BROWN

Strategic IT Choices

Past and Future

Past Strategic Choices

• Reaching a base line of support andinfrastructure

• Catching up to our peers• “Building the plane as we fly it”• Giving priority to faculty and students• Providing robust - but not world class -

services

Future Strategic Choices

• Administrative computing focused on SIS & HR systems fornext 5 – 7 years

• Organization more team-based; less of a top-down structure• Pay attention to disruptive technologies

– Supporting small mobile devices– VoIP

• Ensure improvements in IT Security by setting expectations atall levels of the organization

COLUMBIA

Columbia University: Past/Strategic Decisions

- Use of open, free software in core AcIS systems- Lots of small servers for redundancy

- Wire University-owned apartments “in-house”- Unrestricted DHCP access

- PeopleSoft- Kerberos/LDAP for authentication/authorization

- Columbia’s jump into digital media in 1999

Columbia University: Future Directions

- Centralization/Decentralization of servers/services- Voice/Data network convergence

- Better consolidation of support and better integrationof central IT with decentralized IT (or not)

- Open source course management with in-houselearning modules and content management

- Continue university ISP/host services?- Enhanced/blended in-house and free-market services

CORNELL

Past Strategic Choices

• PeopleSoft– Project 2000 baggage

• NUBB, NetPrint• “Shoot ourselves in the foot” cost recovery

models• Napster: letting students decide• NW Registry: tying MAC to a person

Future Strategic Choices

• Use of IP infrastructure for– IPTV– VoIP

• Data center optimization– Consolidation, virtualization– Increased flexibility– Vendor agnostic: hardware diminishes in importance

• Security– Network Quarantine– Spyware, antivirus, etc.

• Mobile computing• Central file server• Participation in Higher Ed. Open Source Initiatives like Kuali

STANFORD

Stanford – IT Leaders Program

Program Participants• Tom Cramer• Tilak Dhar• Jim Knox• Nan McKenna• Bruce Vincent

Past Strategic Choices

• Client Relations and Service Focus– Operational Excellence– Software development methodology

• Business Focus– Standardized business processes and ERP’s– Find an organizational structure that works

• Technology Focus– Commodity platforms– Single user namespace– Clustered/scalable platforms

Future Strategic Choices

• Client Relations and Service Focus– Attractive and ‘transparent’ services– Client facing metrics

• Business Focus– IT Governance– Talent management– IP and DRM

• Technology Focus– Segmented network (role based)– Enterprise-leveraged research computing– Federated identity management

WISCONSIN

Past Strategic Choices• Convergence of Telecomm, Academic and Administrative

computing centers

• Strengthening Partnerships Across Campus

• Creation of service teams – emphasison collaboration

• Organizational restructuring– Creation of Academic Technology Solutions, Network Services

and Internet Enterprise Solutions

• Vendor partnerships / open source associations

• 21st century network initiative

Future Strategic Choices• Defining the DoIT CIO/ Director role• Internal Process Improvement• Security• Open source initiatives• Campus diversity• State IT initiatives