Strategic Plan & Projects

We are in a time of staggering change. New educational and business models are redefining the academy, and OSU is itself redefining the model of a 21st century land grant university. OSU must have a technology ecosystem that not only enables scholarship and learning, but creates an environment in which innovation and academic excellence thrives.

Our Five Year Strategic Plan

With our five year Strategic Plan, we envision a robust, scalable, and adaptable IT ecosystem that:

  • gives you access to a rich array of media and applications, anytime and anywhere
  • enables big data that's actionable and true
  • lets you share, discuss, and remix your data using any device
  • shifts the innovation curve for technology even as we lower our costs and risks

We invite you to learn more about the IT Strategic Plan and the high priority projects in development that will help us fulfill the University's core goals.

IT Roadmap & Operating Plan

To meet the goals presented in the strategic plan, Information Services, in collaboration with and in support of OSU partners, will complete a set of initiatives that further the University’s mission. View the entire list of our initiatives at the IT Roadmap or select a currently active project from the dropdown menu.

OSU communities use technology to learn, create, and innovate more effectively.

We connect people and knowledge to drive progress.


Executive Summary

We are in a time of staggering change. New educational and business models are redefining the academy. Learners increasingly scrutinize the cost and value of education and employers increasingly scrutinize our graduates' capabilities. OSU is itself redefining the model of a land grant university.

Through innovation in education such as Ecampus, through scholarship in the atmosphere, under the ocean and in the forest canopies, from our Cascades campus strategy to our ambitious Asia strategy, and most importantly, in our widespread human engagement, we have grown beyond our Corvallis and Extension Service homes to become a University without boundaries. Technology makes this possible.

To solve the world's most pressing problems and to deliver a world-class education that prepares our learners to succeed in their careers, OSU must have a technology ecosystem that not only enables scholarship and learning, but creates an environment in which academic excellence thrives. The imagination and innovation of OSU's students, researchers, instructors and staff is unbounded, and we envision a virtual ecosystem that allows this creativity to flourish.

This multiyear plan is foundational to the technology building blocks essential for OSU to compete as a top tier land grant university, realistic in both our ability to execute and to the fiscal resources available, and relevant to the mission and goals of Oregon State University.

Community Expectations and the IT Ecosystem

IT Ecosystem

Technology, which permeates every aspect of learning, scholarship and community engagement, is undergoing staggering change as well. The rapidly evolving IT ecosystem beyond the campus – from massively scaled computers to mobile devices, as well as online experiences like Amazon and Google services – has changed the ease of use and functionality people expect from technology.

Here are four major expectations that must shape how we provide IT services. We expect our community to be able to...

  1. Choose their devices and software. There is no single model of a learner, no single way in which research is done, no single way in which instruction is delivered. With technology scaling from smartphones to massive supercomputers, people should choose technology that best meets their goals and work styles.
  2. Create content and data at ever-increasing rates. As creators, authors and publishers, as well as conductors of vast arrays of instrumentation, OSU's students, faculty and staff are amassing a rich, complex array of media and information, and then sharing, discussing, remixing and reusing that data. IT must enable "big data" across the spectrum from deep science to the performing arts.
  3. Work across multiple communities. As we tackle complex analyses about the success of our students, grapple with scientific questions, and creatively collaborate, people will mix and match use of OSU resources with those hosted by other universities, agencies, and "cloud" providers.
  4. Work anywhere and at anytime. We imagine a technology ecosystem in which a researcher creates her data and publishes, engages collaborators, and discovers new ideas while learning or researching in a forest, field or oceangoing vessel, using technology that fits in a pocket or backpack, as easily as she might use sophisticated systems from her lab or classroom.

To enable these new ways of working, we must change OSU's information technology practice. Rather than directly managing the end-user experience as we have done for the past 30 years, the University's responsibility is to provide the enabling technology framework that makes it possible for the learner, scholar and administrator to have the technology experience that best meets their needs.

IT Roadmap & Operating Plan

To best serve its students, faculty and staff, support its education, research and outreach missions and position itself as a top-tier land grant university, Oregon State University will develop an IT ecosystem that is robust, scalable and adaptable as technology evolves. This IT ecosystem will be functional, easy to use and provide access from anywhere, at any time, on any device or platform.

To meet the goals presented in the strategic plan, Information Services, in collaboration with and in support of OSU partners, will complete a set of initiatives outlined below. These initiatives span foundational improvements to the technology infrastructure and progressive developments that further the University’s mission.

It is essential to OSU’s future success that the University’s money stay in its mission. Across all areas of progress, Oregon State must shift the value and innovation curve for technology, lowering costs and risks related to contract lock-in and local limitations, while simultaneously improving the services and functions offered. Hence, these initiatives are undertaken with a view to long-term sustainability and affordability.

Projects Now Underway

Planned or Approved Projects

The scope of these projects is defined and planning is underway to determine level of resources, timing and dependencies. The outcome of planning will lead to a final decision about whether to proceed with the project. In some cases, resource allocations, scope, and deliverables may be refined prior to project kickoff.

  • Foundational Initiatives
    • Security risk assessment
    • Network financial sustainability: An assessment of how network infrastructure is funded and an investigation into equitable and transparent funding mechanisms that ensure long term sustainability for the OSU Network.
    • Distributed antenna system to bring improved cellular coverage to OSU: A system built in conjunction with the cellular telephone carriers that ensures appropriate coverage outdoors and indoors as the carriers deploy 4G infrastructure on campus.
    • Network upgrade and fiber infrastructure improvements: Improvements in the underground fiber optic infrastructure on campus to leverage the new redundant network head-end and ensure the ability to grow overall network bandwidth in support of research and education.
  • Progressive Initiatives
    • IT Service Management (ITSM) Enterprise Toolkit: A business case document has been written that describes the current state of our tools for incident and knowledge management and why an enterprise-level ITSM toolkit is being researched for OSU. A single ITSM toolkit will help us standardize our service-level operations, leading to improved management of our support documentation and more efficiently deliver our support.
    • Software in the Cloud: virtual access to software for courses
    • Storage Services: access to shared storage systems
  • University Partner Projects
    • Classroom Building: Providing leadership in the design of formal and informal learning spaces and introduction of innovative instructional technology for the new OSU classroom building.
    • Cascades Campus Expansion: Apply lessons learned from design and implementation work on Austin Hall and The Classroom Building to create cutting-edge learning spaces for the expanding Cascades Campus.

