ITS 2007 / 2008 Performance Plan - Home | Vanderbilt University

Vanderbilt UniversityInformation Technology Services

Office of the Assistant Vice Chancellor230 Appleton PlaceNashville, TN 37203

INFORMATION TECHNOLOGY SERVICES

2007 - 2008 PERFORMANCE PLAN

Enabling others to do great things…

Toward Developing a Continuously Available Network Computing Enterprise Infrastructure

Our Mission

“To provide a continuously available network computing infrastructure for the Vanderbilt enterprise.”

Why a Performance Plan?

IT infrastructure delivery at Vanderbilt has traditionally been governed in an informal manner with a strong bias toward the heroic efforts of key personnel and personal relationships. As the dependency on enterprise network computing becomes ever more critical to our community’s patient care, pedagogical, digital life, research, and administrative applications, the scale of the opportunity is such that active governance, specialization of labor and process orientation are required to maintain continuous availability of core shared infrastructure services at an economical cost basis.

To better align to the respective missions of the institution, we need to apply clear performance and governance criteria that demonstrate how Vanderbilt maximizes its returns on IT Infrastructure capital and operate investments. The performance planning process provides a dispassionate set of measures to allow key executives to gauge success.

High Level Architecture and Business Goals:

Transcend the view of our IT function as technical mechanic and move toward business value creation through mission alignment, consistency in service and credibility in pricing and provisioning

Develop the infrastructure in such a way as to facilitate Anywhere, Anytime, Any Media, Any Device network computing Aggregate demand in commodity network computing spaces such as storage and server acquisition to leverage the buying

power of Vanderbilt Develop opt-in shared services that relieve departments from building unneeded duplication of expense into the enterprise

High Level Operate Goals:

Deliver continuous availability on core Telecommunications, Application Hosting, and Collaboration shared services through the application of industry best practice

Transform the organization to a service and product focus Enhance and clearly align professional development activities to core products and services Present clear avenues of requesting and governing projects and technical support Provide rational sourcing and provisioning processes with single points of contact

Key to our success is the ability to transform the organization via an incremental, structured plan that enables IT management processes to mature without disrupting availability or drastically raising the expense burden.

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CRITERIA

OPERATE1

Operational ExcellenceStabilize and Improve the Existing Environment

Outcome: No Single Point of Failure on Critical SystemsVanderbilt network computing tolerates no single point of failure on its critical service delivery infrastructure and work process functions.

2007 – 2008 Operational Objectives

1) Utilize LDRPS to Develop Disaster Recovery Plans for:- Operator Services- Email- Vanderbilt.Edu

2) Audit LDRPS for Progress of Planning

Success Criteria

1) Successful Audits of Disaster Recovery Plans2) Disaster Recovery Testing for:

a. Operator Servicesb. Emailc. Vanderbilt.edu

Life Cycle Management Baseline DataCapital items utilized in the course of operating our network and application server delivery are diminished through use. Based upon industry best practices to avoid operating assets which exceed Mean Time Between Failure (MTBF), a formal life cycle management process will be implemented. Capital guidelines:

48 Months for Data Network Gear

36 Months for Server Gear

48 Months for Administrative Desktop Workstations


CRITERIA

IMPROVE2

Continuous Process ImprovementEstablish consistency in service delivery and operation processes to reduce errors and limit variation.

Outcome: The organization turns out consistent, high quality service delivery with six sigma levels of quality.A culture of continuous process improvement that utilizes the seven formal tools of quality and Six Sigma DMAIC methodology is developed and maintained. Six sigma language artifacts such as “avoid rework”, “limit variation”, “just in time” transform from being cliché management speak into a sincere goal for each employee. Every team member takes emotional ownership of improving our service delivery functions.

Administration

1) Replace one internal Admin process with InfoPath

2) Altiris Asset collection/process mapping complete – Jan, 2008

3) Altiris Reporting Metrics – June 2008

4) Executive Dashboard Process 3.0

Success Criteria

I. One manual process moved onto InfoPathII. Asset reports created by AltirisIII. Maturation of the Digital Dashboard

Process Maturity Baseline

I. Processes start to align to the products and services provided to the community. Key success criteria include:i. ITIL Assessment Moves to 3.0 in each categoryii. Conduct another survey by November 2007


ITIL Assessment Survey 2005

ITIL Assessment Survey 2006


CRITERIA

ADMINISTRATION3

Business and Finance Aligns to the MissionThe business and finance functions directly align to service delivery functions.

Outcome: Rational, simplified financial accounting provides clear, simple, and unambiguous expense allocations and financial transparency. Our talent plan and staff development processes align to the skill requirements of the products and services being provided.Credibility and trust derive from being able to describe the actual expense components of our products and services to the community. Unclear “taxation” results in mistrust and cynicism. Our goal is to be as transparent and accurate as possible to aid key Executives in understanding how their operating choices impact the expense burden. In addition, the community members seeking to use these services must be able to easily source the desired service with as much self-service capability as they desire.

