Introduction
The computing environment at the University of Florida is a very large and diverse community that was formed within the existing political and funding entity boundaries of the last 30 years. Many factors have contributed to the continued separation of those computing centers and until the last few years they were able to coexist with some degree of success. The advent of new technologies has put great pressure on the university to find a way to bring computing groups closer together, cooperating and collaborating so that the communications required in today's computing environment are possible.
There are at least three models that could be embraced to accomplish this goal: complete centralization, the status quo, which is a distributed model, or a blend of central and distributed. I believe that for the near future it is best for the university to take a blended approach and take advantage of the current structures, using their strong points and weaving them together in ways that engender new synergies. These creative forces harnessed together within a central leadership can forge a team that will continue to make the University of Florida a leader in information technology. This approach will not take us too far down a path that might not allow reasonable recovery; instead it provides us a stepping stone to other solutions in the more distant future. The missing piece in this blended approach is an organization whose responsibility it is to coordinate and facilitate bringing existing entities together. This document presents a plan for the creation of an organizational structure that can investigate issues, coordinate efforts and implement projects. All of these problem-solving aspects are vital. There must be a global perspective that guides our development. The organization that provides this vision and perspective must identify the obstacles that prevent the university from transcending traditional department boundaries. This organization must also have the resources to form teams within its own staff and to bring resources together from existing departments to form project teams, when appropriate, to accomplish tasks that are global in nature. Currently, individual departments are managing systems and projects with campus-wide implications. The lack of coordination and communication prevents other departments from taking advantage of and benefiting from those efforts. In many cases, it is an inappropriate drain on the resources of the departments who do the work. We need to have in place a group that can perform these tasks and make the results generally available campus-wide. This proposal will identify some of those systems and propose a structure for providing the resources necessary to accomplish the tasks.
The task-oriented group will be known as the CIO Managers of Projects. The CIOMP is crucial to the success of the initiatives outlined in the strategic plan. These project managers are the hands that get the work done when new ideas are identified and when new requirements are mandated.
The university also has computer networks that have evolved in a very distributed pattern that complicates communication to the point of surrender. We cannot, however, surrender. We must find a way to bring the networking intelligence on campus together into a single functioning force without disturbing the services currently provided. Over and above that, there are units that need to have support provided for them, and we need to provide that service.
We need to ensure, as much as is humanly possible, the security and stability of the network. We want our data networks to be as reliable as our telephone networks; there must always be a dial tone. This proposal provides a central network service where needed. It also provides flexibility for those departments whose needs exceed what can be provided as a general service. In addition, it will consider ways to improve the security and stability of the network.
The university has identified the web as the preferred method of delivery for student and administrative information. To achieve that end we need a cohesive and user-friendly web presence. Students and staff must be able to perform their daily tasks using university data in a seamless and sensible working environment. The web should be a tool to increase productivity not cause frustration and anxiety. In addition, the data that are required for decision making should be accessible to all departments in a way that works best for them at their location. This plan provides for the collection and dissemination of those data.
The physical computing environment at the University of Florida needs a centralized plan for management and procurement. Standards need to be considered and procurement plans should be employed so that we can significantly improve the state of our systems. Moreover, our facilities management systems are fragmented and non-compliant with each other. This, among other things, makes it difficult to implement a single physical security system for the campus.
As we progress and gain experience working together, we will need to reassess the issues addressed in this proposal. If we do that reassessment with cooperation and collaboration, we will have a much better chance of success.
The computing landscape will change dramatically in ways that we cannot predict. Nevertheless, we have the people and the resources here at the university to accomplish any tasks given to us. As long as we remain flexible and capable of handling these changes proactively, we can remain a leader in the computing world as we know it today and the information technology world of tomorrow as well.
In conjunction with developing the mission and focus of the Office of the Chief Information Officer, the following items are top priorities in the near future:
- 24 x 7 Secure, Accessible Network
- Training
- Technology-Supported Instruction and Research
- Technology-Based Administration
- Physical Infrastructure Support
These items represent critical areas in aligning the technology strategy of the university with its teaching and research missions. Successful planning and implementation in these areas, combined with improved inter-unit communication and cooperation, will help ensure that the university continues in its position as a leading academic teaching and research institution.
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Chapter I |
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