Projects in the Investigation Stage

These projects are undergoing market evaluation, requirement gathering, and in some cases, technology prototypes, to understand our options and choices. The summary of investigation will lead to a decision about whether to proceed to a planning stage.

  • Foundational Initiatives
    • Disaster recovery and business continuity for administrative services: An IT Disaster Recovery Policy and corresponding DR Plan for administrative services will establish the requirements and the steps that will be taken in response to and for the recovery from any disaster, affecting IT services at OSU, with the fundamental goal of allowing basic business functions to resume until such time as all systems can be restored to pre-disaster functionality.
    • Data center improvements: Demand for data center space has far outstriped our current data center capacity and a long term data center plan is needed to balance enterprise and research needs both on site and in the cloud.
    • Trouble ticketing system
    • Middleware: workflow and enterprise technology: establishes a common framework of middleware and application functions that can be used to standardize business applications that exist at OSU, but are currently built/maintained using different tools, programming languages, and technologies.
    • WiFi strategy: A 5 year wifi roadmap will be established to guide investments in the capacity and technology of OSU Wifi to ensure that functional improvements are timely and support the overall University Mission. An outside consulting firm has already been engaged to evaluate our current network and to provide a 5 year technology roadmap that will inform the overall plan.
  • Progressive Initiatives
    • Productivity Tools and Services
    • Next generation business process management: replacing OSCAR
    • Computer lab improvements
    • Learning Outcome Analytics: multi-institutional approach
    • Educational Resource Delivery: across all access points of learning
    • Open Education Content: an institutional approach
  • University Partner Projects
    • Curriculum management system: currently a home-grown application that supports the academic functions associated with the process and approval for the creation, alteration, and obsolescence, of courses and programs at OSU.
    • eProcurement and contract management: provides an online shopping experience for campus clients, approvers, and suppliers, while automating the purchasing, payable, and contracting process.

Identifying Potential Projects

There are areas of technology enhancement that have the potential to bring value to OSU. We’re not actively working in these areas, but have our eyes and ears open toward marketplace developments and innovation at other institutions.

  • Newport campus
  • Staff computer support automation
  • Comprehensive mobile device strategy for engagement and support

About Our Projects

Foundational Initiatives
OSU's IT ecosystem must allow us to compete successfully as a top-tier teaching and research institution. Foundational improvements to this ecosystem will provide the essential technology components needed so that we can operate systems and services, connect people to each other, and enable them to succeed in their education and scholarship. We must achieve sustainable technology and funding for essential services, and assure they are delivered securely and reliably. read more »

Progressive Initiatives
In addition to foundational improvements, OSU must progress with technology in support of educational, research and community engagement priorities. Progressive projects provide an adaptable and evolving technology framework that enables our community to innovate in education, research, outreach and operational practices. read more »

University Partner Projects
Technology is a part of nearly everything that happens at OSU, and from time to time projects that are not specifically about technology improvements require an extraordinary investment of time and engagement from the technology staff, and commitment of resources toward technical progress.

Project Pipeline - Our Process

Identify Need
leads to…
Investigate Options
leads to…
leads to…
Approve & Resource
leads to…

Foundational Initiatives

Foundational initiatives are essential to OSU being able to compete successfully as a top tier teaching and research institution. At present, OSU has critical gaps in the necessary components of an effective information technology enterprise, as well as areas of instability. Closing these gaps requires that we institute substantial improvements by making some tough decisions to abandon some historic practices.

The first essential, foundational initiatives are to develop financial structures that reduce risk and support OSU priorities:

  1. Financial restructuring and investment is required to support continued maintenance and growth of the University network, enable the physical growth of the Corvallis, Bend and Newport campuses, and support the growth in the number of people and complexity of work they do. Network management must be centralized and stable funding secured.
  2. The Technology Resource Fund pays for much of the educational technology at OSU, including classroom technology renovation and maintenance, Blackboard, computer labs and equipment loans, library materials, support for students with disabilities, and pedagogical innovation. The allocation of funds must be realigned to support the University’s goals, and in particular, adequate funding for classroom maintenance must be identified as new buildings open and existing spaces are renovated.

Second, data is a strategic asset of the University, but only to the extent it is available, true, and actionable. We will create a comprehensive set of management data reports and dashboards that speak to the overlapping contexts we must manage – financial, educational, space, research, people, etc. – and simplify system to system access. This strategy helps us answer the compelling and complex questions related to understanding our progress, and improves the University’s ability to manage its programs.

Third, we must provide a technology framework that enables the innovation in the University’s administrative, instructional and research practices. We must put in place the necessary architectural underpinnings to manage identity and access to data and systems.

Fourth, we must shift the value and innovation curve for technology, lowering costs and risks related to contract lock-in and local limitations while improving services and functions offered.

  • The "cloud" – shared, scaled resources amongst university and industry – is a game changer because of the economies provided and the continuing innovation in services and functionality. Higher education is moving aggressively toward scaled cloud services because it radically shifts the cost/benefit curve. Oregon State University must purposefully, thoughtfully and systematically migrate to cloud options, such as the move of student email to Google, to lower costs and improve services to the community.
  • Open source software offers excellent options across the spectrum of our enterprise. These choices are often superior to what is available in the marketplace, particularly when developed for and by higher education, and allows us to break from a cycle of externally driven cost increases. OSU’s wide use of Drupal demonstrates the viability of this strategy. We will purposefully shift toward using open source software.

These changes can lift OSU’s technology profile to the level, quality and sustainability needed to compete successfully against our aspirational peers. Successfully implementing these changes will require substantial shifts in technology programs, staff skills, and funding models.


Data as a Strategic Asset

Strategic Statement

Data is a strategic asset of the university. OSU's success requires that we track progress and understand outcomes. Our ability to do this requires that data be available, true, and actionable. This initiative applies to all business systems and data at OSU, whether managed in IS, business units, or colleges. Hence, this endeavor supports all aspects of the enterprise: research growth, student success and financial stability.


To become a data-enabled university, we will provide access to data to inform work decisions for every level of University employee, to support business operations, and to inform us about our progress on strategic initiatives.

  • Dashboards will provide summarized, actionable, and easily queried data.
  • Comprehensive reporting in structured formats will include data enrollment, financials, personnel management, and research productivity.
  • Real time analytics from our learning platform, Learn @ OregonState, to improve educational outcomes.
  • Predictive analytics to help students make the best choices for courses and degrees.
  • A new data warehouse will act as a common repository, collecting data from Banner, college and departmentally based systems, and external resources into a shared, comprehensive data resource.
  • System to system capability will be based on a service architecture that will allow the flow of data to and from Systems of Record of university-level data (e.g. Banner and Blackboard) and Systems of Differentiation of locally-defined college and business unit data, including college-specific accreditation, internship management, graduate admissions, and faculty productivity.

