................................................... 21

V. Client Support Services................................................................................ 28

VI. Operations and Infrastructure....................................................................... 35

VII. Telephony and IS&T Shared Services........................................................... 49 VIII. Appendices

A. IS&T Financials............................................................................... 55B. IS&T Summary of Projects (not included – see http://itinfo.mit.edu/work for

listings of active, completed and pending projects in IS&T)

IS&T FY06 Q1 Report


I. Office of the Vice President

The major effort that dominated the work of the IS&T Leadership Team, the Vice Presidentand the IS&T Managers during the First Quarter, FY 2006 was the development of a Strategicand Annual Operational Plan for IS&T.

The IS&T directors, the IS&T Managers and I invested much of our time on these planningefforts. We used our monthly managers meetings to develop a two page Strategic Plan and thenfrom that worked in each functional area on developing Operational Plans for theorganization.

At the same time we were doing Strategic and Operational Plans IS&T also welcomed theStudent Services and Information Technology (SSIT) group into our department. In April 2005,a decision was made to transition the SSIT area from the Dean for Undergraduate Educationinto the IS&T department and align their work with the Administrative Computing area.

Other accomplishments worth noting are:

♦ IT-SPARCC – made first recommendation to Provost and EVP regarding the rollout of aprogram for IT planning and resources related to co-location services on campus.

♦ Project Management -- a successful rollout of the Project Management Methodology(includes PM quick card, website, toolkit); provided on-demand “How to Engage theCustomer Session” to the IS&T internal organization; initiated project managementcoaching and mentoring to a large enterprise project (e.g., MITSIS Technology Refresh);and continued to share the methodology, checklists, and templates with other higher-ed institutions.

♦ Relationship Management -- finalized and published RM success factors; met with allIS&T Functional Areas to discuss the RM program and its integration into IS&T; andstarted discussions with Cornell and Stanford regarding a Relationship ManagementConstituency Group.

♦ Communications – IS&T participated in our first MIT Vendor Fair and as part of thisevent produced an “IS&T Services at a Glance Brochure” which was focused on clientfacing IS&T services. Also partnered with the Relationship Management team tocreate an IS&T Core Service listing that can be used both by clients and staff on ourwebsite.

♦ Space – we began a comprehensive space study for all IS&T staff space with an eyetoward accommodating growth to specific areas and providing the ability to managethe SSIT transition and growth and the organizational change through thedevelopment of a new functional area for Infrastructure Software Development andArchitecture (ISDA).

IS&T FY06 Q1 Report


Some of the commitments for the Second Quarter, FY2006 include:

♦ Develop and Submit the FY06 Budget and Plan

♦ Complete Operational Plans and hold 1st annual Community Forum to review our workon October 28, 2005.

♦ Prepare and present current State of IT at MIT at Academic Council on December 23,2005.

♦ IT-SPARCC – hold 1st annual review of charter and direction with Provost and EVP.Develop process for handling IT projects/initiatives for the future.

♦ IS&T Communications – partner with the MIT Museum and the SENSEable City Lab atMIT to promote the iSPOTS project exhibit and Wireless Campus – exhibit opening andreception to be held on November 1. Preparing IS&T Communications calendar to beused by IS&T staff. Developing a plan for IS&T communications work and staffing forFY2006 and FY2007.

♦ Space – working to complete space study and begin implementing plan to align servicesand space around organizational changes for SSIT and ISDA.

♦ Relationship Management Program – continue to add clients and broaden rollout of theproject and publish RM website by December 2005.

♦ Project Management -- Provide coaching, mentoring, and training sessions on the IS&Tproject management methodology and key project management topics of interest. Inaddition to quarterly brown bags, on-demand sessions are also available.

IS&T FY06 Q1 Report


II. Academic Computing

Mission

Academic Computing in IS&T promotes and enables technology-based education at MIT. Inconjunction with other IS&T groups and MIT units, it provides a range of services to support theplanning, adoption, integration and implementation of IT to meet the needs of academic programs,faculty and students.

Executive Summary

The highlights of Academic Computing activities presented below are reflective of theprogress made in the program areas in the first quarter of FY 06:

• Equipment support for educational computing was provided through the deployment of367 public cluster machines and 293 DLC cluster machines, and

118 laptops were loaned to four courses.

• Stellar usage continued to grow, with 460 course web pages and 500 peak users across thevarious schools. Academic Computing, in collaboration with AMPS has commencedpilots of Sakai grade book and assessment tools.

• • A study of systems and services for Educational technology (CSET) was undertaken

jointly with OCW and libraries. AC staff participated in several meeting andinterviews for CSET report

• An agreement with Sun Microsystems was finalized to create a Sun Center of Excellencefor Open Interoperability at MIT. This Center will provide a laboratory for exploringand testing interoperability between educational services, content, and softwareproducts that want to integrate with those services and content, and to promotetechniques, specifications and standards for assuring sustainable integration strategiesfor eLearning.

• Proposals for IS&T’s Big Initiative proposals were developed using the PMMmethodology- with full costing and risk value analysis.

• A joint proposal with Tufts Academic Computing to extend the Tufts VUE applicationwas submitted to the Mellon foundation and received funding.

• The number of concurrent licenses for the Student MatLab server was tripled toaccommodate the dramatic upsurge in the use of this application.

• Staff collaborated to develop activity and resource allocation matrix to inform theFY06 Operational plan.

• Three new staff joined Academic Computing this quarter:L. Rao- Planning and Project Management, V. Ivanova - Math tools ETC support

IS&T FY06 Q1 Report


I. Ceraj Software and tools – Bringing Research tools into the Classroom

Key Accomplishments

Program: Educational Technology Consulting (ETC)

Program Statement: ETC is viewed as the preferred partner in delivering educationaltechnology solutions. ETC staff expertise is aligned to areas of faculty need, guiding theefficient and effective use of technology for teaching.

Service/Activity/Project: I. Course Management: Stellar/Sakai Support (AMPS, R. Garcia, J. Foster)

• Fall 2005 Stel lar web si te statistics:

o Total web page count - 460.

o Peak usage - 500 simultaneous users.

o Usage breakdown by School : SHASS (40%), Architecture & Planning (14%),Engineering (32%) Science (14%)

• Fall 2005 pilots of Sakai assessment and grade book tools - recruited 3 faculty

- David Jones STS.005- Isaiah Yoo 21F.223/224- Mike Katz 21M.603 and 21M.735

• Stellar Community Outreach: Analyzed results of Stel lar Community surveyadministered to faculty stellar users as well as some students; developedquestionnaire to survey Stellar users about their needs for content which will bedistributed at the end of the Fall 2005 semester; announced Stellar news and Stellarcommunity email list in response to survey findings

II. Support Faculty Use of Mathematics Software (V. Ivanova)

• Perl script to help Prof. Carter – Materials Science and Engineering to create an indexfrom HTML fi les for h is Mathematica notebook lectures for 3.016

• Matlab Quickstart class in September

III. General Faculty Support (Educational Technology Consulting team)

• Finished fixing Java code for 1.050 (Prof. Bucciarel l i )

• Completed Cultura rewrite for Prof Furstenburg - may also be used outside of MIT

• Created electronic lab notebook prototype for Prof. Berggren

• Created anonymous voting tool for Prof. James

IS&T FY06 Q1 Report


• Worked with 1.012 students on building electronic portfol ios and digi tizing materialsfor engineering design

• Prepared materials & teaching freshman seminar on blogs and reflective practice

• Held planning meetings with John Belcher on ideas for visual ization and guidedinquiry

• Assisted students and faculty in 3.320 lab classes in using HPC

• Examined Casetracker cases to ETC group for previous year to assess trends andissues (report available via Stellar AC site).

• Developed report on AC server services plan for pilot projects (available fromCarter Snowden)

• Evaluated WordPress wiki for use as outreach tool

• Produced and distributed Ed Tech Resources brochure

• Guided Inquiryo Instal led and tested Confluence wiki software, managed pi lot service

o Continued participating in New England Electronic Portfol ios Project - a consortiumof schools looking at portfol io systems.

o Coordinated research into electronic portfol ios with AMPS for future inclusion intoSakai

o Guided Inquiry research for future inclusion in subjects taught by Belcher,Dourmashkin, Mil ler, Walker, Wil lcox, Deyst, et al . is currently in requirementsgathering. Use-case scenarios created with Carolann from WPI. A guided inquirysample module is being planned for Dourmashkin's class th is or next semester.

IV. GIS (D. Sheehan)

• Continued to staff GIS Lab with Libraries, meeting with 38 students, TAs andfaculty members.

• Reviewed Spatial Data Service strategic directions with MIT Library counterpartsand identified action items for evolving services over the coming year. Meetingswith Dean of Architecture and Planning, and department chairs within the schoolare planned, as is formation of a faculty advisory group.

• Answered additional 36 GIS questions through email and phone calls.

• Developed and delivered, with MIT Libraries staff, 8 introductoryGIS workshops. Between 4 and 7 people attended each of theWorkshops.

• Converted 1.963, Environmental Applications of GIS, from a

IS&T FY06 Q1 Report


credit course to non credit workshop. Seven Workshops with two hour sessions eachweek are being delivered with 14 people attending, primarily Course 1 MEng andundergraduates.

• Worked with 11.423 instructors to develop GIS support strategies for subject (about15 students)

• Worked with 12.114 TA to develop GIS content for subject. (9 students)

• Added 29 new users of the MIT Geodata Repository.

• Modified Neighborhood search tool to work with three research projects in Centerfor Real Estate, DUSP, economics ( 3 people assisted)

• Working with MAS.966 instructors and TAs to provide GIS tools and web mappingservers to subject ( this is directly through GIS Lab)

• Worked on Lobby 7 map kiosk rotation and scaling issues

• Began preparing materials for fall Ecology subject with Prof McLaughlin

• Implemented orthotool in 37 cluster

V. Current State of Educational Technology -CSET (P. Long. K. Vale, J. Foster)

The CSET Project is a collaboration between IS&T Academic Computing,OCW, and the Libraries to produce a document that describes the currentstate of educational technology at MIT. The purpose is to inform MITleadership and provide the newly revived MITCET (Council onEdcuational Technology) a starting place for future decisions.

Led or participated in over 12 weekly CSET meetings and numerous interviewsthroughout September. A partial list of interviewees follows:

Steve Eppinger (Deputy Dean of Sloan) Steve Lerman (CECI)Stellar Dev Team Mary Callahan (Registrar)John Belcher (Physics) Columbia comparative assessmentMichael Bove (Media Lab) Dave Wallace (MechE)Paul Gray (EECS) Erika Naginski (Architecture)Barry Johnston (ChemE) Student Focus Group

Program: Installations, Spaces, and Environments

Program Statement: Provide flexible technology enabled spaces and platforms to supportMIT’s curriculum and scholarly needs.

Service/Activity/Project:

I. Learning- and Collaborative Spaces• Athena Cluster Maintenance and related Activities (D. Wyman, J. Guy, L. Isgur)

o Deployed 170 new systems to the publ ic clusters (130 HP systems running LinuxAthena, 40 Sun systems running Solaris Athena)

IS&T FY06 Q1 Report


o Refurbished and re-opened New Media Center Macintosh cluster in 26-139.

• Laptop Loaner program (P. Baumgardner)

The following is a count of laptops loaned for Fall 2005 courses listed below:

1.00 (48 Dell D600) 2.003 (13 Dell D600) 2.671 (56 IBM R51 ThinkPads), 1.124 (1Dell 600)

Remaining inventory of 32 laptops is broken down as follows:

21 Dell D600 laptops, 11 IBM R51 ThinkPads

II. Learning & Computing Environments (C. Dupuis, P. Baumgardner)• Continued development/enhancements for academic software deployment in the

win.mit.edu domain :MSI's built for Fall 2005o Autodesk Autocad 2006o Autodesk Map Series 2006o Microsoft Office 2003o Mozilla Firefox 1.0.6o Mozilla Thundebird 1.0.6o Mathematica 5.2o MatLab 7.0.4 (R14 - SP2)

• Building 37-312 Electronic classroom/labo Setup and configured 25 new WinAthena Dell workstations and relocated the

replaced workstations to the back of W20, effectively doubling the number ofpublic WinAthena workstations on campus.

o Redesigned Active Directory container for easier management of software andscripts

o Removed old software reconfigured software installations in container.o Deployed new MSI’s to container

• W20 clustero Rebuilt workstations relocated from 37-312 with new software and AD

container settings.

