Implementing IT changes in a left wing, liberal arts college, that has a conservative culture
David SwayneChief Information Officer
Take Aways– At the start of any venture it is worth
assessing quickly and clearly where you are starting from
– Issues can always be an opportunity if you have the right mind-set and use them to gain support
– Making change happen can be really tiring for the person or team leading the change
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“The Goldsmiths way”– Strong culture
–Eccentric–Challenging
– Focus on academic stuff, not–Estate– IT–Student Services
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–Assess– IT performance health check– IT spending data check– IT Estate health check–Governance & compliance
Multiple parties involved– Centerprise International– Dell
– Dell (hardware)– Dell Boomi– Dell SecureWorks– Dell Software
– Silxo
– Others as required14
Work Streams√ Managed Security Service– Identity and Access Management– Data Management– Infrastructure Monitoring & Management– Desktop Management– Compliance√ Hardware to support above
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Progress–Call off contract signed–Business Case approved–Detailed planning
underway–Managed Security Service
implementation started–Purchase orders in
progress16
AV in teaching spaces– Informed by incidents
reported– Refurbished 120 AV spaces in
just over 12 months–Sequenced by priority based upon support calls
– 5 standard specifications depending upon room usage18
Service Life cycle
Business engagement
Strategy, Planning, Design & Build
Transition and Operate
Business Request
ServiceDelivery
BRM
TransitionPlan &Build Run
Continuous Service Improvement
Career Paths–Review job descriptions
–Clearly identified career paths
–Opportunities to progress–Personal Development
Reviews–Courses and training
–Certificates where appropriate
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Take Aways– At the start of any venture it is worth
assessing quickly and clearly where you are starting from
– Issues can always be an opportunity if you have the right mind-set and use them to gain support
– Making change happen can be really tiring for the person or team leading the change
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