Strategy Papers

Projects - Status and Timelines


  • Summarized, actionable data presented through dashboards.
  • Comprehensive reporting in structured formats across the breadth of OSU activity.
  • Common data warehouse to aggregate data from University and college/division level systems. A new data repository structure, using the Operational Data Store and Enterprise Data Warehouse (ODS/EDW) software from Ellucian will be launched. The data structures will be recreated, a comprehensive data dictionary created, and interfaces to access the data into dashboards and reports will be established.
  • System to system integration to allow data to move to where it is needed, facilitating accurate analysis and efficient operations.
  • Policy to enable responsible, open access to data.


The risk to OSU for not doing this project is that we continue to do "business as usual" -- our current laborious efforts to accurately report and assess progress are inefficient and insufficient.

The risks to success include: ongoing funding for project components; data quality and the associated need to revise business processes; community acceptance of openness in data availability; and a common commitment amongst colleges and business units to the success of the endeavor. Support from the Provost Sabah Randhawa and VP for Finance and Administration Mark McCambridge is in place and lowers the risk of failure, but true success will require wide support from the OSU community to treating data as a strategic asset, assuring its quality, and assuring it is appropriately protected.


  • Oversight: Lois Brooks, Vice Provost, Information Services
  • Governance: Rebecca Warner, Senior Vice Provost for Academic Affairs
  • Warehouse & Interoperability: Kent Kuo, Director, Enterprise Computing
  • Data, reporting and dashboards: Michael Hansen, Manager, CORE BIC

Desktop & Tablet Management Strategy

Strategic Statement

Standardizing training and administrative tools will allow IS to maintain continuity in our overall approach to supporting any OSU-owned computing desktop, including Community Network customer devices, shared computer lab workstations, and laptops and tablets available via our equipment checkout. While the use cases of these environments vary, the common factor remains that they all involve the management and support of OSU-owned computers that require the same operating systems and deployment of a specific set of software packages.


Student Computing Facilities, Community Network, and equipment checkout merged under the same divisional umbrella in late Fall 2013. This realignment aligns our desktop computing strategy and allows us to coordinate desktop and tablet management. We will develop and implement standardized platforms and processes based on operating systems for imaging and maintaining these computing environments for our users. Standardizing our approach, including the tools we use to administer service and the training necessary to support our clients, helps to ensure that IS maintains continuity in our overall approach to supporting any OSU-owned computing desktop.


  • Develop and mature our approach for supporting Mac OS computer desktops
  • Mature our approach for Windows OS desktop management
  • Research, develop, and implement an approach for supporting tablet environments, including iOS, Android, and Windows
  • Evaluate needs for other OS desktop environments, including Linux
  • Invest in enterprise-level desktop management software tools
  • Invest in training employees on the use of these desktop management tools
  • Document processes and procedures
  • Develop policy for the end-of-life of operating systems


  • Scott Emery, Director of Client Services

Identity & Access Management

Strategic Statement

Identity and Access Management is a critical underpinning to all initiatives, as it provides secure personal and role-based access to systems, services and data. It supports student success by allowing easy access to innovative tools for classes and for tracking student progress, supports research growth through fostering collaborative work, and reduces the risk of data loss through security breaches, adding to our financial stability.


Provide a robust and well integrated infrastructure to identify people and allow access to systems, services and data. This includes both University-wide access rights as well as services to allow colleges, departments and groups to easily and securely create privileges. Join InCommon to allow inter-institutional access for students and researchers.

Project Status and Timeline

Please visit the IAM project management page for updates and details.


The University is impeded in its research growth, student success projects and business efficiency by not having an adequate identity and access management system in place. Competing priorities could pose a particular risk.


Jon Dolan, Director, IT Infrastructure Services

Security Risk Assessment

Strategic Statement

Data is a strategic asset to the university, and our IT infrastructure must support the secure processing, transmission, and storage of our data. Private data must be protected from inadvertent exposure. Data quality is tantamount for our research mission as well as our desire to enhance business efficiencies. Our reliance on data to accomplish our work requires that it be available when needed.

To fulfill this mandate, Oregon State University established an Office of Information Security charged with the development of an information security program. The OIS is conducting a security risk assessment as a first step toward formalizing an information security program. A risk assessment will provide us with the information to ensure that our security initiatives are addressing the largest security risks to the organization.


The framework chosen by the OIS for our security efforts is the Consortium for Cybersecurity Action's (CCA) 20 Critical Controls for Effective Cyber Defense. The 20 Critical Controls enable us to build upon the combined knowledge of actual attacks and effective defenses from top experts within the Information Security community and has proven its worth as a practical, cost-effective way to reduce security risk.

Using the 20 Critical Controls as the program framework, the risk assessment process is simplified; a gap analysis will be performed, beginning with the OIS itself, eventually moving on to other university systems based on criticality and risk profile.


  • Failure to perform this assessment may lead to initiatives that are costly yet are not highly successful at mitigating risk.
  • Inadequate staffing presents a risk that the assessment will provide incomplete, or untimely, data that results in risk not being measured effectively.


  • Dave Nevin, Chief Information Security Officer

Progressive Initiatives

With foundational improvements underway, we are well positioned to work on progressive initiatives that will allow substantial progress toward achieving OSU’s goals for excellence in learning and scholarship.

  1. Build the right portfolio of learning, collaboration and assessment tools that enable learner success. Students need to learn from anywhere, at any time, using any device that best meets their needs; instructors need just-in-time information to monitor progress; and OSU needs quality data to measure overall movement toward success.
  2. Revise the current operations of the 3000+ computer lab seats at OSU to an approach that allows students to do their homework for any class from any computer lab seat on campus, or from their own computers. Creating a virtual workspace, this University-wide initiative will remove barriers to students completing their courses.
  3. Support ongoing pedagogical pilots, adoption of new tools that allow more engaging classes and better understanding of learning progress in the moment and over time.
  4. Engage in open content prototypes, shifting beyond the traditional textbook and course reader model to lower the cost to learners and provide a more student-centered educational model.
  5. To best enable growth in the scale and complexity of research, OSU faculty need access to the right technology solutions for their disciplines and research needs, from any location, to enable their creativity and scholarship. In technical terms, the researchers need reliable, secure and substantial network, storage, visualization, telepresence and computational capacity, whether they are in a lab or in the field. Additionally, we must co-invest in high quality data center space to mitigate the power, space and cooling shortfalls 
in many colleges.
  6. Develop a research computing cooperative to allow researchers to easily opt in to shared computer resources to store data, conduct analysis, publish and collaborate. This approach follows the practices of the most successful and competitive research universities, and it has the potential to be a growing, scaling and self-funding sustained resource for researchers.
  7. Improve OSU’s business efficiency in three key ways: by reducing the
cost of transactions through optimized business processes, by making information available to support management operations, and by improving the productivity of the workforce. One by one we must migrate paperbound, labor and error intensive business processes to a streamlined, online approach. This must be accomplished without substantially adding to the cost of University operations; returns on investment should be recouped by lowering the cost of administrative functions.