• Updated Computer Lab Status reporting scripts with new machines counts andedited daily status script - affects all labs/clusters.

III. MIT Cable TV (R. Winchester)• Single mode fiber backhaul circuits were installed to Wong Auditorium and Kirsch

Auditorium. These circuits provide broadcast quality video for cable, satelliteuplinking and webcasts.

• Jon Ward and Randy met with colleagues from Emerson College to discuss studentcollaboration for the Sportcast HD project.

• Randy Winchester presented on MIT Cable’s Digital Video Initiatives at TheResearch Channel annual meeting.

IS&T FY06 Q1 Report


• Randy Winchester gave two presentations at Internet2 on MIT Cable’simplementation of the Open Student Television Network.

Program: Software and Tools (ST)

Program Statement: As the locus of academic software expertise for MIT, ST providescoordination, deployment, consulting, development, knowledge of the educational technologyindustry, and interpretation of global eLearning specifications and standards.


I. Educational Computing Environment

• Software licensing and acquisition (Ongoing) (A. Prengel)

o Deployment and distribution of Educational Software (Athena)Updated 17 existing applications (AbiWord, Basin/Dgrid, Eclipse,Gnumeric,Inkscape, Java Development Kit, Mathematica, Matlab, Mercury,Octave, Purify, Qt, Scilab, Scribus, Singular,Sun compilers, XcrySDen), addedtwo new ones(Espresso, LabView applications).

o Close monitoring of the student MatLab server shows ongoing heavy use. Toaccommodate this we have increased the number of concurrent licenses from 100at the beginning of the Fall 05 term to 300. We are currently reaching peaks ofaround 180 concurrent users. This has not led to a significant decrease of usage ofMatlab on Athena, which continues at approximately the same level as at thebeginning of Fall.

II. Applications for Digital Content Repositories (J.Merriman)

• M: Media delivered for Fall 2005 and completion signoff obtained from Kurt Fendt.(Contractors- P. Wilkins, J. Kahn, R. Colodzin)

• Delivered production version of Visualizing Cultures Image Database Viewer forFa l l

• In September, following two months of planning and proposal development, MITand Tufts received word that the Andrew W Mellon foundation has approvedfunding for the VUE II project, for which Tufts Academic Computing is the primaryPI, with MIT Academic Computing as Co-PI under sub-contract. MIT's portion of theVUE II work will include enhancing the data-source integration (OKI OSID-based)between VUE and digital content repositories and developing integration betweenVUE II and external Course Management Systems, of which Sakai will be the firstsystem tested. It is expected that the OSID based conventions developed for VUE IIwill be applicable to many other projects and products that utilize the OKIspecifications, both at MIT and elsewhere.

• Usability and user interface design: (J.Foster)

o Initiated Fall 2005 ImageTools Presentation/Demonstrations to community

o Gathered requirements from Faculty in the School of Architecture, School of

IS&T FY06 Q1 Report


Humanities and Social Sciences on uses of images in teaching to informdevelopment of tool(s) to support faculty needs for collecting, managing andpresenting images for lectures and class work.

• Presented summary of activities related to educational tools and Image repositoriesto Pat Dreher for SPARCC

III. Bringing Research Tools to the Classroom. (C. Shubert)• AC staff met with key project participants including – Prof. Graham Walker

( Biology), Nicola Marzari( Materials science) Dr. Mellisa Kosinski-Collins(Biology), Michael Reich & Ted Liefeld (Broad Institute) to discuss thespecific classroom usage of Research Tools (i.e. GenePattern and TEALsimProtein Visualizer): the problems to be solved, the development work to bedone, and who will do what work.

• Prepared IS&T BIG Initiative project proposal for funding.

• Finalized the design and built prototype of theauthentication/authorization front end for the GenePattern Apache/TomcatServlet.

• Completed prototype parser for protein structural information contained inProtein Data Bank formatted files.

Program: Enterprise Application Services (EAS) (S.Thorne, C. Iannuzzo)

Program Statement: To support the integration of educational technology initiatives into theexisting and future institute infrastructure.


I. Support EAS Developer Community

• Sun Center of Excellence:

In September, MIT and Sun Microsystems finalized their agreement tocreate a Sun Center of Excellence for Open Interoperability. This Centerwill provide a laboratory for exploring and testing interoperabilitybetween educational services, content, and software products that want tointegrate with those services and content, and to promote techniques,specifications and standards for assuring sustainable integration strategiesfor eLearning.

• Launched EAS Web Site

• Developer Community Activities Started

Program: Open Knowledge Initiative (OKI) (S. Thorne, J. Merriman)

Program Statement: The Open Knowledge Initiative develops specifications that describehow the components of an educational software environment communicate with each other andwith other enterprise systems.

IS&T FY06 Q1 Report



I. Develop OKI support community

Special Initiative: ResTech (P.Long, O.Thomas) andIntegrated Communications Project (D. Baron, L. Rao, O. Thomas)

• Scanner service (Delivered to Oliver)

• Met with Faculty House Masters who will host pilot collaborative softwaretools (TeamSpot) for student use in social settings (residence hall lounges);gained agreement on location and general expectation for pilot period.

• iDorm - Received recommendation for extending iDORM work (Prof. HenryJenkins) by partnering with commercial game developer and limiting MITinvestment to content development, rules, and integration.

• Real-time coordination tools for Alcator experiments at the Plasma Science & Fusion Ctr. - Project awarded Internet2 Presence and Integrated Communications (PIC-SER) server trial. Completed evaluation of PIC-SER. Working with OIS on gateway access for next set of experiments. End date: 5/31/2006

• Real-Time Collaboration Services for Singapore-MIT Alliance (SMA) Phase 2- Requirements gathering complete. SMA staff evaluation will include Cisco MeetingPlace and WebEx (TSS Trial). Awaiting delivery of Cisco evaluation hardware. Selected application will be piloted with SMA faculty. Evaluation report due 6/1/2006

• Upgrade MITnet Session Initiation Protocol (SIP) infrastructure -Worked with OIS on to define next generation MITnet SIParchitecture. Began transitioning services to new infrastructure withOIS and TSS. Shuttletrack has been transitioned - WHOI tie lines are in the process. Projected end date 12/1/2005.

• Voice Mail to electronic mail voice mail to e-mail prototype service pilot - Needs gathered. Evaluation of pilot to start after upgradeMITnet Session Initiation Protocol (SIP) infrastructure. Working with OIS

and TSS to define pilot parameters. Evaluation report due 4/30/2006

• ShuttleTrack Voice Response - A separate call-in phone number was added for users to get shuttle location information. OIS has brought up production servers in W92 machine room. Projected end date was 11/1/2005 - Completed.

• Supporting the Cambridge MIT Exchange students while at Cambridge -Evaluating a potential experiment in cooperation with Cambridge. AC has setup a Wiki for the students, alumni, and exchange staff to support informationsharing. Looking at network options to supportvoice, video, and instant messaging.

IS&T FY06 Q1 Report


• ICP Prospectus:In addition to the above experiments we have been meeting with asmall group of faculty and researchers to develop a prospectus for alarger, Institute-wide Integrated Communications initiative. Thisinitiative would put forth the campus and its associated physical andvirtual communities as a testbed for exploring communication futures;and would be undertaken in cooperation with the Institutes researchactivities and corporate sponsors.

• Internet2Continued work with Internet2 including leading a SIP workshop at the Internet2/CANARIE Joint Techs workshop. Presented on SIP.edu toTERENA workshop in Poland via videoconference. Working on a system tosupplement SIP.edu by allowing numeric calling by legacy devices -potential alpha test with Stanford, UCLA, and Free World Dialup.

Headquarters (Communications, Project Management, Project admin Support)

I. Conduct Outreach and Communications for Academic Computing(J. Foster)

• Maintained routine publication of articles and news to the Ed Tech TimesNewsletter.

• Developed orientation materials for new faculty and students by the end of Aug2005

III. Planning & Development and Management of project portfolio (L. Rao)• Six Big Initiative proposal developed and submitted for funding using PMM and

risk value analysis.

• Conducted group meetings to define key activities in Academic computing andcorresponding resource allocations.

• Worked with staff to collaboratively build FY 2006 operational Plan.

IV. iCampus integration (P.Long)• Identification of the first set of iCampus projects for consideration as AC/IS&T

services made (iLabs, xMAS, xTutor, TEAL)• TEAL support for renewal of equipment on next hardware cycle agreed (3 years from

fall ’05) as part of project to service transition support• ITAG review requested for iLabs and xMAS

IS&T FY06 Q1 Report


III. Administrative Computing – Executive Summary

A major focus of the First Quarter of FY06 was our large-scale projects. The HR-Payroll Projectcompleted top priority testing scripts and began the functional testing effort. The HR-PayrollProject also successfully kicked off a Train-the-Trainer Program that will help preparecommunity members to serve as trainers for the Project. In August, the Environment, Health andSafety (EHS) Project delivered Inspections and Audits, the second phase of the EHSManagement System implemented in SAP. Centralization of the inspection process gives MIT’sEHS Office a more complete picture of campus-wide efforts and encourages greater compliance.A project proposal to replace the Broad Institute’s Oracle Process Manufacturing with an SAPsolution was presented to ASPCC and subsequently received approval. Project planningactivities for the Broad Project have been initiated and recruitment efforts for two new hiresare in progress.

This quarter also saw other key accomplishments in all programmatic areas. The SAPDocument Management Services was extended to provide the Office of Sponsored Programswith a central digital storage location for all of the documents associated with Level 1 WBS.This will significantly reduce / eliminate the labor and physical storage space associated withcopying and filing award documents (proposals, grants, etc.). The Roles Server to SAP interfacewas enhanced to accommodate access controls for DLC time sheet administration to support theSAP payroll functionality. The SAP test environment was refreshed with SAP production datain preparation for execution of the SAP payroll parallel test.

From an organizational perspective, we have developed a business case instructional templateand provided training sessions for the Administrative Computing Business Case teams. Tenbusiness cases will be delivered to ASPCC in November and we will subsequently receive aprioritized project list from our Executive Vice President in December.

IS&T FY06 Q1 Report


Administrative ComputingMISSION

• Administrative Computing Services exists to bridge technology and businessexpertise in diverse functional areas, including financial, logistics, and human resources.Administrative Computing Services provides business technology services for MIT, to:

o Reduce administrative burdeno Reduce the cost of transaction processingo Reduce the cost of administration against research budgetso Integrate information for better decision-making

Accomplishments and Goals by Program

PROGRAM: Enterprise Services / Support


I. Improve Enterprise Business Processes

Accomplishments:• Completed configuration for SAP Document Management Services (DMS) to provide OSP

with a central digital storage location for all the documents associated with Level 1 WBS.• Deployed MIT Events Calendar release 2 in September 2005.• Updated MIT SAP Development Standards document in September 2005.• SciQuest was fully rolled out to the community. Added Roche Applied Science to SciQuest

catalog.

Goals:• Transport configuration of SAP Data Management System to production by October 31, 2005.• Complete business cases for SAP Upgrade and Administrative Portal by November 2005.• Kick-off prototype of Administrative Portal using uPortal in October 2005.• Roll out new custom invitation package product on Ambit Press' catalog.

II. Sustain Enterprise Administrative SolutionsAccomplishments:• Completed development to rewrite Accounts Receivable feed to meet the current standards

for communicating information from a foreground process to a background process; currentstandards are to export the data to the SAP database via the command EXPORT and readit from the SAP database via the command IMPORT.

• Completed development to replace the UATP travel ghost credit card with a GE Capitalcard.

• Supported Transportation Office (Parking/T-Pass) year-end roll over processing inSeptember 2005.

