The top-level investments and initiatives for technology at OSU are defined in the Strategic Investment Plan for the Information Technology Enterprise 2016-2018. Information Services will often lead and always partner to make these initiatives successful. Within IS, we will continue to evolve and refine our practices to take advantage of current technology, be operationally cohesive and efficient, and be well positioned to help the University achieve its goals.

The IS managers and directors collectively identified and prioritized these initiatives to move toward operational excellence:

Simplification

Detangle historic complexities and remove redundancy, leading toward a more robust, supportable, secure and scalable enterprise:

  • Develop a decision framework to select simplification projects that include cost, impacts and benefits, and gathers expertise from all parts of the organization.
  • Assure continuity of core services.
  • Simplification priorities:
    • Move fully to the new network core.
    • Move to a common practice for network and security domain architecture.
    • Reduce the number of mail, billing, and inventory systems.
    • Deprecate legacy applications as possible, done in collaboration with business partners.

Cohesion

Become a true service organization with an ITIL-inspired culture and a common set of processes and practices for the entire organization

  • Use common tools for process and workflow management.
  • Develop a common intake and escalation process.

Transparency

Improve engagement and communication for new initiatives and projects.

  • Develop a purposeful approach to technology and service deployment, engaging both user-focused and technology teams into planning and execution.
  • Develop a service lifecycle management process with a communication plan and engagement expectations for each step.
  • Improve IS cross-organizational understanding of progress and priorities through regular forums and updates.

Relevance

Remain sharp and skilled.

  • Invest in professional development for IS staff to maintain currency as technology changes, and to support career growth.
  • Engage actively in the national conversation about technology and higher education.

Accountability

Know how we’re doing.

  • Let data inform planning – develop performance and service level metrics for all our services, and move to a common dashboard environment.
  • Assure that qualitative data, expertise and metrics are used in decision-making.

 

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