Technology can be transformative in the University’s success. OSU has extensive technology resources and expertise, but the degree to which these resources actually enable progress toward the University’s Strategic Plan depends on how well we choose priorities and effectively use the technology. There are two key factors for success:

  • The technology environment requires steady, sustained progress to create a viable framework to support learning and scholarship, improving our processes and gain financial stability.
  • OSU’s success depends on how well we leverage technology to effectively transform learning, research and administration.

The technology strategy at OSU must be embraced by the University as a part of its overall strategy. Everyone has a role in achieving success.


Digital Platform Strategy

Strategic Statement

After listening to input from the university community and Central Web Services managers and commissioning an external evaluation, Lois Brooks, Vice Provost for Information Systems and Steve Clark, Vice President for University Relations and Marketing convened a Web Strategy Task Force made up of experts from within IS and from colleges and divisions.  The team was asked to assess the way we deliver technology layers of the university web presence.

Two women using a computer


The Web Strategy Task Force will assess the way we deliver technology layers of the university web presence and develop a set of recommendations while focusing on the ways we can:

  • Fully support university branding goals, while allowing for appropriate differentiation to support OSU's varied and diverse programmatic needs.
  • Be mobile friendly supporting anywhere, anytime, any computing device.
  • Support approaches that allow future flexibility and timeliness to accommodate changing technology options and standards.
  • Be technologically sound, embracing modern approaches and standards.
  • Improve community-based channels for implementing best practices.

Project Updates & Documents


The Web Strategy Task Force developed a Digital Platform Strategy in January/February 2015.  Through the course of this work, they identified the overlap with previous work on development of a University-wide Mobile Strategy.  

In March of 2015, investigations were conducted around possible mobile platform solutions and the team is looking at potential vendor solutions. 

The team is also investigating a cloud hosting solution for Drupal and Wordpress.

Members of the taskforce are also staffing a search for a new Director of Web and Mobile Services role within IS to coordinate with ongoing web and mobile strategy efforts. 


  • Oversight: Lois Brooks and Steve Clark
  • Task Force Co-Chairs: David Baker and Peg Herring
  • Task Force Members: José Cedeño, Matt Hansen, Shayne Huddleston, Sara Monk, Jean Waters

Share your feedback

Complete this form to submit feedback or questions to the task force. 

High Performance Research Network

Strategic Statement

High speed network connectivity is essential for OSU researchers to share very large data sets and collaborate with both on campus and national research partners. Work in all scientific disciplines is more and more dependent on large data sets and research areas such as Genomics, Climate Science, and general Biological Science are now regularly working with data at the Terabyte and Petabyte scale. In order to effectively share this data and participate in these fields of study, the capacity of our underlying network must grow by orders of magnitude.


OSU will create a dedicated research network designed to fulfill the architecture and performance requirements for integrating with federal research networks, with a 100 Gbps connection between OSU Corvallis and Internet2, 10 Gbps connections at a minimum to major off-campus research sites, and 40 Gbps between campus data centers and major laboratories. As the national vision for research network architectures has been aligned with the emerging network technologies being adopted for computing clouds--OpenFlow and Software Defined Networking--the research network will be a testbed and model for the University's Data Center and Enterprise networks.

Project Updates & Timeline

Please visit the Research Network project management page for updates and details.


Plans for the research network need to take into account plans for the overall OSU Network including upgrades and re-architectures planned to better meet the University’s needs, along with potential to incorporate Software Defined Networking technologies into the Data Center in support of Virtual Server and Storage systems.

Feature Story

NSF Grant Funds Advanced IT Infrastructure Development


  • Jon Dolan, IT Infrastructure Services


Learning Management System Assessment

Strategic Statement

As Oregon State University redefines the model of the 21st century land grant university, we are actively assessing our methods of instructional delivery and the tools needed to help faculty deliver quality instruction and to help students meet desired learning outcomes. Following a faculty and administration survey and investigation of educational technology trends at peer institutions nationwide, Information Services is embarking on a comprehensive review process of learning technology platforms that will engage the OSU teaching and learning community. Such a process will enable us to select a system or build a portfolio of applications that best serves OSU's needs for innovation, flexibility and performance.


OSU will create an RFP and evaluation process that will solicit broad vendor and community participation. At the end of the process, OSU will have developed a transition plan to the selected Learning Management System. That system will align with teaching and learning expectations, have the power and flexibility to meet diverse needs, and leave our communities well positioned to adopt and integrate innovative solutions to support communication and collaboration.

Timeline - Learning Management System Assessment
2013 2014
Fall Winter Spring Summer Fall
Issue RFP        
  Evaluate Vendor Proposals      
    "Live" Sandbox Evaluations    
      Select LMS  
        Publish Transition Plan


  • Deliverable 1 - Several committees and technical resources will participate in vendor proposal evaluations, and the deliverable will be a short list of top candidates.
  • Deliverable 2 - The short list of candidates will be invited to implement their systems in a "sandbox" environment. OSU students, instructors and staff will be encouraged to conduct hands-on evaluation and provide feedback. In addition instructors will be encouraged and supported to teach part or all of a S2014 course in a sandbox environment.
  • Deliverable 3 - Work with the vendor to develop a successful and fully supported transition plan to the selected LMS.


Failure to provide OSU faculty and students access to rich learning environments.

Feature Story

OSU Announces Learning Management System Assessment Initiative


  • Oversight: David Barber
  • Governance: John Greydanus
  • Project Lead: Lynn Greenough

Next Generation Application Delivery: Software Licensing

Strategic Statement

Students and faculty are best served by being able to access OSU software for teaching and homework from their own computers, as well as from multiple OSU-managed computers on campus, by leveraging the use of an OSU-owned software license from either device. IS aims to provide for this ability while remaining in compliance with vendor licensing agreements, and to evaluate software license usage university-wide in order to make decisions that are fiscally sound and support our curricular needs.