• Migrated ECAT and SAPweb Classic to new consolidated application platform in July 2005.• Went live with SMR Summer 2005 issue.• Went live with the following new ecommerce merchants: Professional Education Programs

Knowledge Updates, MIT Medical, Eta Kappa Nu, and Asha for Education. Went live withthe following repeat ecommerce merchants: Glass Lab, LSC, European Club, and CopyTech.

• SAPbiz presentation on upcoming review of SAP DR Plan and a DR exercise next spring.• Installed Variance Monitor and Data Sync Manager tools (from vendor EPIUSE) into the

SAP 46C systems to support Employee Payroll Project efforts.

IS&T FY06 Q1 Report


• Prototyped the upgrade of IXOS Scan Station to facilitate the migration of CAO's stationsto supported platforms and components.

• Enhanced the Roles Server to SAP interface to accommodate access controls for DLC TimeSheet Administration to support SAP Employee payroll functionality.

• Refreshed an SAP test environment with SAP production data in preparation for executionof Employee payroll SAP parallel runs.

• Worked with SSIT resources and Application Server Vendors to consider Server options forthe support of SSIT Java applications.

Goals:• Transport to production October 2005 for phased implementation with MIT's travel partner

vendors.• Conduct a project sizing exercise to develop a plan for replacing cost object supervisor and

addressee name with MIT ID.• Support 2006 Benefits Open Enrollment cycle.• Move Parking/Tpass & Nimbus onto consolidated application server platform.• In partnership with OIS, re-configure ITS landscape behind F5 load balancer to improve

Production performance and up-time by November 2005.• Apply latest SAP HR support packages (96 through 101) in preparation for year-end legal

reporting by November 2005.• Apply latest ITS support packages (18 & 19) by November 2005.• Go live with SMR Fall 2005 issue.• Meet with supervisor of each central office to update DR contacts, procedures, and

criticality of infrastructure components Core R/3 system interfaces with.• In October, Administrative Computing and Operations and Infrastructure technical

personnel will meet with SAP developers to discuss ways in which Kerberos can beintegrated with SAP's NetWeaver security infrastructure.

• Work with IS&T technical resources, CAO, and Lincoln personnel to enhance and/orimplement the SAP Check Printing Infrastructure for the production of on-demand (off-cycle) checks.

• Complete implementation of SAP NetWeaver landscape (using SAP Web ApplicationServers) to support SAP project prototype, development, test, training and productionactivities.

• Work with IS&T Software Release team to deploy a SAPgui installer for MacOS Tigerdesktop machines.

IS&T FY06 Q1 Report


PROJECTS

I. HR-Payroll Project

Accomplishments:• Continued development of web applications, data interfaces and enhancements.• Set up content management system, Lenya, for handling all Payroll documentation and

training support.• Kicked off the Train-the-Trainer Program.• Acquired and installed tool to perform comparisons of payroll results between SAP and

legacy payroll as part of parallel testing.• Completed top priority testing scripts and began functional testing.• Met with key project members, business owners, and project sponsors regarding business

continuity and disaster recovery. Inventoried interfaces and began to collect businesspriorities for recovery. Overviewed business processes and provide first approximationregarding impact on recovery requirements.

Goals:• Incorporate contingency plans for the most critical integration points into Payroll

operational plans by January 2006.• Complete Pilot Training for SAPGui and SAP web application classes.• Deliver SAPGui and SAP web application training curriculum to the community and central

areas.• Deliver online (Lenya) end-user documentation.• Deliver SAP Payroll module and web applications.

II. EHS Project

Accomplishments:• Supported web design of EH&S Phase IIA: Inspections for August 2005 go-live.• Implemented WWI (Word for Windows Integration) tools for EH&S Phase IIB.• Phase IIB - Completed SAP configuration, development, and documentation.• Phase IIB - Successfully completed User Acceptance Testing.• Developed and obtained approval on the EHS Customer Support Model.• Documented the business requirements and alternatives for a potential EHS Mobile Device

Project.Goals:• Phase IIB - Obtain Business Process Owner system acceptance and Go-Live.• Phase III - Develop a completed business case for EHS Training Needs Assessment and PI

Space Integration.

IS&T FY06 Q1 Report


III. Broad Project

Accomplishments:• Developed and presented to ASPCC a project proposal to replace Broad's Oracle Process

Manufacturing with an SAP solution. Obtained project approval on 9/21/05.• Obtained vendor rates and Initiated vendor selection, justification and statements of work.• Initiated project planning activities with project sponsors and began recruitment efforts for

two new hires.

Goals:• Select outsourced vendor and project manager. Complete Project Preparation deliverables

(project team, project processes, kick-off project etc.).• Complete and validate “as is” business processes from the Planning and Scoping Phase.• Complete approximately fifty percent of the Project blueprint.

PROGRAM: Administrative Computing Headquarters


I. Organizational Architecture and Program Management

Accomplishments:• Developed a business case instructional template and blank template. Trained the

Administrative Computing Business Case teams in the use of the template. Completed a"sample" instructional business case to assist the Business Case teams. Assigned the businesscases and kicked off the effort.

Goals:• In conjunction with business process owners, develop project business cases for Budgeting and

Planning, Travel Management, Ethnic Origin, and Annual Salary Review. Business casesdue November 4, 2005 for ASPCC decision on November 16, 2005.

• Balance the Administrative Computing project portfolio considering complexity, size, andresource requirements by December 21, 2005.

II. Performance Management and Career Development

Accomplishments:• Completed all 90 day plans and meetings by August 1, 2005• Sent Administrative Computing resources to SAP's Technical Education (TechEd)

Conference in September 2005.

Goals:• Complete next 90 day plans and meetings by November 1, 2005• Attend Administrative Computing Ivy Plus Conference in November 2005.

IS&T FY06 Q1 Report


ADMINISTRATIVE COMPUTING METRICS

Monthly Top Ten Hits

July 2005Application Number of Hits

Display PO (Classic) 25,750Create Req (Classic) 10,706HR Personal Info (ITS) 10,402Display PO History (Classic) 8,433Display Req (Classic) 8,061Requisition Display (ITS) 7,127Procurement Card Inbox (ITS) 5,622Requisition Approver Inbox (ITS) 5,117Display a Journal Voucher (ITS) 1,707Create a Journal Voucher (ITS) 1,619

August 2005Application Number of Hits

Display PO (Classic) 27,480Create Req (Classic) 11,634Display PO History (Classic) 9,035Display Req (Classic) 8,693Requisition Display (ITS) 7,657Procurement Card Inbox (ITS) 7,240Requisition Approver Inbox (ITS) 6,242HR Personal Info (ITS) 3,780Plant Maint. WorkOrder Create (ITS) 1,775Training Event (ITS) 1,666

September 2005Application Number of Hits

Display PO (Classic) 25,241Create Req (Classic) 11,402Display PO History (Classic) 8,741Display Req (Classic) 8,428Requisition Display (ITS) 7,182Procurement Card Inbox (ITS) 6,745

IS&T FY06 Q1 Report


Requisition Approver Inbox (ITS) 6,145HR Personal Info (ITS) 5,327Plant Maint. WorkOrder Create (ITS) 2,177Display a Journal Voucher (ITS) 1,466

Monthly Web Server Usage

July 2005Web Server Number of Hits

Classic — Total Number 413,061Classic — Daily Average 13,325ITS —Total Number 654,940ITS — Daily Average 21,127

August 2005Web Server Number of Hits


September 2005Web Server Number of Hits


SAP Administration Goals FY2006 Q1 FY2005 Q4 FY2005 Q3

Number of SAP Production SystemInteractive Dialog Steps 16,707,254 17,400,211 15,165,734

SAP Production System AverageInteractive Response Time (seconds) .1974 .2606 .3317

SAP Production System Prime-TimeAvailability (M-F 8am – 6pm) 100% 100% 99.6% 100%

SAP Production System PlannedService Outages (# of occurrences andtotal hrs.)

16 x totaling~67 hrs

13 x totaling~56 hrs

13 x totaling~111 hrs 14 x totaling

~86 hrs

SAP Production System UnplannedOutages (hrs) 0 hrs 2 x totaling

~2 hrs2 x totaling

~3.5 hrs 1 x totaling

~5.5 hrs

IS&T FY06 Q1 Report


Total number of SAP transports 3851 1974 1992

IS&T FY06 Q1 Report


IV. Student Services Information Technology –Executive Summary

The Student Services Information Technology department joined forces with InformationServices & Technology this quarter after a long-term reporting relationship to the Dean forUndergraduate Education. This transition affords the SSIT organization opportunities to takeadvantage of support and programs that are in place within IS&T as well as the opportunity tocontribute their expertise to existing IS&T programs. There were a number of transitionactivities over the first quarter providing opportunities to interact and share knowledge. Aswe move forward SSIT and Administrative Computing will be integrated to one department.During the first quarter, effort was spent identifying commonalities between the twodepartments and areas where we can work together going forward.

SSIT continued to provide quality support for the Student Information System and the businessprocesses of its stakeholders. During the first quarter of FY06 SSIT successfully supportedadvising and test score maintenance for incoming freshman with the online Freshman Folder,fall term registration, student scheduling, tuition and other fee assessment, generated classlists, opened the admissions recruitment portal for FY07 applicants and supported many otheradministrative functions which impact students, faculty, advisors and administrative officesduring the summer and beginning of fall term.

Significant progress was made this quarter on the MIT SIS Technology Refresh project. This isPhase 0 of a larger SIS review project. This phase of the project will upgrade obsolete softwareand hardware and ensure the SIS is running on supported platforms while we assess theviability of MIT’s SIS and plan for the future. Phase 0 requirements definition and project planswere advanced this quarter. An RFP was developed for response from outside vendors to supportmajor segments of the technology refresh. A vendor evaluation team was formed whichincluded resources from throughout IS&T. This team completed a review of vendor RFPresponses including a proof s of concept.

The IS&T Project Management Methodology was introduced to SSIT this quarter. We havetaken advantage of the IS&T training and coaching made available to staff and haveincorporated this methodology in the MT SIS Technology Refresh project as well as othernewly initiated work.

SSIT led a collaborative effort with Administrative Computing and Enterprise ApplicationServices to define JAVA coding and development standards. A J2EE framework was developedwith guidelines for standardized and consistent practices to support application sustainabilityand code reuse. Providing mentoring and training opportunities for SSIT developers using theseJAVA development standards continued as a high priority goal.

Recruitment activities have engaged a significant number of SSIT staff this quarter. Fourinternal recruitment search committees were in place. We are fortunate that our recruitingefforts have resulted in hiring new staff to help support: the Infrastructure Team (Steve Franks– System Administrator), the MIT SIS Technology Refresh project (Leo Larson – ProjectManager, Olu Brown – Sr. Programmer/Analyst), and Undergraduate Admissions ( Ryan Jones –Programmer/Analyst III). Recruitment efforts continue to fill the Student Financial ServicesTeam Leader, and Undergraduate Admissions Project Manager positions.

IS&T FY06 Q1 Report


Student Services Information Technology

Mission: The Student Services Information Technology (SSIT) department’s purpose is todevelop, support, and maintain business applications supporting the needs of MIT’s StudentInformation Systems and its stakeholders. SSIT is committed to staying current withtechnologies while ensuring the SIS applications are user friendly and satisfy customerrequirements.

FY06 Q1 Accomplishments and Goals by Program

Program: Upgrade obsolete SIS software and platforms to supported versions

Accomplishments:• Established contacts outside of SSIT• Servers on site and installation is progressing• Identified resources needed for project• Established preliminary timeline• Identified and selected application server• Identified and selected vendor for migrating forms and COM/DCL• Established user kickoff• IS&T project review

Goals:• Finalize server installations• Establish security mechanisms for servers• Finalize budget• Finalize student scheduling direction• Finalize plans and schedules• Begin developer and administrative training• Begin User involvement• Begin development• Begin test case identification

Program: Implement and enhance SIS applications to support MIT student administrativebusiness process and new policy.

Accomplishments and goals by functional service area:

I. Academic Services

Accomplishments:• Support of Freshman Folder as it goes live for September• Support of IAP 2006 Enhancements• Support of Registration Process• Completion of Web browser testing - resulted in several program changes

including Class Lists, Pre-Reg Class Lists, Pre-Req reports and Housemaster Webreports modifications to support Safari browser release.