Business and Finance – Strategic Plan 2006 to 2009:

The goal of the Administrative three year plan is to tie our information and our assets together to give ITS business intelligence for running its operations. We will tie our resources that consist of people, processes, money, time, equipment assets, tactical and strategic initiatives, and information together through a meta layer to provide instant and shared access to critical intelligence for quicker and better decision-making. Today, ITS is spending 90% of its time compiling and integrating information and 10% of its time in making decisions and executing. Through the integration of existing data stores, information, automation, and the use of meta layers, the goal should be to swap that ratio. ITS should walk away at the end of the three years with a system that links all information together which allows it to spend 10% of its time compiling data and 90% of its time in making decisions and executing.

The three year plan goals are summarized as follows:

Year 1 Goal: Year of Automation – Automate as many manual systems and processes as possible. o Objectives:

Integrated Financial System for automation of our existing financial processes and move to a new shadow books system

Asset Management System for moving all existing assets into a automated system for tracking and managing

Talent Planning process for planning staffing models and position internal “top box” employees to step into new roles

Strategic Threads for aligning projects, assets, people, and money to strategic initiatives Manager to Leader framework

Year 2 Goal: Year of the Meta Layero Objectives:

Link HR Information together and provide a HR Meta Layer Information System Provide a staff modeling system Link Financial Information together and provide a Financial Meta Layer Information System Provide a customer portal Provide a financial modeling system Link Assets, Break/Fix, and Strategic Threads to provide a ITS Meta Layer Information System Highly Accurate Meta Layer


Year 3: Year of Integrationo Objectives:

Integrate HR, Financial, and ITS meta-layers to provide an Integrated Meta Layer portal for ITS use and for Customer use

Use integrated Meta Layer Portal for management decision making

Business and Finance – Performance Plan 2007/2008:

Administration

1- The replacement of AimWorx will be a key focus in the 2007-2008 year as it is being decommissioned by the vendor and is critical support service for our staff.

Success Criteria

AimWorx RFI – July 2007

AimWorx RFP – Sept 2007

Aimworx Migration Path and TEM Design – March 2008

2- Disaster Recovery will continue to be pushed forward with the use of Stohl’s LDRPS system for planning.

Success Criteria

LDRPS Templates Configuration – July 2007

LDRPS Pilot with Operator Services – September 2007

Phase I of LDRPS Complete – Email, V.edu, Staff WAR –June 2008

3- Funding models for offering a differentiated level of support to research will continue to be developed

Success Criteria

Develop Research Core Funding Model 1 with J.Fife – June 2008

4- Process improvement and BPM will continue to be the focus in the 2007-2008 with the team taking advantage of tools.

Success Criteria

Replace one internal Admin process with InfoPath

Migrate Admin group to Sharepoint – March, 2008

Altiris Asset collection/process mapping complete – Jan, 2008

Altiris Reporting Metrics – June 2008

5- Strategies will be developed as alternate methods of funding IT at Vanderbilt are explored over the next few years.

Success Criteria

Propose new ITS funding model – June 2008


CRITERIA

SERVICE DELIVERY4

Service Delivery and Project ManagementITS professional services team providing service delivery and project management to govern our labor and investments assuring alignment to the missions and goals of Vanderbilt University.

Outcome: ITS products and services are online with self-service provisioning and have clear service level agreements. We engage the community in dialogue on IT issues and the impact of emerging technologies on the enterprise network. Service Delivery and Project Management professionals manage ITS and client-sponsored projects to successful outcomes for Vanderbilt.As the single point of contact for members of the Vanderbilt community, each person on the service delivery team demonstrates an extemporaneous understanding of their assigned organization’s mission, organizational structure, size, geographic distribution and infrastructure needs. Each develops and sustains relationships within the assigned organization without being an imposition. This team integrates closely with the project office functions.

The Project Management Office (PMO) administers the project request process and is the conduit for the project chartering template by which important prioritization of information concerning business goals, mission alignment, community impact, and initial cost/benefit analysis is gathered. The PMO is the primary vehicle through which change projects in the operating units are managed, and it is sets the standards for ITS project management processes, methods and tools.

Service Delivery and Project Management – Strategic Plan 2006 to 2009:

Over the next three years the service delivery and project management team will strive to become an internal a professional services team in every way. We will build increasing levels of professional consistency and rapport in our interactions with the Vanderbilt community and our internal teammates as we perform service delivery functions and apply our project management methods and tools. In the next three years we will achieve and maintain at least a 75% certification rate for both ITIL and PMP certifications. We currently have 67% ITIL certified and 58% PMP certified.