IS will take a leadership role in evaluating software license usage across the university. A crucial component of this role is reaching out to both academic and business units to investigate where consolidation of software is feasible. The purpose of this work is to take advantage of any potential reductions in software licensing.

IS will also work with our software vendors to ensure our licensing agreements are in compliance. We will investigate how we can offer our software licenses through virtual means to support a user's ability to access an OSU-owned software license through either a personally-owned or an OSU-owned computer.

Timeline - Next Generation Application Delivery: Software Licensing
2013 2014
Fall Winter Spring Summer Fall
  Gather Software Usage Metrics    
      Evaluate Licensing Options  


  • Investigate software licensing options for virtualized environments
  • Evaluate software usage metrics to determine which titles to invest in
  • Coordinate and plan with software requesters/users to determine needs and develop a shared understanding relative to software families and ways to better leverage software investments
  • Determine the "best fit" delivery mechanism for delivering software licenses to client-owned computers


  • Audits by software vendors; not complying with vendor software licensing requirements, particularly in virtualized environments
  • Purchasing software license numbers that aren't aligned with actual usage; over-spending
  • Software licensing models that are cost prohibitive to virtualized delivery


  • Scott Emery, Director of Client Services

Productivity Tools & Services

Strategic Statement

OSU students, faculty, and staff expect to be able to use cloud-based productivity services and tools, such as Google Apps and Office 365, for academic and research collaborations. These tools and other cloud-based services align with IS’s strategic direction to provide students, faculty, and staff with the ability to access their information, share their files, and collaborate with others from any device, anywhere they can access the Internet.


In alignment with the 2013-18 IS strategic plan, our intention is to offer cloud-based tools and services in a thoughtful way that is driven by business analysis and product research. Our intention is to create a professional faculty position that can be dedicated toward performing the necessary work to own the management of these tools and services, as well as perform the necessary work that will ensure the appropriate tools are available to meet the specific needs of OSU's students, faculty, and staff.

Project Updates & Timelines

The introduction of each new cloud-based service requires its own project. While we continue to investigate many options, Office 365 is the service we are currently implementing. Please visit the Office 365 project management page for updates and timelines.


  • Implementation of a campus-wide identity management system in order for OSU to sustainably provision cloud-based productivity resources.
  • A holistic approach to our assessment, planning, and implementation, including campus-wide participation from OSU's diverse group of IT leaders and other stakeholders.
  • The creation of a permanent service owner who can research and analyze these resources in alignment with IS's strategic direction.


Failure to make these services available in the cloud and appropriately support them presents several risks for OSU:

  • Lowers the profile and "image" of OSU
  • Negatively impacts our ability to recruit the best and brightest faculty and students
  • Develops a lack of trust in IS's ability to move OSU's technology landscape forward: These tools are already available to users and have been implemented by our peers and other organizations on an enterprise level.
  • Faculty and students are already using cloud-based tools that are NOT under contractual agreement with OSU; this is an ongoing risk
  • Potential loss of data due to information being saved locally and not in the cloud


  • Scott Emery, Director of Client Services

Project Management

Starting IS Projects

An IS project is one that is managed by a person employed by IS.  The project sponsor and project participants may report to other organizations.  

General approach to projects

The remainder of this page provide basic suggestions for organizing projects and how the various tools and templates on this site may be helpful.

IS Projects have different requirements, depending on their size.  Assess the size of your project and its specific requirements here.

Defining and organizing

  Begin any project by identifying the desired outcome.  Capture, as clearly as possible

  • What is to be accomplished
  • By when
  • At what cost

Identify a named requestor or sponsor able to verify what you’ve captured.  As you discuss your project with your sponsor you will want to further clarify the following:

  • Roles and responsibilities.  You can find project roles and terminology described here. 
  • Stakeholders—who else needs to be involved?  If multiple groups need to be consulted or informed, a RACI chart helps clarify interactions.
  • Scope
  • Business case
  • Risks and dependencies
  • Funding
  • Deliverables
  • Flexibility of scope, schedule and resources
  • How to assess completion and success
  • Long term ownership

The point of this activity is to capture the sponsor's expectations in writing so that there is no confusion surrounding what is to be done.  Even for small projects, the Project Description Sheet (PDS) can be used to remind you of areas to discuss and clarify.  You may skip sections not relevant to your project, and take note of items to be defined later.


Once you know what is to be delivered, gather your technical team to determine how to complete the expected work.

  • Outline the sequence of events and people involved to accomplish the objective
  • Get high-level estimates of time and effort directly from the people who will be performing the work.
  • Take note of any key milestones, deadlines and major events.
  • Identify potential risks and dependencies.  Risks that you feel are very likely to occur and have significant impact will benefit from proactive planning.
  • Clarify major handoff points.  When one activity is completed, to whom should it be reported?

You’ll want to think about project communication: who needs regular updates, how often, and in what format. Every project is different.

  • You can see a sample project communication plan here
  • It’s a good idea to ask your project team and sponsor how they want to receive and send communication: Email? Regular meetings? A shared document?
  • Don’t assume people know about their task assignments, who to notify when they’ve completed a task, or much about your project at all.
  • If you’ll be speaking to groups about your project, a slideset providing context about the project’s purpose and status is helpful.  A slide template is available here.
  • Larger projects also involve more communication and may involve marketing, support coordination and training. A template for assessing the type of communication, training and support needed and the information that needs to be conveyed is available here.

Discuss decision making: who should be included in making key project decisions.  Small projects often need little more than quick conversations between a few key people, while large projects may require involvement from stakeholder committees or governance boards.  A RACI chart may help.

Tracking Progress

Keep track of project progress on your project and inform interested parties with regular status updates.  You will need to supply a way for project participants to keep you informed of completed tasks or issues and prepare participants for upcoming activities.  You will also want to establish a spot (such as a shared Google folder, shared drive or Sharepoint site) for shared project documentation. 

Regular communcation is critical at this stage.

Managing Change

As the project progresses, take note of changes to scope, schedule and resources and discuss those with your project team and sponsor, since they may require adjusting project costs, milestones or completion dates.  Unintentional scope creep is most easily prevented by clearly documenting the original goals and noting when and why adjustments occur during the course of the project.

Wrapping Up

When your project is completed, review the list of project objectives with the sponsor and project team to verify that they have been met or to obtain agreement about any items left incomplete.  Transfer ownership of any ongoing support and maintenance to support teams and service owners, as appropriate.