• UROP Database Project:o Completed Phase I of UROP Database programmingo Revised all web pages to accommodate user's new web design

and usability considerations

IS&T FY06 Q1 Report


o Retrofitted JAST directory structure and new build scripts into project,added user requested reports and query features

• Degree Tracking Project:o Finished requirements document and setting priorities for Phase II, which

includes unfinished items from Phase I and enhancements requested after firstyear of operation.

o Coded, tested, and moved into production about 30% of the items.

Goals:• Completion of Batch Grade Report Pilot for Advisors• Completion of Request to Withhold Information Web page• UROP Database:

o Complete final data migrationo Complete newly requested reportso Phase I of project into production (UROP Administrator's use of system)o Finish programming Phase II of project (student/faculty/coordinator/ and

payroll administrator use of system) in preparation for early Q3 deployment• Degree Tracking:

o Continue working on Phase II requirements.

II. Graduate Admissions & Dean for Student Life

Accomplishments• Released a new version of the International Students application containing new SEVIS

data transfer fields and format as required by Homeland Security as well as UIimprovements. ISO software was upgraded from BEA Weblogic 5.0 application serverto Weblogic 8.1.

• Released a new version of Graduate Admissions application containing several newfunctions: Display, entry and maintenance ability for Graduate admissions applicant’srecommenders, new Internet based TOEFL data, GPA in applicant’s educational history,and GMAT test scores. Also provided new programs in the data feeds from GraduateAdmissions on-line application external service provider CollegeNet and ETS forTOEFL and GMAT test scores.

• Created and modified programs for MITSIS database to receive on-line graduateadmissions applications data directly from ApplyYourself.com, Sloan’s externalservice provider for MBA, PhD, LFM and BEP programs. This effort requiredconsolidation of several differing data coding systems among the different admissionprograms at Sloan and central Graduate Admissions as much as possible.

• Provided means to receive and load GRE and TOEFL test cores via FTP instead of thecurrent method of tapes converted over IBM mainframe.

• Provided analysis and production database fixes for Housing in support of the recentlyreleased Edgewater Housing system.

• Provided support for ASA application in production.• Continued working on ASA (Association of Student Activities) application in

preparation for next release in the next Quarter. The new release will contain a fix for asecurity problem and also aim to fix some other issues. Continued training of the studentASA developer to help them become sufficient to maintain the software themselves inthe future. Next release will be moving ASA application from Weblogic 6.0 to Weblogic8.1.

Goals:• Continue essential production support in Graduate Admissions, Housing, MIT ID

assignment, Dining, ASA and ISO domains as needed.

IS&T FY06 Q1 Report


• User test and release of next version of ASA application• Conclude what will be done for user requests: Brio Queries organization fro Graduate

admission data reporting on Data warehouse and Provost’s office Grad Aid historytracking in context of Graduate admission decisions in departments.

III. Student Financial Services

Accomplishments:• Worked with MIT Medical to facilitate the development of the new Medical system,

and to develop a process to post Medical data back into MITSIS.• Worked with the Housing Office, SFS and Edgewater Technologies to implement

updates to the SISTIM application.• Worked with SFS and Data Warehouse Team to develop process to send Financial Aid

Data from PowerFaids to the Data Warehouse.• Completed analysis for project to prevent automated posting of charges and credits to

the student accounts of graduated or withdrawn students. • In process of developing Donor Funding changes on WebSIS, which will provide

detailed information to students regarding their grant funding.• In process of developing Subfund charge process enhancements that will provide the

Donor Funding and SFS Financial teams greater flexibility in handling students'funding sources.

• In process of developing application that will aid in processing SSN changes toPowerFaids.

• Completed analysis for MITSIS Migration for SFS areas of Data Feeds, MiscellaneousUser Access and Data Scrambling sub-projects.

• Deployed to production three critical MITSIS to HR Payroll interfaces to supportparallel testing of new HR Payroll System:

o HR Payroll Bio Interfaceo HR Payroll Appointment Feedo Electronic Student Personnel Action Form (ESPAF)

• Constructed test data for HR Payroll Bio interface to support integration testing of BioInterface

• Gross Pay Timesheet Load -- reviewed and loaded preliminary test files from HRPayroll.

Goals:• Implement Donor Funding changes.• Implement updated subfund charge process.• Implement Powerfaids / SSN application.• Begin to address known issues with Student Account Statement process.• Develop updated version of Web Grad Aid that is not dependent on Weblogic Server for

security.• Support HR Payroll's move to production• Write/Finish Writing Interfaces from HR Payroll to MITSIS

o Gross Pay Timesheet Interface -- Load and write transforms to retro-fit newstructures to work with existing MITSIS CWS and FWS systems.

o Student Graduate Appointment Interface -- Load (via Warehouse) and rewritecomparison report

IV. Undergraduate AdmissionsAccomplishments:• Deployed new Undergraduate Admissions on line application for 2006• Updated Overnight Program Registration to reflect 2006 requirements

IS&T FY06 Q1 Report


• Updated portal to display Educational Counselor assignment information, thuseliminating a number of letters that used to be sent to applicants

• Carried out Undergraduate Admissions archiving process on the Portal database for thefirst time

• Enhanced Undergraduate Admissions data feeds and created new batch job to solve anumber of issues that were creating data problems

• Started Undergraduate Admissions Phase 2 scope and tools definition effort• Participated on Application Server selection committee to determine Application

Server to use moving forward within SSIT• Supported Educational Tracking site

Goals:• Implement system changes and perform load testing in preparation for displaying on

line decisions.• Move blogs outside of secure area of portal in order for people to view the content

without registering• Implement delete functionality for users of the internal administration tool in order for

them to have better control of their data• Continue to support Educational Tracking site• Create continuous integration environment for testing purposes• Complete Undergraduate Admissions Phase 2 scope and tools definition effort

V. SSIT System Administration and Database

Accomplishments:• Returned Infrastructure team to full staff.• Resolved Issues with Weblogic 8.1 certificates. Was able to accomplish this in time to

deploy on schedule new 8.1 applications.• Established standards for setting up Weblogic 8.1 test and production environments.• Implemented a well-thought out, scalable, and easy to manage solution which allows

the SSIT Infrastructure Team to be able to deploy new applications, quickly andconsistently.

• Implemented Change management process for Infrastructure support• Met all promised dates from September change meeting• Allowed the infrastructure team to become more proactive and less reactive• Implemented problem management process• Uninterrupted database services for all Student Information System users• Timely implementation of database changes for all new SIS applications and

maintenance projects (UA Archiving process, changes for new UA deployments, ISO,ESPAF, UROP, ...)

• UA database servers upgraded to the latest supported 9i version; latest oracle securitypatches applied

• Implemented statistical package in UA database• Attended 2 oracle classes and provided OTJ training for a new hire• Coordinated department MITSIS Data Scrambling effort and researched data

scrambling tools.• Support Metrics for this quarter:

The following support metrics show the number of cases opened/closed in request trackerin support of the infrastructure. These cases include database request, general supportrequests, deployments, and production moves.

Month Support Cases Opened Support Cases Closed

IS&T FY06 Q1 Report


July 105 93August 142 119

September 141 136Total for Quarter 388 348

Goals• Complete the infrastructure box in support of MITSIS Migration project

In support of this goal the following sub-goals must be accomplishedo Complete installation and configuration of MITSIS Migration development

tier.o Complete installation and configuration of MITSIS Migration test tier.

Execute test plan against test tier Complete installation and configuration of MITSIS Migration

production tier.• Have project launched and underway to implement SSIT Knowledge Base• Maintain a better than 90% closed ticket ratio per month for support requests.• Generate scrambled database for off site consultant use.

Program: Incorporate work processes to support project development, issue tracking and metricanalysis to enable assessment and improvement of client support

I. JAVA Applications Standards Team:

Accomplishments:• Established consistent J2EE build process• Began project review and feedback process• Established RT repository for questions and answers

Goals• Establish J2EE build process for Oracle Application Server• Establish list of topics to discuss• Continue group discussions on topics of interest• Review release management processes for Migration effort

II. Training

Accomplishments:• J2EE Mentoring Projects: ESPAF, UROP database, WebSIS Batch Reports• WebLogic Portal Training (Eamon)• IS&T Project Management Methodology• Staff training included attendance at the following seminars and conferences

o ITLT Practitioner Classeso Service Desk/Incident Managemento ITSMF conferenceo Oracle 9i Database Performance Tuningo Oracle 9i Database Administration Fundamentals.

Goals• Continue mentoring projects

III. Common Services

Accomplishments:

IS&T FY06 Q1 Report


• Completed Vendor Relationship document• Incorporated Request Tracker in Infrastructure Team and Student Financial Services

Teams for issue and bug tracking. Set up RT queues for other application developmentteams. Generated support metrics from RT logs for Infrastructure Team

• Established project management forum to help guide people with projects.• Generated support metrics from RT logs for Infrastructure Team

Goals:• Continue the project management forum• Incorporate Request Tracker logging into additional work processes

Program: Engage MIT community in SIS visioning and priority setting

Goals:• Establish SIS priorities for new initiatives by working collaboratively with SIS

Steering Committee comprised of major SIS stakeholders.

IS&T FY06 Q1 Report


V. Client Support Services – Executive SummaryThe first quarter of any fiscal year presents a tension and continuum between preparation anddelivery of services. In July and through mid-August, Client Support is usually focused on thedelivery of high-quality services to the community each day while also working diligently toinsure that preparations and coordination for the beginning of the academic year are in order.

The balance and resolution of the first quarter tensions this year was one of the smoothest inmemory. Like all of IS&T, Client Support Services began the year with the knowledge that ourbudgets were stable, that our organization was solid and that our service portfolio was wellcrafted for existing and future services.

The back-to-school programs were successful this year because of planning, collaborations, andstaff initiative across IS&T and our colleague departments. As the head of student housing saidafter the beginning of term, “every student has a bed and every student is connected. It’s a greatstart to the year.” The efforts of many staff insured that IS&T was a full partner andcontributor to the successful start of the year:

• RCC’s (Residential Computing Consultants) insured that all students wereconnected to the network properly:

• CSS staff delivered the orientation sessions to Get Connected, Introduction toAthena;

• CSS staff provided tailored presentations to groups such as the Graduate Studentsand Cambridge MIT Institute students,

• IS&T staff participated in the Activities mid-way; and• Publishing and Security Support staff created high-quality publications for

students about computing and especially about network and information securityand legal issues for file sharing. “Copyright, Subpoenas and You” was requested byother departments for distribution.

• The combined service center in N42 saw over 2200 visitors during the quarter,including over 600 during the two week period for orientation and the beginning ofterm.

In addition, new activities got underway; announcement of new departmental databasedevelopment services through DCAD (Departmental Consulting and ApplicationsDevelopment); support for the move into the new BCS building began as the quarter concluded;planning work continued to insure the best go-live support possible for Payroll; exploration forIS&T coordinated support for Podcasting, and efforts within CSS and across IS&T for fullparticipation in the Institute’s initiatives for energy and the environment.

In sum, Q1 demonstrated the ability in CSS to deliver on major efforts, engage new possibilities,and maintain high levels of client satisfaction. There is more in store for Q2 and CSS will riseto meet those challenges.

IS&T FY06 Q1 Report


Client Support ServicesMission: Client Support Services’ purpose is to collaborate with MIT faculty, students, andstaff to support and maximize their effective use of IT services and technology in fulfillment ofMIT's mission. The range of Client Support Services consists of departmental technical support,initial contact and problem resolution through help services, training, communication andconsultative assistance to the community, software products, and client security preparednessand response.

Strategic Objectives:

1. Provide prompt, accurate, professional resolution of client requests by means of the mosteffective interaction modes (multiple dimensions). Serve as the front door to IS&Tservices and tap expertise across the organization. [aligns with IS&T Strategic Theme– 1]

2. Create capacity to meet the evolving, increasing IT needs of MIT clients through:- Innovation (Knowledge Base, Content Management Systems)- New services (Software, Hardware, Tools)- Process (Escalation improvements, Procedures, Workflows for problem resolution,Combined/integrated services [Aligns with IS&T Strategic Themes 2, 3, 4]

3. Commit, in each objective, program, project in CSS, to integrate and foster programs forstaff learning and development [Aligns with IS&T Strategic Theme 5]

Program 1: Become a Trusted Partner with the Community by:

Accomplishments & Q2 goals

I. Provide Departmental Consulting and Database Application (DCAD) services: (JeffReed)• DCAD team announced to MIT community in August 2005. IS&T providing seed

funding in each FY06 and FY07. Jeff Reed working to hire 2 consultants and todevelop a sustainable business financial model. Work will be outsourced as neededto developers as DCAD builds expertise in-house.

• Initial DCAD projects include: Gray House Events Database; Community GivingOn-line giving form; FSILGsys; Course Evaluation; HST Edelman Lab; EHSAlternative Chemicals Site

II. Expand IT Security Support activities; engage entire community regarding safecomputing practices. Expand awareness and education efforts. (Tim McGovern)• ITSS Pamphlets now number 5 (up from 3 in FY05). Pamphlets were distributed

widely and ITSS staff gave presentations to incoming students during Back-to-School.

III. Provide Departmental IT Resources (DITR) for subscribing departments (Kyle Pope)• 32 Service Level Agreements. Total number of hours per week as of 10/1/05 is 308.• Expected growth during FY06 Q2 is 28 hours from DCAD (new contract for 16 hours),

CEEPR (increase from 12 to 20 hours per week) and CTL (increased from 16 to 20hours per week).

• Administrative Desktop deployment and renewal program:• Deployed 121 desktops, 33 laptops, 5 printers and 1 server

IS&T FY06 Q1 Report


• Planned for large deployments to CAO and Facilities. 105 planned deploysfor Q2 to those two departments.

• AdminIT Program:• Total PM Visits: 125• DLCs completed: 11• New DLCs added: 2 (Graduate Students Office and Copy Technology

Center)• Dispatch visits by DITR: 33

• Large project for Department of Linguistics and philosophy to support LSAconference in lieu of SLA. 96 hours

• Move assistance for Picower, McGovern and BCS continuing into Q2.• Involvement in Alternative Energy Vehicle project. Exploration continues for

alternative-fueled vehicles for equipment deployment. Attended vendor fair inmid-September to view possible models

• Remote Management Tools project internal to DITR. Reviewing Altiris, LanDesk,IBM/Lenovo Tools. Expect to choose platform in Q2 and roll-out in Q3 to selectedcustomers.

• Q2 Goal of setting FY07 SLA rates with assistance from Anne Denna. DITRpersonnel tasked with this are Brian Campbell, Chuck King and Kyle Pope.

II. Extend CSS relationships across campus: IT Partners, IS&T Student Advisory Board,User Groups, etc. (Greg Anderson)• Created DCAD advisory input through DDADP study team and ITAG perspective.• CSS staff – Jeff Reed and Barbara Johnson serve on IT Partners Planning team.

Board, User Groups, etc.; sponsor and support client initiated activities.

III. Contribute to the important work of others at the Institute and across IS&T. Supportrelationships of other IS&T units with the community. (CSS Managers, based uponspecific activity)• Participate and contribute to new capital projects; building moves: DITR

participation in BCS moves.• Engage in activities that arise through IS&T Relationship Managers; coordination

of DCAD efforts and Rob Smyser for data analysis• CSS participation in the Integrated Communications Project, the ACD

implementation led by Telephony..• Provided support for client selection of purge period for spam screen folder. CSS put

documentation and help desk responsiveness in place.• Work with Energy Resource Council and EHS to promote MIT as ‘Green Campus’ and

‘walk the talk’ for energy and environmental activities.

IS&T FY06 Q1 Report


Program 2: Improve the IT user experience by:

Accomplishments & Q2 Goals

I. Back-to-school. Smoothest back-to-school experience for students.• During two week period of orientation and beginning of term, over 850 people

attended IS&T orientation sessions and over 650 people visited the combinedservice center in N42.

• From the Back-to-School calendar there were ca. 30 activities that had an IS&Tpresence or participation.

• Apple and Dell and had tables for the start of fall activities and an ongoingpresence in N42 showroom.

II. Insure full support for Payroll during preparations for go-live, during the go-live periodin January, and during the operational period through the remainder of FY06. (JaneWhite)• Staging of Payroll Training is complete. The actual training will begin in October

(Q2).• Payroll Support Planning met in July & August and then bi-weekly in September.

Training plan is complete, documentation effort is keeping pace with the testingand development,

• Initial planning is underway for client support for Payroll – Help Desk,HR/Payroll Service Center, etc. Coordination, escalation, and communicationspaths among support providers; HR Service Center, Computing Help Desk,Departmental Liaisons, DITR, etc.

• Insure that roles authorizations and hierarchies are in place for Departments toimplement Payroll. Effort to begin in Q2.

III. Deliver software to customers (Jon Hunt)• Software town meetings were held for administrative community; student needs

will be addressed in Q2 at student town meeting.• Additional products added to the IS&T Software Downloads pages. Software

pages now offer 30 items for Windows, 15 for Macintosh, and 16 for Linux.• PDA configuration services were handled through individual consultation; PDA

integration with PCs is working well; experience with Macintosh is more difficult.• Oracle Connector for Outlook is becoming increasingly important for the community.• VSLS is now handling orders through Request Tracker. Client satisfaction with

software delivery continues to improve.• Implemented nominal fee for software experiment; initial results are that the

nominal fee is major deterrent. For Mathematica, there was an order of magnitudedrop in requests (~700 down to ~30). Continue experiment with nominal fee structurefor selected software. Report on experiment at beginning of Q3.

IV. Provide training and documentation activities for Institute initiatives. (Kate Kibbeeand Carol Wood)• Training support for EHS Phase IIa was rolled out in August.• Continued preparations and coordination for Payroll documentation and training,

post go-live• Began working with Sloan for specific training as requested.

IS&T FY06 Q1 Report


V. Provide clear, consistent, client-focused communications and documentation:Publishing, MIT Home Team, IS&T Web team. (Carol Wood)• Web page redesign submitted as an IS&T ‘big initiative’ proposal to begin in Q2.

Will include experiment with Lenya for Content Management System for IS&T webpage management.

• IS&T web redesign completed and tested by IS&T VP.• Produced an IS&T Services brochure, premiered at the MIT Vendor Fair in

September. Publications worked with Relationship managers to create a productcomplementary to their detailed services prospectus.

VI. Provide services to individuals through Computing Help Services. (Barbara Goguenand Oliver Thomas)• See CSS dashboard for performance measures. Q1 is traditionally a very busy

period to welcome new members of the community and launch the new academicyear.

• VIP help welcomed and accommodated the arrival of the new Provost and theinterim Executive Vice-President.

• Q1 saw an increase in the use of self-help tools such as Stock Answers.• A total of 2230 clients visited the N42 combined service center in Q1:

• Help Desk: 787 (this does not include a 10 period in Aug.)• PC Service (hardware repair): 506• Software distribution: 228• Pre-sales consulting: 226• Athena consulting: 255• Accounts: 228

VII. Introduce new client services; provide more options to address diverse user supportneeds. (See specific responsibilities below)• Podcast support at MIT; Sponsored forum to explore IS&T provision of Podcast

service at MIT. See: http://istwiki.mit.edu/istwiki/Podcasts/ Next steps:experiment in Q2; refine and expand in Q3-Q4. (Jeff Reed)

• With Bill Cattey of OIS, developed Linux Hardware recommendations.• ACD – business model and contract completion in Q1; implementation and initial

experiment in Q2. Roll-out to Help Desk in Q3. (Barbara Goguen and OliverThomas)

• Contribute to and experiment with integrated communications such as VOIP.(Oliver Thomas)

VIII. Provide Adaptive Technology support to the community through ATIC (Mary Ziegler)• Welcomed and worked with new members of the community who need ATIC

services.• Continued close work with the Disability Services Office

IX. Provide MIT Home page services, including management of the MIT home page, eventscalendar, Google search coordination, emergency communications coordination, andcampus map. (Suzana Lisanti)• Worked with MIT senior leadership on MIT’s response to Hurricane Katrina.• Brought the MIT Kiosk in Lobby 7 online.

IS&T FY06 Q1 Report


Program 3: Provide high-quality, ubiquitous IT services by:


I. Manage client interactions and community input for Request Tracker as an enterpriseservice. (Steve Turner)• Most Casetracker categories migrated to RT in Q1. RT is now in full operation.

Complete migration of Help Desk and related clients in Q2.• Conducted Usability testing for RT – results in improved user interface.• Team met with category owners and continues to consult with and facilitate new

categories and category owners to participate in RT.• With Rob Smyser, consultation with category owners on standard reporting from

RT.

II. Continue support and shaping of IS&T services. (See specifics below)• ACD replacement decision was made: eON. CSS Help Desk is primary client of

project led by Telephony (Lu Keohane and Joni Cyr).)• Rob Smyser continued to work with CSS managers and others to produce

performance dashboards. Relationship managers are using data to set baselines forIS&T services to client departments and schools.

• CSS will make a decision on alternative fuel vehicle for DITR & Hardware Repairservices; begin analysis and recommendations in Q2; acquisition of vehicle likely inQ3. (Kyle Pope)

Program 4: Improve performance, processes, and technologies for client support


I. Improve performance management in CSS (See specifics below)• Continued to utilize dashboards to manage work/

II. Continue work on resource modeling; utilize in connection with FY2007 IS&T budgetsubmission. (Anne Denna & Rob Smyser)• As follow-up to the FY06 budget, Began working with managers on resource model

to understand current work and to plan for FY07 budget process.• Submit the CSS budget for FY07 to IS&T in Q2.

III. Continue efforts to move CSS internal systems from Filemaker (migrate Product frontdoors, stock answers, and complete migration of VSLS) (Jon Hunt)• Work on Expectation levels stalled when project manager left IS&T. In Q2, will

enter Phase II – establish project manager and team.

IV. Improve CSS ability to project manage its internal projects (Ed Dolan)• Utilize IS&T Project Management methodologies for the IS&T Web redesign big

initiative in Q2.

IS&T FY06 Q1 Report


V. Continue development of Knowledge Centered Support (KCS) process (Barbara Goguen& Oliver Thomas)• Installed Solomon as test for KCS; continued to work with staff on KCS models;

continue to experiment with Solomon as knowledge base tool; begin to populate KCStool in Q2-Q3.

• RT implementation training and documentation for the help desk

VI. Continue IT Security Support system & technology development and evaluation. (TimMcGovern)

• Developed satisfaction survey process for IT security cases. Early results indicatethat clients are understanding and appreciative of the interventions even whenreformat/reinstall is warranted.

• Enterasys Dragon training provided to ITSS staff; further evaluation in Q2.Depending upon evaluation, move to full-production environment in Q3

• Complete desktop security tools evaluation project and recommendations in Q2

VII. Improve the Performance Appraisal process in CSS and utilize the learning of the SixConversations in Training, Consulting, Publishing. (Ed Dolan)• Begin to extend knowledge of Six conversations beyond Training, Consulting and

Publishing to CSS managers. Prepare for roll-out of process to work with annualperformance appraisal process.

VIII. Back-to-school redesign (Greg Anderson)• Begin analysis with assessment and debrief beginning in October.• Designate the ‘process leader’ for back-to-school in Q2.• Elevate to a higher priority and as an annual, ongoing effort.

IS&T FY06 Q1 Report


VI. Operations and Infrastructure

MISSION

Operations and Infrastructure Services provide the MIT community with the fundamental ITservices such as network and network-based applications, service operations and dataaggregation and administration to support the full range of academic, research andadministrative activities The Operations and Infrastructure Services teams workcollaboratively with all other IS&T teams and other IT groups throughout MIT to ensure thehighest level of support and service to MIT’s students, faculty and staff.

Accomplishments by ProgramOngoing Operations Program (Supports service orientation strategic theme)• Conducted and supported 14 surveys and the fall 2006 Housing lottery. Clients include the

following:o Rewards & Recognition Survey, Kande Culvero AAUDE Review Survey, Donald Szeszycki, Assistant Provost, University of Iowa

(for AAUDE)o Extended Enterprise Security Survey, Professor Stuart Madnick (TSQM)o MIT Workplace Center Survey, Mona Harrington (Equality Commission)o BASICS / Alcohol Survey, Dean Danny Trujilloo REX/FILG Survey, Joshua Grochowo Brain & Cognitive Science Survey, Denise Heintzeo Career Services Survey, John Nonnamakero MIT Medical Surveys, Professor Paul Joskow & Committeeo MIT Library Survey, Steve Gasso EHGI Surveys (2), Kim Durand, CambridgeMIT Instituteo Energy Survey, MIT Energy Clubo NASA Survey, Geilson Loureiro

• TNIS completed 300 new jack installations, and 313 MITnet activations and billed 120hours. All transactions were completed within the goal turnaround time of 3 days or less fornew jacks, one business day for drop activation and one business day or less for troubleresolution.

• TNIS had 1,202 cases opened in Casetracker. 1, 153 were closed. Of the 84 cases that arecurrently open, 35 were initiated prior to Q1.

• Server Availability: 99.982% for Q1. Server availability is computed for servers that aremonitored by Nagios and where an outage would have a client impact. When multiplequarters are available, this data will be presented graphically.

• MITVMA/C availability: 99.9064% for Q1. This includes a planned outage to relocate H30console from bridge on 8/18 and unplanned outage of network connection to MITVMA on 9/22due to NetShuttle failure.

Software and Infrastructure Development Program (Supports technological innovation andleadership strategic theme)• Developed and delivered patch release for Athena 9.4• Completed testing and released Open AFS 1.3.84• Kerberos Release

o Released Kerberos 1.4.2 the periodic maintenance release of the 1.4 major release ofKerberos.

IS&T FY06 Q1 Report


o Started work on krb5 1.4.3o Demonstrated single sign-on for Windows Vista, KFW and Java Kerberos at

Microsoft Kerberos interoperability event.

Support for Major Building Projects Program (Supports service orientation and collaborationstrategic themes)• Develop, design and seek approval to build a conduit system into 3-5 Cambridge Center.

Estimated date for completion is September 2006.• Brain and Cognitive Sciences (Building 46) – wiring is 100% complete. Activated 1900

locations. Tenant move continues through October 22, 2006.• Broad - 100% complete on design. Awarded contract to wiring contractor

o Cabling – 75% completeo No riser/back bone cabling has been pulled. Scheduled to start in September 2005o Outside plant cabling from MIT E19 has been awarded to contractor (Sullivan &

McLaughlin). Working with MIT Dept of Real Estate and JMA Construction on thisschedule.

o Customer move in date is tentatively scheduled for Mid-February 2006.• PDSI

o Waiting for contractors to respond to the RFP for cabling related to the PDSIproject. No contractor has been selected yet.

o Contracted Sullivan McLaughlin Co. to demo existing cabling and perform anyimmediate needs such as tracing the Verizon radio circuit used by Campus Police.Approximately 30% of the cable demo is completed at this time.

Campus Network Program (Supports technological innovation and leadership strategictheme)• Single Mode Fiber - Phase 4 - The project to install diverse redundant fiber optic cables

between Buildings E19-24-NW12-W92 was completed FY 2006 Q1.• Projects in Progress

o Mass Ave roadway construction – Coordination between the state, city and thecontractors continued with a majority of the service impacting street work nearlycomplete. The contractor expects to begin sidewalk construction in Oct - Dectimeframe.

o The plan to move the existing singe mode fiber optic frames in room E19-639 to roomE19-681 is out to a preliminary bid, with pricing due early FY2006 Q2.

o A tentative plan has been developed to extend our underground conduit system to 3-5Cambridge Center and discussions have taken place with most stakeholders.

• Wireless network for administrative buildings and residence halls: Completed wirelessnetwork for all administrative, academic and residence buildings.

• Disaster recovery – set up initial implementation of offsite facility.

Server and System Administration Support Program (Supports service orientation andtechnological innovation and leadership strategic themes)

• Enhance the EMC SAN infrastructureo Acquired SRDF software from EMC for major improvement to business continuity

options.o Acquired current maximum storage configuration for EMC SAN.

♦ Administrative and Academic server hardware upgradeso Modified server layout in W91 machine room to accommodate BlueGene computing

system.

IS&T FY06 Q1 Report


• Maintain and support Administrative and Academic computing environmentso Evaluated and developed new W91 SAN switch infrastructure.o Introduced new, or replaced, 18 servers.

Data Warehouse Program♦ Strong use of the Data Warehouse continued in FY 2006 Q1 with an increase of 1,002 in the

number of registered users. Total data records stored increased by 56,889,215 increasing thedata file size by 7g.

• The team completed 32 Q1 tasks and had 12 in-progress tasks for a wide range of clientsincluding, SAP Payroll, HR and Plant Maintenance, AAUDE, EHS, SIS, OSP, Libraries,Asst. Dean Dashboard, Hyperion Intelligence and CSAIL reporting.

Data Center Program (Supports service orientation strategic theme)♦ Increased the number of co-located servers from 69 in Q4 FY2005 to 91 in Q1 FY2006.♦ Assessed W91 for non-UPS power to support additional HPC requests.♦ 3 additional HPC Research / Academic clients joined the co-location facility.♦ Decreased the number of ListServ lists by 295. The big reduction in lists is due to cleanup of

obsolete non-Alumni lists. A total of 228 non-Alumni lists were deleted as well as 67Alumni lists. The number of subscribers continues to increase as many of the deletions werefor lists with minimal (if any) subscribers.

Network Operations Program (Supports service orientation and technological innovation andleadership strategic themes)• VLAN: completed BCSP (building 46) implementation.• Provided GB to the desktop (BCSP will be the first to have this) by September 2005.• Completed development and implementation of a central campus LDAP interface to the

MIT on-line directory. This will enable next generation mail clients to support dynamic MITdirectory lookups, and facilitate migration away from Eudora.

• Upgraded MIT Webmail to a newer version of software and migrated the service from 3 SunSolaris servers to 6 Intel Linux servers.

• Developed and deployed a central management system for providing VLAN services on theMIT network.

• Upgraded room 24-004 power infrastructure with two 150kVA Mitsibushi UPS units toallow for the installation of higher speed routers and network infrastructure.

• Decommissioned Inktomi search engine and completed migration of MIT search engine toGoogle.

• Implemented trial for wireless VLAN configuration for supporting better roaming betweenwireless subnets.

• Completed connection between the MITnet backbone and off campus location at 1 SummerStreet in downtown Boston for Verizon TLS service.

• Upgraded network service to NE20, NE25, E70, Endicott House and WW15 to 100Mb/s fiberbased network service.

• Upgraded Pika, Alpha Chi Omega and Sigma Kappa off campus student living groups to10Mb/s fiber based network service.

• Implemented F5 web load balancer solution for the MIT Alumni Association.• Setup production and development Jabber environments for new MIT Jabber service.• Developed VOIP pilot environment for evaluating integration with the MIT network and

other applications• Completed development and deployment of support for disconnected operation in the

WIN.MIT.EDU domain• Upgraded Windows update service from WAUS to WSUS• Maintained network and infrastructure services for the MIT community

IS&T FY06 Q1 Report


Q2 Goals by Program (Based on Operational Plan for FY2006)

Software and Infrastructure Development Program• Create and develop a plan to phase out support of Kerberos v4 desktop clients by

12/31/2006. This is dependent on an ITAG resolution and approach to phase out existingKv4 applications.

• Complete Kerberos Consortium business plan for VP of IS&T review by October 2005 anddetermine next steps.

• Complete development, testing and release of Kerberos 3.0 for Windows by December 2005.• Conduct and evaluate a pilot of Jabber IM service by December 2005.• Win.mit.edu laptop support for Fall 2005 – Develop, test and provide scripts for

disconnected operations by September 7, 2005.• Begin project planning for Windows 64 bit development work in the fall term 2005.• Develop patch release for 9.4 release during the fall term 2005.• Begin detailed project planning for a modular Athena release during the fall semester 2005• Qualify and deploy OpenAFS upgrade for win.mit.edu when released: estimated

November 2005.• Evaluate all key platform solutions for file sharing by March 2007.• Investigate LDAP solution for Mac OSX directory services integration and determine next

steps by end of December 2005.

Support for Major Building Projects Program• Brain and Cognitive Sciences Project (John Morgante) - Resolve network issues related to

move scheduled to begin September 20, 2005 and end October 26, 2005. (TNIS)• Broad (John Morgante) -Provide telecommunications and wireless network services for new

Broad building scheduled to move February 2006. (TNIS)• Upgrade the network infrastructure of buildings E51 and E52 (Jamal Freeman – TNIS)

Server and System Administration Support Program• Enhance the EMC SAN infrastructure

o Implement SRDF capabilities for key applications.o Upgrade SAN switches for increased reliability and redundancy.

• Administrative and Academic server hardware upgradeso Configure server replacements for technology improvements and control of

maintenance costs.o Continue to identify and install appropriate new applications on Linux.

• Maintain and support Administrative and Academic computing environmentso Continue development of off site data storage options for DR.o Provide Netbackup and TSM solutions for large server backups.o Introduce new Oracle database monitoring capabilities.o Develop new cost model for OPS server charges.

♦ Expand current TSM backup system.o Complete plan and cost model for supporting server backups by October 30, 2005.o Implement required TSM infrastructure for backup of enterprise servers by

November 30, 2005.• Maintain and support Administrative and Academic computing environments

o Continue development of off site data storage options for DR. Estimated completionby December 2006.

IS&T FY06 Q1 Report


♦ Determine future strategy for VM System as client applications migrate off.o Draft plan for VM platform for FY 2007 by December 30, 2005.

♦ Move mailing list system from ListServ to Mailman. Clean up inactive lists by December 30,2005.

♦ Upgrade Info Print Manager (IPM) by October 31, 2005.

Data Warehouse Program• EHS - Phase III

o Corrective Actions – data available end of May 2006.o Emergency Contacts - data available to EHS office mid-October 2005.

Data Center Program• Replace printers in the W91Data Center by December 30, 2005.• Work with HR Payroll to identify changes in print requirements by December 30, 2005.• Cleanup up tape resources pending client involvement.• Upgrade Data Center - provide new Data facility and upgrade existing Data Center.• Cleanup Data Center -remove obsolete equipment and rearrange space contents to maximize

utilization of raised floor space by October 31, 2005.• Expand co-location service. Complete initial assessment of power and cooling infrastructure

by October 31, 2005. Conduct more in-depth study in conjunction with Facilities pendingfunding approval.

Network Operations Program• Building 24 upgrades - impact on 10 gig and email redundancy; expect completion by

December 30, 2005.• Complete10 GB network upgrade by December 2005.• Voice over IP pilots: complete voicemail to email implementation by December 2005.• Complete implementation of local Cambridge offsite at Level 3 Communications• Continue implementation of remote offsite location (Level 3)• Complete upgrade of off campus T1 locations to Verizon TLS service• Develop and deploy Samba printing solution for the WIN.MIT.EDU domain• Complete CITRIX staging and upgrade• Continue Microsoft Vista evaluation and its impact on the central domain, win.mit.edu• Implement VLAN solutions in other MIT buildings• Evaluate searching restricted web content with the Google search appliance• Improvements to the w92 data center.

IS&T FY06 Q1 Report


Q1 FY 2006 OIS Metrics

Web hits for web.mit.edu and www.mit.edu

0

2000000

4000000

6000000

8000000

10000000

12000000

8/1/04

8/15/04

8/29/04

9/12/04

9/26/04

10/10/04

10/24/04

11/7/04

11/21/04

12/5/04

12/19/04

1/2/05

1/16/05

1/30/05

2/13/05

2/27/05

3/13/05

3/27/05

4/10/05

4/24/05

5/8/05

5/22/05

6/5/05

6/19/05

7/3/05

7/17/05

7/31/05

8/14/05

8/28/05

9/11/05

9/25/05

Date

Hit

s

Win.mit.edu unique users per day

0

200

400

600

800

1000

1200

1400

1600

8/1/04

9/1/04

10/1/04

11/1/04

12/1/04

1/1/05

2/1/05

3/1/05

4/1/05

5/1/05

6/1/05

7/1/05

8/1/05

9/1/05

Date

Uni

que

user

s

Unique wireless clients per day

0 1000 2000 3000 4000 5000 6000 7000 80008/1/04

10/1/04

12/1/04

2/1/05

4/1/05

6/1/05

8/1/05

Date

Wireless clients

IS&T FY06 Q1 Report


MIT Wireless Usage

-

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,0008/

7/04

8/21

/04

9/4/

04

9/18

/04

10/2

/04

10/1

6/04

10/3

0/04

11/1

3/04

11/2

7/04

12/1

1/04

12/2

5/04

1/8/

05

1/22

/05

2/5/

05

2/19

/05

3/5/

05

3/19

/05

4/2/

05

4/16

/05

4/30

/05

5/14

/05

5/28

/05

6/11

/05

6/25

/05

7/9/

05

7/23

/05

8/6/

05

8/20

/05

9/3/

05

9/17

/05

Un

iqu

e lo

gin

s

Weekly MaxWeekly MinWeekly Average

TechTime unique logins

0

500

1000

1500

2000

2500

8/1/04

9/1/04

10/1/04

11/1/04

12/1/04

1/1/05

2/1/05

3/1/05

4/1/05

5/1/05

6/1/05

7/1/05

8/1/05

9/1/05

Date

Un

iqu

e l

og

ins

IS&T FY06 Q1 Report


Alum.mit.edu messages per day

0

100000

200000

300000

400000

500000

600000

8/1/04

9/1/04

10/1/04

11/1/04

12/1/04

1/1/05

2/1/05

3/1/05

4/1/05

5/1/05

6/1/05

7/1/05

8/1/05

9/1/05

Date

Mess

ag

es

rece

ived

per

day

Citrix unique logons

0

50

100

150

200

250

8/1/04

8/15/04

8/29/04

9/12/04

9/26/04

10/10/04

10/24/04

11/7/04

11/21/04

12/5/04

12/19/04

1/2/05

1/16/05

1/30/05

2/13/05

2/27/05

3/13/05

3/27/05

4/10/05

4/24/05

5/8/05

5/22/05

6/5/05

6/19/05

7/3/05

7/17/05

7/31/05

8/14/05

8/28/05

9/11/05

9/25/05

Time

Un

iqu

e L

og

on

VPN unique logons

0

20

40

60

80

100

120

140

160

180

200

8/1/04

8/15/04

8/29/04

9/12/04

9/26/04

10/10/04

10/24/04

11/7/04

11/21/04

12/5/04

12/19/04

1/2/05

1/16/05

1/30/05

2/13/05

2/27/05

3/13/05

3/27/05

4/10/05

4/24/05

5/8/05

5/22/05

6/5/05

6/19/05

7/3/05

7/17/05

7/31/05

8/14/05

8/28/05

9/11/05

9/25/05

Date

Un

iqu

e l

og

on

s

IS&T FY06 Q1 Report


0

5000

10000

15000

20000

25000

30000

35000

Mailboxes

MIT mailboxes using spamscreen or auto-purge

Automatic Purge

Spamscreen

Total

January

February

March

April

May

June

July

August

September

Viruses

Total0

2000000

4000000

6000000

8000000

10000000

12000000

Messages Received

Month

Message Type

MIT.EDU received external mail

Viruses

Spam

Total

Data Warehouse

IS&T FY06 Q1 Report


Strong use of the Data Warehouse continued in FY 06 Q1 with an increase of 1002 in the numberof registered users. Total data records stored increased by 56,889,215 increasing the database

size by 7 GB.

14,000

14,500

15,000

15,500

16,000

16,500

17,000

17,500

18,000

FY05 Q2 FY05 Q3 FY05 Q4 FY06 Q1

FY 2005 Quarter

Num

ber

of R

egis

tere

d U

sers

Sofware Downloads – NIST support of a software download service allows clients todownload essential software 24 hours per day without the need for an IT staff presence. TheWAUS migrated Microsoft’s latest SUS which includes software updates for their OS andOffice product suite. The MatLab student software license server activity grew sharply in Q1.There have been 3013 downloads and 3125 application launches since the student MatLabdownload service went live in April 2005.

Total Number of Data Records in the Data Warehouse

440,000,000

460,000,000

480,000,000

500,000,000

520,000,000

540,000,000

560,000,000

FY05 Q2 FY05 Q3 FY05 Q4 FY06 Q1

FY 2005 Quarter

Nu

mb

er

of

Data

Reco

rds

IS&T FY06 Q1 Report


MatLab Downloads

0

500

1000

1500

2000

2500

3000

3500

4/1

7/0

5

4/2

4/0

5

5/1

/05

5/8

/05

5/1

5/0

5

5/2

2/0

5

5/2

9/0

5

6/5

/05

6/1

2/0

5

6/1

9/0

5

6/2

6/0

5

7/3

/05

7/1

0/0

5

7/1

7/0

5

7/2

4/0

5

7/3

1/0

5

8/7

/05

8/1

4/0

5

8/2

1/0

5

8/2

8/0

5

9/4

/05

9/1

1/0

5

9/1

8/0

5

9/2

5/0

5

To

tal

Nu

mb

er

Max Concurrent Unique Total LaunchesTotal Unique to date Total Downloads Total Denied Runs

7/17 - corrected max con user

Co-location services

DOST - Collocation Servers

3237 37

4955

6069

91

0102030405060708090

100

FY20

04Q1

FY20

04Q2

FY20

04Q3

FY20

04Q4

FY20

05Q1

FY20

05Q2

FY20

05Q3

FY20

05Q4

FY20

06Q1Number Servers

IS&T FY06 Q1 Report


ListServ

VM-SST LISTSERV - Lists

1773 1865 1872 1858

1563

0

500

1000

1500

2000

FY2005Q1 FY2005Q2 FY2005Q3 FY2005Q4 FY2006Q1

Quarter

Num

ber

of l

ists

VM-SST LISTSERV - Subscribers

790231 803090 802417 817547 852774

0

200000

400000

600000

800000

1000000

FY20

05Q1

FY20

05Q2

FY20

05Q3

FY20

05Q4

FY20

06Q1

Quarter

Num

ber

of

Subs

crib

ers

TSM Backup

IS&T FY06 Q1 Report


VM-SST TSM - Nodes

4165 4235 4334 4491 4654

0

1000

2000

3000

4000

5000


Quarter

Num

ber

of n

odes

VM-SST TSM - Data backed up

70.2981.28

100.95113.28

131.76

0

50

100

150


Quarter

Tera

byte

s of

dat

a

MIT VMA AvailabilityOutages FY2005Q2 FY2005Q3 FY2005Q4 FY2006Q1 TotalMITVMA/CPlanned - number 1.5 0 4 1 6.5Planned - minutes 65 0 130 25 220Unplanned 0 0 1 0.5 1.5Unplanned - minutes 0 0 239 34.5 273.5Uptime in minutes 132415 131040 130671 132420.5 526546.5Minutes in quarter 132480 131040 131040 132480 527040

MITVMA/C (not incl. OTG) Availability%planned 0.05% 0.00% 0 . 1 0 % 0 . 0 2 % 0.0417%%unplanned 0.00% 0.00% 0 . 1 8 % 0 . 0 3 % 0.0519%% uptime 99.95% 100.00% 99 .72% 99 .96% 99.9064%

100.00% 100.00% 100.00% 100.00% 100.00%

NOTES:1) Includes MITVMA and MITVMC downtime divided by two for an average of each node2) Does NOT include system-wide network outage

IS&T FY06 Q1 Report


3) Does include network (TCP/IP) outage specific to MITVMA or MITVMC and OTG outages

IS&T FY06 Q1 Report


VII. Telephony and Shared Services – Executive Summary

Telephony Services

The key accomplishment was implementation of the student telephone service, which involvedvirtually all staff in Telephony Services – communication of the change, taking orders,processing orders, making the technical changes, etc. In parallel, many staff were involvedwith the Brain and Cognitive Sciences move, which included a pilot of new phone desksets. Inaddition, work continued on how to improve cell phone coverage on campus, in particularNextel coverage (which impacts Facilities and Campus Police) and in-building coverage forStata. We continued to work with OIS on traditional telephony for the new buildings, as wellas departmental moves.

Ongoing operations, such as telephony moves, adds, changes continued as usual, includingsustaining a very low internal order error.

On the strategic side, we made progress on the ACD project, working through contractnegotiations in parallel with looking at business models. We also advanced the VoIP planning,working with vendors and internal colleagues.

Shared Services

Teams in Shared Services (Finance, Site, CG) continued to maintain transactional serviceswhile working on some project goals. On the financial side, FY05 fiscal year end processing wascompleted, and FY06 budget was detailed. The FY08 TNSC pricing project was scoped out. InCG, the focus was on replacing Kate Kibbee, and adding staff to support the escalating staffingneeds of SSIT and Admin Computing. Assistance was provided to both the ASIS Directorposition as well as working with key IS&T staff on the ISDA director position. In addition, theCG facilitated process for updating IS&T strategic/operational plans reached a successfulconclusion. A major activity for the Site team was the space survey, working in conjunction withBill Fitzgerald; a summary of current state regarding IS&T space was shared with theDirectors in early October.

IS&T FY06 Q1 Report


Telephony ServicesMISSION OF TELEPHONY SERVICES

Mission: Telephony’s purpose is to provide robust, reliable, cost effective, and integratedtelephony services (voice, voice mail, operators, conference calls, etc.) to the MIT campuscommunity. Ongoing/recurring activities include maintenance, repair, and documentation of thetelephone infrastructure including the MIT-owned carrier class telephone switch, handlingcustomer requests for moves, adds, changes, repairs, as well as billing questions, scheduling theaudio-bridge, and supporting MIT’s primary phone number via live operators as well as anautomated voice response system.

Program: Provide Telephony Infrastructure

Maintain the MIT owned telephone switch and telephony infrastructureImplemented major Class of Service changes, and other infrastructure load balancingchanges to support the new student dorm phone service. Initiated pilot for new phone sets inBrain and Cog building, in response to client survey indicating dissatisfaction with‘antiquated’ phone sets. Activated ‘name’ as part of the caller id information displayedon internal phones. Moved all 911 traffics from analog trucks to PRI’s (for enhancedfunctionality, such as allowing for ‘name’ in caller id). Moved 2 Qwest circuits from MFS toVerizon. Continued to investigate alternate circuited switch data services. Continuedinvolvement in Institute Emergency Operations Center activities, led by EHS, includingreview of options for reverse 911 for CP, Medical, EHS and Facilities; emergencybroadcasts; and overall communications processes. Have met with several vendors withproducts in this arena. Continued to address various other infrastructure issues. Hosted the5ESS Private Switch Owner conference; well attended with positive feedback.

Engage in large Voice over IP (VoIP) projectMet with vendors and talked with others doing VoIP in environment similar to ours.Continued conversation with PAETEC/Lucent re: Telica VoIP box. Assisted OIS withinstallation of SIP gateway in 24; working with OIS to migrate services from the E19gateway; addressed some billing issues. Evaluating SIP and wifi technology (e.g. MotorolaCN620). Working with OIS to understand comparison between OIS-implemented voicemail– email and voice mail to email in existing voicemail environment. Began to scope outproposals for CSAIL.

Implement new Automated Call Distribution (ACD) and introduce ACD service, working withClient Support Services, and other MIT groups interested in ACD

Completed most of the negotiations with eOn for new ACD system. Order placementpending building a viable pricing/business model.

Improve cell phone coverage on campusThe proposal to address Stata cell was revised based on CSAIL’s decision not to fund theirareas; revised PO was submitted/approved. Issues with Nextel reception continue to beworked in conjunction with Facilities (who have engaged a 3rd party consultant to assist).RF testing was done in August 2005. Simmons has been confirmed as another ‘cell free’ site;because this is an in-building issue, no immediate remediation expected. Brain andCognitive Science preferred with new building having minimal cell reception, so noremediation planned.

IS&T FY06 Q1 Report


Program: Provide Telephony Customer Services

Provide telephony customer services, including orders, repairs, billing and operatorsService order maintained their very low error rate for business orders– many days withoutany errors. Processed nearly 1000 orders related to student phones – this was a non-trivalprocess, since orders were taken by PAETEC, passed to TS and TS/CSR followed up withstudent (who were often slow to respond to questions). Dennis Collins, Assistant Director ofOperations, Housing, reported that the cutover went exceptionally smoothly from hisperspective. Followup work will continue, including considering other pricing options.

Working with OIS, support new buildings, major renovation projectsThe Brain and Cognitive Sciences building move began. In addition to the usual telephonymove activity, we introduced new phone sets as a pilot in the building. Continued work onBroad building; Campus Police move (significant line verification activity), Housing,Parking Office and PDSI.

Provide audio bridge audio conferencing servicesThe volume of MIT audio bridge reservations continues to increase; there are typically adozen or more conflicts/month (i.e., more than one person wanting a reservation at the sametime.

Market Telephony ServicesContinued periodic postcard mailings with information telephony customers can use. TheSeptember postcard focused on Voice Mail. Based on the recent Client Satisfaction Survey,many customers were unaware of some key voice mail shortcuts (such as how to skip amessage). Postcard mailings have been well received. Continued mailing to new faculty,staff, and administrative assistants.

Program: Provide 3rd party telephony services (long distance, calling card, etc.)

Audit carrier invoicesBetween Telephony staff, and our contracted telecom cost management firm (PES), a numberof cost savings have been identified and issues resolved. In particular, users of AT&Tcalling card and audio conferencing services have seen a very significant drop in prices.

Introduce web conferencing serviceNegotiated a trial period with WebEx to offer seat-based pricing for web conferencing; willroll out during the coming quarter, to assess feasibility of a longer term contract.

Introduced low cost international cell phone calling planNegotiated a contract with a firm that provides low cost international service for callsplaced from a cell phone in the US. Useful for international students, as well asfaculty/staff who have international family and colleagues. Customers work directly withcompany; no IS&T passthrough.

IS&T FY06 Q1 Report


IS&T Shared Services

MISSION OF IST SHARED SERVICES

Shared Services’ purpose is to provide quality financial, site and human resources services toIS&T staff, particularly the IS&T Leadership Team, managers and supervisors. Ongoingfinancial services include developing budgets, preparing quarterly forecasts, monitoring andreconciling expenses. Ongoing site and administrative services include site maintenance,scheduling meetings and trips, arranging events, and coordinating office moves. Ongoing humanresources services include assistance with hiring, terminations, employee relations, staffdevelopment, and organizational design.

Program: Provide organizational administrative services (i.e. HR, financial andadministrative services) needed to keep IS&T running.

Provide accurate and timely financial services, including quarterly reporting, transactionalprocessing, etc.

The FY05 fiscal year was closed on time, with less disruption than prior years. The year-end actuals were close to the 3rd quarter projects. Working with Directors and managers, andwithin the FY06 budget constraints, developed FY06 detail budgets.

Provide accurate and timely HR transactional support (hiring, terminations, promotions,compensation, etc)

CG continued to be the focal point for IS&T HR process. Allison regularly provided anupdated Open Positions list, as well as sending a (well received) monthly staffing updateto all IS&T staff. See metrics for detail regarding hiring and termination information.

As a result of CG resource constraints, the focus this quarter was on keeping up with thetransactional support. CG had a robust pool of candidates for the 2 open CG positions andwas able to complete the search process (which included the client Director and somemanagers) by the end of the quarter. Joan Fusco and Ann Harvey have joined the CG team.

Continued work with HR with regard to Department of Labor Fair Labor Standards Act,and the implications for a number of IS&T positions. This includes updating job descriptionsfor a number of individual positions. Engaged HR consultant to assist.

Continued to provide some support to the ASIS director search. Worked with key staff andhelped formulate the job description and organizational design for the new InfrastructureSW Development and Architecture position.

Given the tightening IT job market, spent more time with agencies, understanding theirmarket niche and how we might use them as resources for future openings. Also signed aDice contract which not only reduces cost for positing positions, but allows for searching ofthe resume database.

There were also miscellaneous other staffing/HR related interactions, includingperformance management consulting. There continued to be regular communication of itemsof potential interest to managers and supervisors, such a training options, time reportingissues for Support Staff, etc. However, due to the departure of one Liaison, and the mergingin of SSIT, the goal of having interaction with 100% of the managers was not achieved.

Provide helpful, effective, timely and accurate administrative services to IS&T staff;

IS&T FY06 Q1 Report


provide building ‘landlord’ services to W91, W91 and N42Site staff responded to over 2300 requests during the quarter, including security issues;coffee/tea/water service; maintaining office supply inventory; computer disposal;facilities issues; equipment (copier, printer, fax, whiteboard, projector, phones)maintenance and repair; arranging meetings, including food, A/V etc.; handling deliveries,and lost and found; coordinating phone moves; vacation reporting, etc. Site staff alsohandled over 1200 Support Staff and student payroll transactions. The annual parkingpermit process caused a spike in activity, particularly with the introduction of the new‘Riverside’ option, which reduced the flexibility for moving between W91/92 andN42/NE49.

Support IS&T VP and Directorate projects such as IT Service Center pricing project, determining costof IT at MIT, programmatic budgeting, Resource Model, etc

The Finance team continued to be engaged in various projects, including: securing funding forSSIT activities; developing the service center for Server Operations; making arecommendation regarding TNSC FY07 pricing (status quo); initiating planning for FY08TNS pricing; continuing work on programmatic budgeting, the Resource Model, and cost of ITat MIT; working with Office of Finance re: evolving needs/expectations for reporting;assistance re: business model for proposed ACD service.

SAP Payroll implementation preparationAs a representative stakeholder for new HR/Payroll, participated in various meetings.Continued process for reviewing/updating vacation balances and addressing vacationissues. Began to map out proposal for managing time groups and DACCA approvals andother changes that will result from Payroll implementation.

Program: Improve Organizational Effectiveness

Facilitate creation of an excellent work environment, one where we retain the people we want toretain

Achieved a major milestone of the Job Title Alignment project by implementing an updatedset of job titles by July 1. Work continues on position titles, and more detailed jobdescriptions and promotional criteria.

Continued to work with HR, providing input re: IT classifications, compensation, hiring,and diversity. Responded to HR Compensation request for staffing plan, which was used asinput to the MIT Salary Sub-committee. Followed up on a program used successfully bySloan (Year Up)

Support more effective project management in IS&TCompetency Group will continue to be involved in the project management activities.

Lead the way in promoting performance management throughout IS&TNo specific work done this quarter.

Facilitate the process to update IS&T strategic/operational planThe process for updating plan reached a successful conclusion, with a strategic plandistributed to all staff, and agreement re: ongoing process.

IS&T FY06 Q1 Report


IS&T Staffing Metrics

FY05YTD Q1 Q2 Q3 Q4 FY06YTD# positions posted 56 19 16# positions closed (incl.waiver)

63 20 20

# closed positions that areincrementally new

37 4 4

# open/posted positions atquarter close

na 17 na

Average days betweenposting & closed*

74 79 79

Average days betweeninitial discussion & closedfor posted positions

116 126 126

* HR Executive Sept 2004 'average time to fill'=48 days # new-to-MIT hires(based on hire date)

43 10 10

# MIT transfers 6 1 1# IS&T transfers 14 2 2% women new-to-MIT hires 44% 30%

% minorities new-to-MIThires*

9% 10%

Headcount at QTR end ** 279 305 305# departures(based on IST term. date)

19 7 7

annualized attrition 6.8% 9.2% 9.2%# of departures that wereMIT transfers

5 0

*20% of new hires had not id' race**SSIT included effective 7/1/2005; staff on unpaid leave not included

IS&T FY06 Q1 Report


VIII. Appendices

APPENDIX A: IS&T Quarterly Financial Report Q1 FY2006

Information Services & Technology

Year End Financial Forecast by Category

FY 2006 - First Quarter

($ in thousands)

IS&T BASE GENERAL BUDGET

Year to Date Remaining Projected FY 2006 % Projected ProjectedActuals Projection Year End Annual Total Year End Year End

(July - Sept) (Oct - June) Total Budget Budget Variance ($) Variance (%)

REVENUE ($1,032) ($3,077) ($4,109) ($4,023) $86 2%

EXPENSE TRANSFERS (OUT) / IN ($2,673) ($8,059) ($10,732) ($11,790) ($1,058) -9%

EXPENSES

Salary & Wages $5,630 $17,828 $23,458 $24,131 41% $673 3%

Employee Benefits $1,507 $4,748 $6,255 $6,435 11% $180 3%

Travel & Professional Development $123 $650 $773 $567 1% ($206) -36%

Materials & Services $2,286 $9,045 $11,331 $9,905 21% ($1,426) -14%

Equipment $995 $2,574 $3,569 $3,382 6% ($187) -6%

Professional Services $1,165 $8,901 $10,066 $6,288 20% ($3,778) -60%

Subtotal - All Expenses $11,706 $43,746 $55,452 $50,708 ($4,744) -9%

NET TOTAL $8,001 $32,610 $40,611 $34,895 ($5,716) -16%

TELEPHONE & NETWORK SERVICES CENTER (TNSC)

Year to Date Remaining Projected FY 2006 % Projected ProjectedActuals Projection Year End Annual Total Year End Year End

(July - Sept) (Oct - June) Total Budget Budget Variance ($) Variance (%)

REVENUE ($3,866) ($11,600) ($15,466) ($16,714) ($1,248) -7%

EXPENSE TRANSFERS IN / (OUT) $2,405 $6,999 $9,404 $9,394 ($10) 0%

EXPENSES

Depreciation $1,124 $5,364 $6,488 $6,562 90% $74 1%

Interest ($37) $597 $560 $560 10% $ 0 0%

Subtotal - All Expenses $1,087 $5,961 $7,048 $7,122 $74 1%

NET TOTAL ($374) $1,360 $986 ($198) ($1,184) -598%

IS&T FY06 Q1 Report


Information Services and TechnologyFinancial Report by Profit Center

Information Services & Technology

Year End Financial Forecast by Area

FY 2006 - First Quarter

($ in thousands)

IS&T NET BASE GENERAL BUDGET

Year to Date Remaining Net Projected FY 2006 Projected ProjectedNet Actuals Projection Year-End Annual Net Net Year-End Net Year-End

Organizational Unit (July - Sept) (Oct - June) Net Total Budget Variance ($) Variance (%)

Academic Computing $1,102 $2,602 $3,704 $3,704 $0 0%

Administrative Computing $2,433 $8,201 $10,634 $8,521 ($2,113) -25%

Student Systems Information Technology $568 $5,533 $6,101 $2,586 ($3,515) -136%

Operations & Infrastructure Services $1,608 $7,147 $8,755 $8,755 $0 0%

Client Support Services $1,518 $3,956 $5,474 $5,474 $0 0%

IS&T Shared Services $338 $1,222 $1,560 $1,467 ($93) -6%

VP for IS&T (includes Special Projects) $432 $3,952 $4,384 $4,389 $5 0%

IS&T NET BASE GENERAL TOTAL $7,999 $32,613 $40,612 $34,896 ($5,716) -16%

TELEPHONE & NETWORK SERVICE CENTER (TNSC)

Year to Date Remaining Net Projected FY 2006 Projected ProjectedNet Actuals Projection Year-End Annual Net Net Year-End Net Year-End

Organizational Unit (July - Sept) (Oct - June) Net Total Budget Variance ($) Variance (%)

TNSC ($373) $1,359 $986 ($198) ($1,184) -598%

TNSC TOTAL ($373) $1,359 $986 ($198) ($1,184) -598%

Documents

Information Services and Technology (IS&T) FY06 Q1 Report For …ist.mit.edu/sites/default/files/migration/about/reports/... · 2009-05-12 · IS&T FY06 Q1 Report November 15, 2005