We will develop online self-service provisioning for all ITS products and services. Each item will have a clear description as well as clear service level agreements with a clear path for support. Members of the community will be able to quickly find what they need on the ITS website, whether it’s obtaining a new service, updating a service, or getting help with a service they already have.

We will strive to engage the community in dialogue about current IT issues and discuss the impacts that emerging technologies will have on our enterprise network architecture. As the focus of innovation shifts to consumer markets, enterprises can no longer ignore consumer technologies. As digital natives immerse themselves in the higher education experience at Vanderbilt, they come with different expectations than those of digital immigrants from years past. An excellent description of digital natives and how they learn is best described by Bill Rust, Research Director at Gartner, in his research dated 5 July 2006 entitled, “The New Digital Divide in K-12 Education: It’s Not What You Have, it’s What You Do With It.” Even though this research focused on K-12 education, the same research applies to higher education where students actually have a choice in which university to attend.


http://en.wikipedia.org/wiki/Digital_native

http://en.wikipedia.org/wiki/Digital_native

http://en.wikipedia.org/wiki/Project_Management_Professional

http://en.wikipedia.org/wiki/ITIL

The Changing Nature of the Learner

"Digital native" is a term used to describe persons born after 1981, who are fluent and flexible users of technology — fluent in that they are adept and use technology transparently, and flexible in that they can use a number of technologies in a variety of contexts. For example, digital natives adapted quickly to new personal devices with small, integrated keyboards. Thumb-typing is as natural to the digital native as it is awkward or even mystifying to the "digital immigrant."

Digital natives come to school "powered up" with cell phones, PDAs and laptops. Teachers and administrators want them powered down, which mystifies the digital native. There have been reports that enterprising students have used cell phone cameras to photograph tests, and sell the images to other students. To the digital immigrants, this seems as remarkable as it is inappropriate. CIOs should account for digital native characteristics as part of the school district's strategic plan for technology. Both policy and technology standards should be applied to channel the preferred styles and characteristics into productive instructional activities.

Digital natives also share learning characteristics that are unlike those of their teachers and curriculum planners and, typically, unfamiliar to them. Left unchallenged by teachers, the quality of the instructional process can fall prey to:

Degraded interaction — Overdependence on easily accessible research (or teaching) materials can undermine the valuable interactive relationship between the teacher and student.

Reduced rigor — Acceptance of a cut-and-paste student mind-set to complete assignments, without the appropriate level of background work or rigor. Accessing and using content without evaluating its usefulness, reliability and validity.

Stonewalling the digital natives will not, in the end, be possible. There are more of them coming every day. Recognize them as genuine stakeholders, and realize that satisfying their expectation to use technology will routinely determine where a school district lies with regard to the new digital divide.

Service Delivery – Performance Plan 2007/2008:

Success CriteriaI. Products and Services Catalog

i. Develop baseline criteria and approval process for Service Level Agreements.ii. Create and post Service Level Agreements for four primary products and services on ITS website.

II. Project Management Officei. Develop and maintain strategic threads for aligning projects, assets, people, and money to strategic initiatives.ii. Evaluate Governance process and the Project Management Toolkit for usefulness and effectiveness.

iii. Complete four formal project audits.III. Hold two community engagement events.IV. Maintain unit profiles on each major operation in a web-accessible manner for internal viewing, updating bi-

annually.V. Deploy a content management system for the ITS website.VI. Deploy fresh web content monthly.

Professional DevelopmentI. One new Project Management Professional by end of June 2008. II. Maintain at least current professional certification rate for ITIL and PMP.


CRITERIA

NETWORK SERVICES5

Anywhere, Anytime, Any Media, Any Device.

Network Services – Strategic Plan for 2007 to 2010

The strategic plan for voice and data communications for the upcoming 3 years continues to focus on the path to Unified Communications. This involves preparing and re-architecting systems and networks to meet the upcoming demands of real time communications over an IP infrastructure.

The statement below was created last year to describe our vision of the “Four Any’s” and Unified Communications. This statement continues to depict our vision of the future of communicating at Vanderbilt University:

”To use multiple modes of communication, using different media and different devices, to communicate to anyone, anywhere, at anytime over a network and infrastructure that is continuously available, manageable, secure and adaptable to the societal changes brought into the Vanderbilt networking environment.”

The primary elements of this vision are:

1. Any device, anywhere and anytime communications.

The key initiatives to achieve this are focused on Unified Messaging, IP Telephony, Dual Mode Cellular Service and Pervasive Wireless.

Unified Messaging

At around 2Q of 2008, the current voice mail system will be replaced. This is being driven by not only the need to provide this type of service, but the fact that the current voice mail system is reaching its EOL cycle. (End of expansions (June, 2007)/End of support (June 2011).