Finally, you will formally close the project, capture key learnings and celebrate the contributions made by the project team. A project retrospective survey will help with this activity.


The IS project management group is happy to help other IS project managers, and we maintain the project section of this web site.  Please contact us if you have questions about managing a project or project information on this site.

Determining the Size of IS Projects

IS project sizing

Use this page to identify the size of an IS project

General requirements for projects of every size are found on this matrix.  Specific requirements for tools and techniques are noted below.

Large Project

Involves many major deliverables and hundreds of tasks and activities

  • Generally takes 6-24 months
  • Generally involves a major change to one or more services (creates, retires or significantly alters an IS service)
  • Impacts all or large part of campus
  • High risk and complexity
  • Requires learning new skills or implementing new technologies
  • Multiple stakeholders with varying objectives
  • May involve one or more sub-projects
  • Cross-functional core team
  • Requires a full time project manager and a sponsor at an appropriate level
  • Typically requires a full complement of project management tools and techniques

Special requirements for large IS projects

  • Assigned to a named IS project manager
  • Assigned to no more than one sponsor
  • A Project Data Sheet (PDS) must be
  • Project status must be updated on the IS project web page at least monthly
  • Project managers must participate in monthly project reviews with IS directors
  • Upon completion, a project retrospective must be conducted and learnings captured

Medium Project

A focused set of deliverables requiring a significant amount of work

  • Generally take 3-6 months
  • There may be multiple stakeholders who are generally in agreement on project goal
  • Some unfamiliar work may be involved
  • Involves a small team of individuals
  • Moderate risk and complexity
  • The project leader role is typically part time and may be played by a technical contributor, with assistance from a sponsor
  • Benefits from a project description document and organizational tools

Special requirements for medium IS projects

  • May be tracked at a departmental level
  • Project Management tools and templates can be used as desired and if helpful

Small Project

A series of steps with limited scope and activities

  • Generally of short duration (<3 months)
  • Normally there is only one deliverable and one major stakeholder
  • Typically require 15-20 tasks to complete
  • Typically involves familiar work and extending functions or features (does not involve learning new technologies)
  • Low risk and complexity
  • Typically lead by a technical contributor and involves limited project management or planning tools

Special requirements for small IS projects

  • May be tracked at a departmental level
  • Project Management tools and templates can be used as desired and if helpful

Project Responsibilities Matrix

Project Responsibilites Matrix

This matrix outlines activities to be conducted for projects of varying sizes and whether those activities are required or optional.  If OSU has tools or templates to help with particular tasks, the tools are listed.  Please note that requirement is for the listed activity, not for the use of the tool or template.

Activity Small Medium Large OSU Tools Available
Provide a clear statement of the problem/opportunity and the solution (project outcome) Required Required Required PDS
Develop clear business justification Optional Optional Required PDS
Ensure project is consistent with direction/priorities in the Strategic Plan Optional Optional Required PDS
Prepare budget and review with funding approval authority, if applicable Optional Required Required  
Document deliverables and significant milestones Optional Required Required PDS
Identify and confirm sponsorship Optional Optional Required PDS
Identify customers, users, and stakeholders Required Required Required PDS
Identify related projects/affected systems Required Required Required  
Identify high-level project risks Optional Optional Required PDS
Define project measures of success Optional Optional Optional PDS
Develop high level project effort estimate and schedule Required Required Required PDS
Identify completion criteria Required Required Required PDS
Identify the project team Optional Required Required PDS
Define roles and responsibilities Optional Optional Required  
Determine communications requirements and approach Optional Optional Required Simple Communication Plan, Support and Communcation Planning
Develop and validate requirements/specifications Required Required Required  
Identify task sequence and dependencies Required Required Required  
Estimate work effort (detailed) Optional Required Required  
Ensure time tracking procedures have been established, if needed Optional Optional Optional  
Identify, analyze and respond to risk Required Required Required  
Manage project issues Required Required Required  
Establish process to manage project change (requirements, schedule, etc) Optional Required Required  
Distribute status updates Optional Optional Required

Update emails

Manage schedule conflicts and resource issues Required Required Required  
Conduct milestone/deliverable reviews, as appropriate Optional Optional Required IS project web page, Project Presentation Template
Manage vendor relationship, if applicable Required Required Required  
Manage vendor contract terms, if applicable Required Required Required  
Develop test plan Optional Required Required  
Create user and support documentation and procedures Optional Required Required Support and Communcation Planning
Determine training and rollout approach, if applicable Optional Required Required Support and Communcation Planning
Measure and monitor cost progress against the budget Optional Required Required  
Ensure deliverables are accepted Required Required Required  
Close out vendor contracts, if applicable Required Required Required  
Capture lessons learned Optional Required Required  
Complete post project survey Optional Optional Required Retrospective Survey Questions
Prepare final summary report Optional Optional Required  
Celebrate project success Optional Optional Optional  

Resources for Project Managers

  Items marked with * are required for large projects

Project Data Sheet (PDS)*

 Used to define the parameters (goals, resources, timeline, deliverables, etc.) of a project

Support and Communication Planning

 Used to assess support, training and communication needs and create plans from those needs

Simple Communication Plan

 Used to list to whom, when, how often and what you will communicate

RACI Chart Template

For clarifying roles and responsibilities when multiple groups or organizations are involved

Project Overview Presentation

 Powerpoint template for describing a project in progress

Sample Survey Questions for Project Retrospective Review

 Questions to ask when reviewing a project


Project Terminology

Terminology Used in IS Projects at OSU


  • A milestone is a reference point marking a significant step or event in the course of a project
  • Milestones are frequently used as checkpoints to mark and assess progress


  • Activity to accomplish an outcome or step towards a strategic initiative.
  • A project delivers a desired quantifiable result within a specified budget according to schedule
  • Once a project's goal is met and the specified result is delivered, the project is complete and ends
  • Projects involve a team (not an individual activity)
  • They are unique activities--not routine or ongoing operations
  • They have a defined beginning, list of deliverables and end
  • The end product must have the potential or capability to add defined business benefit
  • Project begins with approval of scope/schedule/resources and ends with acceptance and closing
  • An IS project is one that is managed by a person employed by IS.  The project sponsor and project participants may report to other organizations
  • Project size definitions

Project Manager

  • Project managers manage and track the execution of a project
  • They work with the project sponsor and key participants to ensure the project is clearly defined, the goals are understood, the resources are sufficient and the timeline is achievable before the project is launched
  • They establish the sequence of required steps
  • They coordinate the resources and track and communicate progress towards goals
  • They provide recommendations and escalate changes and threats to the scope, schedule or resources of the project to the project sponsor
  • They ensure project goals are met
  • They transition delivered solutions to long term owner/support

Project Participants

  • Perform one or more tasks in support of a project
  • May or may not attend project meetings or be regular members of a project team


  • Project sponsors define and support, project managers execute
  • A project should have only one sponsor (multiple sponsors = conflicting definitions and direction) but may have many stakeholders
  • A project sponsor should be at a sufficiently high level to obtain necessary resources and organizational commitment and to handle project-related negotiations and business decisions.
  • A sponsor negotiates agreement on scope with key stakeholders and has the final say on project scope and objectives
  • A sponsor defines the boundaries  of the project
    • What is to be done
    • By what time
    • With what resources
    • Why it is necessary and what it is in support of
    • What will happen after the project is complete (long term support, funding and ownership)
  • Sponsors obtain necessary funding and resources
  • Sponsors work with the project manager to understand proposed changes to the scope, schedule or resources for a project, and approve such changes
  • Sponsors handle escalations and challenges to the project
  • Sponsors approve the project launch and confirm that the project goals have been met upon project completion


  • Stakeholders have a vested interest in the outcome of a project and a voice in project scope and objectives
  • They are consulted by the project sponsor on project scope and scope changes related to their area of interest
  • They are informed about project progress by the project manager or sponsor
  • They contribute project requirements and expectations
  • They generally can allocate resources and set priorities/speak on behalf of their organization


  • A defineable step or activity to be completed
  • Projects are comprised of a series of tasks

Acquia Migration

Migration of Drupal hosting to the Acquia cloud.

Status Summary: 

We have been through the Acquia site review process and have addressed the critical issues identified.  We will continue to work through issues that could cause problems in their environment.  Load testing has been completed.  We have launched our first site on the Acquia cloud.

Project Manager: 
Matt Hansen
Central Web Services
Recently Completed: 

Load Testing

Acquia Site Review was performed and critical issues have been addressed

Launched as the first pilot site

What's Next: 

Add more sites to the pilot

Continue to work on issues from the Acquia Site Review

Monday, February 8, 2016
Project State: 

Canvas Implementation

Project Manager: 
Lynn Greenough
Status Summary: 

The Canvas Implementation Project is complete, and Blackboard has been retired. Project retrospective and closeout activities were finished in the second week of December. A project summary report has been completed.

Academic Technology
Wednesday, January 7, 2015
Project State: 

IAM - Sponsored and Guest Accounts

Project Manager: 
Erica Lomax
Status Summary: 

Due to other priorities, there is no significant progress on this initative since the last update.  Individual colleges are being transitioned to sponsored accounts managed by IAM, with college level account verification/update.  Next steps are to determine a permissions scheme that would allow IT staff from organizations to create people and assign sponsored status.

IT Infrastructure Services
Monday, February 8, 2016
Project State: 


CORE stands for Co-operative Open Reporting Environment.  The CORE project will implement university-wide reports and dashboards for all OSU employees.  All employees will have access to CORE reports at some level, based on their job family / job classification.  The project will implement a suite of available reports, recreating many of the existing data warehouse reports and create new reports for university wide reporting.  The project will implement Ellucian's ODS (Operational Data Store) and EDW (Enterprise Data Warehouse) products for use in reporting.  In addition, the project will develop a new  CORE Data Warehouse for use in ad-hoc reporting as well as implement a new ad-hoc reporting tool (Jaspersoft).  The project will also integrate data from other systems into the reporting tool and the CORE Data Warehouse so more integrated reporting can be achieved.

Status Summary: 

Remaining milestones/deliverables are solely related to Jaspersoft release

Training for Japersoft Finance underway and scheduled through July.  Working with Business Affairs for them to take over training.

Working with HR on HR Jaspersoft modules; expect to release in April. 

Continued CORE training  and report development

Project Manager: 
Diana Lindsley
Information Services, Vice Provost Office
Recently Completed: 

Japsersoft Finance training sessions scheduled through July

CORE Basics training scheduled


What's Next: 

Development of HR Jaspersoft models

Additional Finance training sessions



Monday, February 8, 2016
Project State: 

Drupal 7 Migration

Scope of work:

- Conversion of all CWS hosted Drupal 6 sites to Drupal 7 platform and new optimized architecture

- rearchitecture and consolidation of over 500 production sites to around 60 high levels sites with associated subsites (organic groups)

- Work with high level site owners:

  • to plan site architecture and determine general site structure
  • audit site content to determine special requirements
  • migrate content to a development site and setup basic navigation
  • perform a first pass content cleanup
  • handoff site to site owner for remaining cleanup and validation
  • when site owner is ready, push development site to staging, then production.  
On Hold
Status Summary: 

A cloud vendor has been selected, and has posted as a sole source bid which should wrap up by the end of the week.  The UHDS site has been passed to the client for testing.

Project Manager: 
Matt Hansen
Academic Technology
Recently Completed: 

The UHDS site has been turned over to the client for testing.

Friday, September 11, 2015
Project State: 

IAM - Account Unification

Account Unification- Reducing the number of Active Directory accounts that a user receives to a single, identity linked, university credential account. 

Project Manager: 
Erica Lomax
Status Summary: 

As of 2/1 we've reached a total of approximately 5,000 unified accounts.  Since last month's update, CGRB has completed unification.  CN, COSINe, SHS, and MU had unifications in January.  HMSC unified the IT staff and is preparing the rest of the users.  No committment for completetion from the following units (approx. # of accounts): Seed Certification (24),  MU (77), Athletics (100), OSU Foundation (70).  We continue to work towards an end of winter term goal for completion.

IAM continues to work on supporting processes for unified accounts.  A process to unify voicemail only accounts into existing unified accounts has been developed in support of approximately 275 accounts.  Automation developed to add/remove Exchange mailboxes to ONID accounts on demand.