This process will involve defining levels of integration with other systems; addressing issues around integration to both current and future email systems and voice systems, storage requirements, and a seamless change from the current Voicemail system.

IP Telephony

IP Telephony plays a role in Unified Communications because it brings together two separate transport methods of both voice and data communications to a common method. Systems that deliver voice services are changing from what is known as a TDM (Time Division Multiplexing) switching platform to an IP platform, or to a combination of both known as hybrid.

In 1Q of 2007, the decision was made to continue with the NEC platform for IP Telephony. The initiatives below are critical factors for the success of this:

• NEC/Microsoft Integration

• SIP Terminal Multi-Vendor Interoperability

• Dual Mode Wireless


Dual Mode Cellular Service

This is the capability of cell phone service to use the Carrier network outside of Vanderbilt and the Vanderbilt 802.11 wireless network on campus. The next 3 years will involve testing this technology as it evolves. A check on the status of the technology with the Carriers as well as the current state of the Vanderbilt wireless network when this technology is ready has to occur since this is an evolving technology.

Pervasive Wireless Coverage

Currently wireless data installations are designed for data coverage and only in geographical areas specified by customer requests. The pervasive wireless initiative would broaden this to a coverage plan that includes voice services and identifies areas that would need to be covered in order to make it “pervasive”, such as outdoor locations between buildings, all buildings 100% covered, etc. In addition, decisions will need to be made on what wireless technology to use that will best fit the requirements, such as 802.11n.

Video Delivery

The current CaTV system that Vanderbilt utilizes is outdated and will require re-Engineering to bring it up to date. IPTV may be a candidate for the replacement or enhancement to this system. Within the next 3 years we will be investigating this approach, along with testing and trials.

2. Operating on a network and infrastructure that is:

Continuously Available

Includes risk assessments of network and infrastructure with recommendations following on where single points of failure can be eliminated to help achieve this goal.

Asset Management to monitor equipment life cycles.

Monitoring equipment room environments.

Manageable

Implementing monitoring systems to integrate to a unified ESM system. To include monitoring bandwidth, voice circuits, event correlation, etc.

Network Services – Performance Plan 2007/2008

Success Criteria

I. Unified Messaging i. Replace the current voice mail system with a Unified Messaging System.

II. IP Telephonyi. Increase number of IP terminals deployed to approx. 500.ii. Test NEC to Microsoft Integration

iii. Test SIP using NEC SV7000iv. Conduct a trial of the PDA softphone.v. Complete the voice network re-architecture of the student network enabling IP trunking and SIP terminals.

vi. Complete assessment of equipment rooms.vii. Conduct a trial of dual mode wireless voice.

viii. Develop plan for IPT security.

III. Data Networki. Develop a plan for a network re-architecture.


ii. Eliminate the modem pooling service.iii. Wireless: Install 100 additional AP’s to key locations.iv. Assess the networking needs of the Research Community.v. Project bandwidth requirements for next 3 years.

IV. Video Deliveryi. Conduct a test of delivering at least one video channel over IP using IPTV technology to a predetermined

User community.ii. Based on IPTV testing, determine network requirements and architecture to deploy CaTV video over IP.

iii. In conjunction with Residential Housing, conduct an assessment of existing CaTV system to determine requirements for updating.

V. Continuous Availabilityi. Perform risk assessments of data network and infrastructure with recommendations on eliminating single

points of failure.

VI. Enterprise System Managementi. Implement in-depth network monitoring that monitors bandwidth utilization and traffic patterns throughout

the network. Initial focus is on I1/I2.ii. Implement Network “Weathermap”.

iii. Implement a perimeter management system on the voice network.

VII.Lifecycle Initiativesi. Perform Year 3 of Cisco LCM (216 switches, 200 Wireless Access Points)ii. Other LCM items:

i. PBX Switchroom HVAC

VIII. Asset Managementi. Asset Management: In collaboration with Business and Finance, develop system to track, in real-time,

network assets.ii. Complete fiber cable tracking method.

IX. Professional Services Engagementsi. Cisco Operational Risk Management Analysis (ORMA)

X. Staff/Training/Skills Development i. Complete new job descriptions for various Network Services positionsii. Continue technician staff convergence process:

1. Additional network training2. On the job cross training


CRITERIA

APPLICATION HOSTING6

Through a number of projects, Application hosting group plans to enhance many aspects of the network computing infrastructure in order to enhance the functionality, reliability, availability and user experience of services that this group in responsible for.

Through a number of projects, Application hosting group plans to enhance many aspects of the network computing infrastructure in order to enhance the functionality, reliability, availability and user experience of services that this group in responsible for. These are the list of areas we will be active in.

Unified Email and Collaboration (3 Year) – As part of a multi-year effort, Application Hosting is working to migrate various and different email platforms currently in use to a single platform. This new system will unite students, faculty and staff in a highly collaborative environment through shared mailboxes and calendars. Other features we are focusing on are integration with Instant Messaging and implementation of Unified messaging where you can listen to your voicemail through your computer, or have your calendar read back to you over the phone.

Success Criteria (Year 2):

Establishing a prototype Exchange 2007 Environment Establish a prototype Office Communicator serving ITS. Establish a limited Sharepoint/Infopath Offering

Enterprise Class Storage (3 Year) – Deploy a tiered level of storage platforms in order to accommodate the ever growing need for storing additional information. Emphasis will be placed on replication of information when application availability demands it, and storing information on appropriate platforms depending on the performance needs and age of the information.

Success Criteria:

Establishing a physically redundant SAN extending reliability and capacity. Migrate file services to a NAS platform. Define and enhance backup offering for ITS. Define and implement archive solution for email and shared file storage. Establish a formal NAS/SAN tiered storage offering for University Departments. Establish a formal backup and recovery offering for University Departments based on RTO’s.

Highly Redundant Facilities (3 Year) – Designing a highly available and redundant architecture doesn’t stop at the server itself. A poorly implemented facility can introduce a single point of failure into what would otherwise be a bulletproof implementation. Over the next few years Application Hosting will be increasing the capacity and diversity of power along with the capacity to cool the systems housed within the data center facilities.

Success Criteria:

Retrofitting all data cabinets to use 208VAC with Metered CDUs. Secure access to Stevenson 1113 by requiring card swipe. Life Cycle Replacement of CRAC Unit 5 and 6 in Hill Data Center. Conversion of old command center.


Enterprise Systems Management (3 Year) – One can only manage what one can measure. Today’s IT and Networking systems continuously grow in complexity, with multiple servers in multiple locations working together to provide a single service. Gauging the health of a service is no longer as easy as checking to see if the power light is turned on. To manage this complex environment, Application Hosting plans to deploy a combination of Enterprise Systems Management tools, including HP OpenView, Microsoft Operations Manager, and Open Source Software.

Success Criteria:

Implementation of Systems Center Operations Manager 2007. Establishing geographically dispersed Nagios monitoring stations.

Disaster Recovery and Business Continuity (3 Year) – Accidents happen to every organization, no matter their level of preparedness or sophistication. What differentiates one organization over another is the ability to absorb the impact of the accident without the customer ever noticing. To that end Application Hosting is identifying key services and evaluating their ability to weather unforeseen issues. This will include increasing geographical diversity and regularly exercising disaster recovery drills.

Success Criteria:

Define and execute a D/R plan using LDRPS for Email and Web services. Migrate web services to utilize a geographically dispersed load balanced solution with the CSM’s.

Enhanced Notification System (3 Year) – During a service outage it is key to quickly and effectively communicate both to resources and the users of that service. In an environment where thousands are relying upon a single service, communications can quickly become bottlenecked. Application Hosting is exploring various systems for mass notification and verification of message delivery. This will allow ITS to better communicate both planned and unplanned outages and allow the system resources to better focus on restoring service as quickly as possible.

Success Criteria:

Establish a new enterprise class notification system and test it with NOC as the first customer.

Lights-Out Data Center Management (3 Year) – As part of the overall scheme of Disaster Recovery and Business Continuity, geographical diversity of data centers becomes an important factor. Dependence upon physical proximity means unproductive travel time. Technology allows us to remotely monitor and control environmental and electrical equipment, thereby decreasing the need to actually be there. Through the installation of these controls in all Application Hosting data centers there is an increase in both productivity and the ability to work remotely in the event of a personnel evacuation from the facilities.

Establishing a Hosting Model


CRITERIA

OPERATOR SERVICES7

Appropriate Staffing and Automation

Operator Services must be staffed appropriately and given the essential technology kit in order to serve the varied missions of the organization and enterprise.

Outcome: Staff and automation combine to more effectively and quickly answer the questions posed to our team and maintain an expected high level of customer service.Staff levels and quality must accommodate work area recovery and in-service training requirements to assure continuous availability of our operators’ services. Automation of key processes, such as on-call scheduling system, call processing information support systems and an easily accessible knowledge base, which is both accurate and concise, to provide better call resolution. The goal is to accommodate timely resolution to the requests of the person interfacing with our operators.

Operator Services – Strategic Plan 2006 to 2009

Operator Services is working on implementing state of the art Operator Services/Call Center Information System (AmCom Smart Console Attendant Workstation).

In 1998, Operator Services installed the first on line information system for directory lookup and call transfer. This system is known as MCS (Medical Center Systems) and came with the 1998 PBX install with very little flexibility and customization. This system has only received patch updates since 1998. It has outlived its usefulness. With demands from our customers for additional services, we plan to implement a new information system that will provide the following:

Directory Services Patient Directory Voice Assisted Transfer Operator Saver (Automated Voice of the Operator) Messaging Physicians Consult Group Paging and Text Messaging Web Based On Call Scheduling Administrator Monitoring and Recording Message/Reader Boards (Scroll Boards)

Training will be an integral part of the implementation. Vendor provided training will be scheduled for each staff member. System Administration training will be provided to senior staff.

The AmCom system will also provide statistical reports that are currently not available, such as Incoming Call Count on dedicated main answering lines, Attendant Service Levels, Conference Calls, etc.

This has been an ongoing project for the past 18 months and the initial implementation will be at least a six month endeavor and involve various other staff within ITS.


Current Operational Model

Future Operational Model

Implementation

Identify Extended Services and Create Service Opportunities

Establish an Operator Services Outreach Program to seek out new and/or additional services we might provide within ITS, VUMC, VCH and the University Create a working document which includes services and assistance Operator Services Call/Contact Center currently

provides to our customers Include proposed future services and enhancements offered within new information system Create Call Center based team to provide educational outreach via focus groups within Vanderbilt University and

Medical Centers

Develop Core Management Group within Operator Services/Call Center

Assistant Director – Manager – Operations SupervisorsOperator Services consists of a large team with the same goal – provide essential services for the Vanderbilt community (patients, faculty, staff, students and families within the community). Strategic planning is essential to meeting our goal. Over the next twelve months a core management team will be formed to revitalize our function as a call center.

Hire and train new staff, including a new Manager and Operations Supervisor Assess required skills and abilities – review revised job descriptions Determine training needs and provide appropriate classes (HR, MSG, etc) Align skills and talents with specific responsibilities - realign job functions responsibilities Establish monthly planning and information sharing sessions - retreats


Institute team building exercises – all levels Establish supervisor interaction with staff on all shifts – cross training Develop communications process - information conduit Develop Quality Standards and Benchmarking for appropriate practices

Future of Operator Services – Create a True Contact Center

Create a voice operations environment that provides a full range of high-volume, inbound or outbound call-handling services, including customer support, operator services, directory assistance, help desk services, interactive voice response and web-based services; utilizing available technology (VoIP, data, e-mail, wireless, SMS, etc. )

Participate in Contact/Call Center conferences and professional organization training to become more knowledgeable of all aspects of Contact Center industry and how it relates to our services to the Vanderbilt community.

Operator Services – Performance Plan 2007/2008

Implement State of the Art Operator Services/Call Center Information System (AmCom Smart Console Attendant Workstation)

Initial implementation of the Contact VU System will take place in spring of 2007; however, this will be an ongoing project, rolling out phases over the next 12 months.

Smart Console - Directory Services, Patient Information, Voice Assisted Transfer and Paging application Smart Center – Web based database application Operator Saver (Automated Voice of the Operator) for each main line Messaging Group Paging, Text Messaging Web Based On Call Scheduling Administrator Monitoring and Recording Message/Reader Boards (Wall Boards) Smart Speech – Operator Services Automated Information Line

Training will be an integral part of the implementation. Vendor provided training will be scheduled for each staff member. System Administration training will be provided to senior staff.

The AmCom system will also provide statistical reports that are currently not available, such as Incoming Call Count on dedicated main answering lines, Attendant Service Levels, Conference Calls, etc.

Success Criteria:

Provide essential user training to all Operator Services staff Import all needed information and data feeds Implement protocols and procedures for successful application of system Provide customer communication regarding new system services Generate functional statistical reports for productivity, quality assurance and benchmarking

On Call Services

Phase I – Enterprise Call Schedule utilizing “Synergy” VCH Web Tool

The Pediatrics Informatics Group will provide Operator Services access to the VCH web tool as a first phase of look up and modification to their on-call scheduler. It is expected that other areas within the medical center will also input call schedules into this web tool to be used by Operator Services and other departments. This will be a separate look up and change system from AmCom.

Success Criteria: View call schedules via the VCH (Vanderbilt Children’s Hospital) call schedule system (Synergy)


Receive updates and changes in real time Operators make “hand off” changes in the Synergy system as needed

Phase II – Integrate Synergy Call Schedule with CVU (AmCom)

The VCH call schedule information will be integrated with On Call CVU through an interface with the AmCom system. Eventually, all call schedules throughout the enterprise will be viewed through the AmCom system and maintained by Operator Services.

Success Criteria: Receive updated information in CVU via feed from Synergy system Enterprise wide call schedule information available through Synergy and CVU

Promote, Market and Roll Out Smart Speech to Students, Faculty and Staff

Smart Speech is the University’s automated directory resource for student, faculty, staff and departments. Callers will obtain needed directory information through speech recognition by dialing 1-1411.

Success Criteria: First Phase roll out to student community; students call 1-1411 and speak name of person to obtain campus

number Second Phase roll out to faculty and staff; faculty and staff call 1-1411 and speak name of person or department

to obtain campus information Smart Speech successfully transfers call

Promote, Market and Roll Out Smart Web

Smart Web provides directory lookup and Call Schedule lookup for authorized staff throughout the university community by utilizing VUnet ID. The directory will provide campus phone numbers and addresses, call schedule will provide real time on call information.

Success Criteria: Users throughout the Vanderbilt community can look up directory information from web site (limited campus

information) Authorized users within the medical center and Children’s Hospital can look up call schedule information and

make changes

Disaster Planning and Business Continuity

Modify and transition Operator Services disaster plans to Strohl’s LDRPS.

Success Criteria: Pilot Operator Services DR plan in LDRPS

Talent Planning

Create training, education and career path opportunities within Operator Services utilizing Contact Center training organizations as well as Vanderbilt Human Resources.

Success Criteria: Hire staff with appropriate skills and experience to fit into key positions Align skills and talents with specific responsibilities Define roles and responsibilities Provide fundamental team building education

CRITERIA


END USER SERVICES8

End User ServicesPositive and flexible community contact in day to day operations support is the key to success.

Outcome: A refined and expanded professional contact center and end user service organization that looks after first and second level end user computing support, opt-in break fix service, assistance with PC procurement, desktop and telecommunications related moves, adds, and changes, and specialized voice applications.A managed, standard desktop from the operating system, messaging and collaboration applications, hardware, and a managed procurement and disposal life cycle yields a more secure and cost-effective experience for the community. By coupling this service with telecommunications moves, adds, and changes, the community receives a one-stop standard desktop experience that aligns to its cost and service tolerances.

End User Services – Strategic Plan 2007 to 2010

During the next three years, End User Services will refine the managed desktop program for the Division of Administration. The plan will include an equipment disposal plan if equipment is purchased and not leased. The goals of this program are to reduce support costs through standardization and leveraging the buying power of Vanderbilt with our vendors. By implementing a standard image that is factory loaded on all computers, we can reduce the costs of deploying systems. They can be quickly re-imaged should they ever need to be rebuilt.

As a part of the managed desktop program, we will work with purchasing to negotiate volume discounts and a master services agreement for computer purchases. We plan to identify some basic systems and request volume pricing for them.

Develop a self-service collaboration program for Vanderbilt that includes video conferencing bridging service, off site back up service and desktop video conferencing model. By 2009, we should have video conferencing saturation on campus. The use of collaboration tools is increasing on campus, and we will continue to work with faculty who wish to use collaboration tools in pedagogy.

The lack of desktop back up in the Division of Administration was identified as a risk during the assessment of the Division of Administration. During 2006-2007, we identified and implemented an interim solution for the division of administration. We will continue to pursue a long term solution that can also be extended to others in the Vanderbilt community.

In late 2006, the Help Desk implemented a chat and remote control program. By late 2008, the Help Desk will move to a 24x7 operation. By the end of 2009, the Help Desk will have moved into the role of a contact center program that extends the service offerings of our Help Desk to phone, instant message, SMS and web based chat. In 2009, the Help Desk will offer after-hours support to Vanderbilt departments on an opt-in basis.

In 2007, following the model of the managed desktop, ITS will investigate the state of student computing. By 2008, we will make recommendations about student computing.

In 2006, ITS implemented an asset management program. During 2007, End User will aassess that program to see if it will meet the needs of the DOA Desktop program.


During the next three years, End User Services will investigate self-service provisioning of desktop services and how we might make this a reality. This will include telephone move, add, change, feature requests and other desktop support services.

End User Services –Performance Plan 2007/2008

Success Criteria:

Refine desktop management program for Division of Administration Evaluate Desktop virtualization Evaluate LCD paper Evaluate self serve knowledge base expansion Offer opt-in desktop support product to VU community Investigate options for trouble ticket tracking system upgrade/replacement Continue to pilot factory imaging of desktop systems and if successful, move to production

Collaboration Program

Develop self-service collaboration program that includes video conferencing, bridging service, off site backup services and desktop model

Implement web commander program for Vanderbilt video conferencing (dependent upon funding) Pilot videoconferencing facility support Investigate and pilot content delivery to handheld (pod casting) devices Ensure that the community is aware of our products and service in the collaboration space and understands how to

access/use them.


CRITERIA

INFRASTRUCTURE DEVELOPMENT9

Safe and Sound Computing and Account Management

Infrastructure Development – Strategic Plan 2006 to 2009

Infrastructure Development and Directory Services is striving for a seamless system of VU identity account provisioning and repository services which can safely and securely authenticate and authorize entitlement to network resources. Enhancing self-provisioning, separation of duties with delegated administration and role based access control, public key infrastructure, workflow automation, and federation are many of the targets acquired as we evolve towards a system supporting the seven laws of identity in the Web 2.0 landscape. Vanderbilt digital identities are allowed to be agile and exhibit greater control of information to effectively communicate, innovate, and adapt to technology and opportunities without worrying about the safety and security of that which is most precious: the digital multiplicity of you.

Network Security strives for secure systems participating on a tightened but non-constrained and open network of innovation and collaboration. We are continuing our risk analysis of the network and beginning to segment and categorize our findings in order to move towards a model that supports the open nature of our mission without compromising our understanding and desire for a safe computing environment. It is to become a network of visibility, trust, and protection through the use of comprehensive traffic monitoring and logging, risk zones and safer collaboration, defense in depth and privilege separation. Our goal is to be safe not stifling, advantageous and appropriate, beneficial and better.

Infrastructure Development – Performance Plan 2007/2008

Infrastructure Development is striving for a seamless system of VU identity account provisioning and repository services which can safely and securely authenticate and authorize entitlement to network resources. Enhancing self-provisioning, separation of duties with delegated administration and role based access control, public key infrastructure, workflow automation, and federation are many of the goals that we will be striving for over the coming years. Vanderbilt digital identities are allowed to be agile and exhibit greater control of information to effectively communicate, innovate, and adapt to technology and opportunities without worrying about the safety and security of that which is most precious: the digital multiplicity of you.

Success CriteriaInfrastructure Development and Directory Services:

Continue to standardize and secure Active Directory according to well-defined industry appropriate practices.

Installation of AD Test Lab environment – Fall 2007 Enhancement of AD Monitoring – June 2008 Address fundamental security level assessment recommendations – June 2008 Continue to standardize and integrate identity management provisioning services. Phase II of Sun Identity Management implementation – Spring 2008 Continue to enhance the account provisioning infrastructure to securely and cleanly decouple

authentication from authorization/entitlement. Replacement for Bluestem – Spring 2008 Dual Factor Authentication Evaluation – Spring 2008 Provide core integration and implementation services to other ITS teams enabling them to meet their

objectives. AMCOM data merge service completion – Summer 2007 Syndrome On Call event messaging support - Fall 2007 PBXPager Phase II implementation – Winter 2007 Cold Fusion Application Port – May 2008

CRITERIA


http://en.wikipedia.org/wiki/Web_2.0

http://en.wikipedia.org/wiki/Laws_of_Identity

SECURITY10

Operational ExcellenceOptimize, Stabilize, and Harden the Existing IT Security Environments

Outcome: A reduction in surface area of exposure that lowers or eliminates operational and data IT security risks. Vanderbilt IT resources surface area of exposure is reduced by tuning existing security investments and other infrastructure device embedded security abilities.

Operational Objectives 2007/20081) Continued hardening of perimeter firewall 2) Implementation of Perimeter IDS/IPS preventing recon and DDOS attacks3) Provide available security consulting and advisement services4) Continued integration of partnership with managed security solutions provider

Success Criteria1) Increase the current firewall tightening from by 100% of its current state

a. Close an additional known attack portsb. Closing of additional used portsc. Continued analysis of traffic patterns

2) The use of a perimeter IDS/IPS at the perimeter3) Improved public relations for security consulting and advisement for ITS and external IT customers.4) Emergence of proactive and 24/7 security monitoring for Vanderbilt University through security firm partnerships.

Network Security Aligns to the MissionThe network security functions directly align to service delivery functions.

Outcome: Network security architecture that is flexible, provides seamless connectivity, high performance, and scalability to meet Vanderbilt’s changing security needs. Our talent plan and staff development processes align to the skill requirements of the products and services being provided.

Network Security – Performance Plan 2007/2008:

The enhancement of incident response and host and network forensics services is a key component and offering focus for network security.

Success Criteria Continued Host Forensics Lab Improvements – September 2007 Expansion of Network based Forensics – October 2007 Improved Behavioral Networked analysis Implementation – March 2008

Education, Awareness, Responsibility of University staff and students is a key focus for the improvement of information security in the community.


Success Criteria Community Education – December 2007 Local service provider Education and Awareness – December 2007 ITS Education and Awareness – December 2007

Self service security tools are a key component for success of the network and information security for Vanderbilt University.

Success Criteria Implementation of a self service assessment service and the review for mitigation of those results.

Continued research into security techniques, technologies and new threats and how it would fit or be advantageous to Vanderbilt University.

Success Criteria Investigation and Pilot of unified threat management technologies. Research At Rest Encryption technologies Research Mobile Device threat vector Research Network Access Control technologies


Documents

ITS 2007 / 2008 Performance Plan - Home | Vanderbilt University