IT Infrastructure Services
Monday, February 8, 2016
Project State: 

Office 365

Office 365 is a Microsoft subscription-based offering that allows consumers to work with and collaborate on native Microsoft Office documents (Word, Excel, PowerPoint, OneNote) in the cloud.  In December 2013, Microsoft launched the Student Advantage Program, allowing any enrolled student from a qualifying campus to download up to 5 free licenses of Office Pro Plus on a PC, Mac, or tablet.  OSU enabled this service for enrolled students in Fall 2014, which at the time, included 1TB of cloud storage via OneDrive for Business.  In October 2014, Microsoft announced the same benefit for employees of qualifying campuses while shifting from 1TB to unlimited cloud storage per user account.  The project currently aims to enable OSU employees with the same Office 365 resources that students receive, concurrent with a campus-wide account unification project.  Employee enablement is happening by college or department, using the following criteria:

  • The account must be unified.
  • The account must follow OSU's standard for UPN.
  • The IT leader/manager for each respective OSU college/dept. has the discretion to enable Office 365 for their respective end-users at a time that they feel ready.  This ensures that each of OSU's respective college/dept. IT staff are prepared to support Office 365 for their respective end-users before Office 365 is enabled.
Status Summary: 

Office 365 enablement happens as the users meet the requirements for enablement.  Every major IT unit on campus has a population of users meeting enablement requirements. However, enough of a population has not been enabled to launch a campus wide training effort.

New target date for launching a campus-wide training resource is spring term. 

Brainstorm offers online training for O365. We are working with them to consider minimally customized training. Currently the Office 365 working group has been offered the chance to get demo accounts. At this time two colleagues from Academic Technologies have volunteered to evaluate the value of the materials. 

Starting 2/9/2016 Microsoft will slowly start releasing Office 2016 pro plus. After consulting the O365 Working Group a decision has been made to allow this upgrade to proceed. It is not required, but will be available.

Project Manager: 
Andrew Wheeler
IS Client Services
Recently Completed: 
  • Each major IT unit has users eligible for enablement.
  • Autodiscover problem impacting Outlook 2016 was resolved.
What's Next: 
  • Evaluate Brainstorm training
  • Make a decision if CN enablement should depend on Box being rolled out Fall 2016
Monday, February 8, 2016
Project State: 

OSU Home Page

Central Web Services and Interactive Communications are working collaboratively to create a new home page for OSU.  In addition to the actual home page this project includes the following elements:

  • Secondary Pages: several high level pages, targeting users by audience type.
  • Sites Directory: similar to an A-Z index, this is a curated, searchable list of Sites at OSU.
  • Drupal Theme: a new theme is being created for use by any Drupal 7 site at OSU.  It will be based on the look and feel of the home page and secondary pages.
Status Summary: 

Development is complete and the new home page has launched.  Shortly after launch Interactive Communications began work on designs for a new Drupal theme and some accompanying funcitonality.

Project Manager: 
Matt Hansen
Academic Technology
Recently Completed: 

Site Launched.

What's Next: 

Drupal theme.

Monday, December 14, 2015
Project State: 

Research Network

IS, in collaboration with the CGRB and College of Engineering, recieved an award from the National Science Foundation (NSF) in 2013 to build a "Science DMZ" . We are now in the process of designing and deploying a network that:

  • Is explicitly designed for high-performance applications, where the science network is distinct from the general-purpose network
  • Utilizes dedicated systems for data transfer
  • Implements performance measurement and network testing systems that are regularly used to characterize the network and are available for troubleshooting
  • Enables security policies and enforcement mechanisms that are tailored for high performance science environments

In support of these goals we are acquiring equipment that offers:

  • High capacity (40 Gbps) to facilitate the fast and efficient transfer of data
  • Next-generation management that focuses on service delivery rather than traditional networking nuts-and-bolts
  • Long term value driven by flexibility and vendor roadmap to stay ahead of curve.
  • A Clearly defined roadmap for expanding to 100 Gbps connectivity while protecting the existing investment

Finally, we will be working with various researchers and groups across campus to ensure successful adoption and integration once the environment and associated tools have been successfully deployed.

Status Summary: 

The core fabric has been installed and is in the process of being configured. SARL is now connected to the fabric and we've deployed the equipment to the CGRB in ALS. Although we're still working through some issues surrounding NAT/PAT in the fabric, we expect to have these resolve in the next couple weeks. After configuration, next steps include test data transfers between SARL and the CGRB in ALS, continued documentation of the process for creating new tenants in the Research Network, development of the on-boarding process and implementation for the remaining research drivers.

Project Manager: 
Tony Brock
IT Infrastructure Services
Recently Completed: 
  • Grant Awarded (Oct 2013)
  • Initial equipment vendor evaluations (Oct – Jan 2014)
  • Narrowed candidates from 6 to 2 (Feb 2014)
  • On-site equipment evaluations (Mar – Jun 2014)
  • Stakeholder consensus meetings/initial vendor negotiations (Jul – Nov 2014)
  • Finalize vendor negotiations (Dec 2014)
  • Order placed with vendors (Jan 2015)
  • Received initial equipment (Feb – Mar 2015)
  • Install initial equipment in datacenters (Apr – Jun 2015)
  • Install additional fiber between datacenters and buildings (Aug - Sept 2015)
What's Next: 
  • Finish fabric configuration (Nov -Jan 2016)
  • Install equipment in the buildings (Jul – Mar 2016)
  • Initiate training and workflow analysis of researchers (Jan – Mar 2016)
  • Install and validate Data Transfer Node (Jan - Jun 2016)
  • Collect and analyze feedback from various stakeholders (Jan – Jul 2016)
  • Submit final report to NSF (Aug 2016)
Monday, February 8, 2016
Project State: 

Service Improvement Deployment Project

Deploy software supporting ITIL methodologies and use it to improve business processes and provide IT service to our customers.

Desired results include:
- Clarifying who to contact for support and service requests
- Handling complex service requests without requiring customers to place separate requests to multiple teams
- Reduce unnecessary support interruptions to developers
- Deploy a common, integrated toolset to handle ticketed work throughout IT

Status Summary: 

Working to enable Forestry and ROOTs to create and track tickets by the end of February.  This will be delayed due to resource availability issues.

Reviewed Service Desk needs and Catalog layout with stakeholder committee.  Completed configuring initial security roles.  Defined intial services needed for college implementation.

Working on creating initial services, defining and mapping ticket types to services, configuring user groups, importing people, department and location information and defining technician interface and workflows.

Project Manager: 
Jill Swenson
Client Services
Recently Completed: 
  • Reviewed Service Desk needs and Catalog layout with stakeholder committee
  • Defined security roles and required applications
  • Defined initial services needed for College deployment


What's Next: 
  • Meet with Chico State to see examples of how technicians use system
  • Upload users and account/department information and decide how to handle data not included in imports
  • Define ticket types and type categories and link them to initial services
  • Define technician dashboard and workflows for handling tickets
  • Clean up test data
Friday, February 5, 2016
Project State: