- One 'meta-comment' that has been asked sotto voce a lot and openly some is, "Who the @!%# is Will Lloyd to develop this reorganization plan?"
- My best answer is that I'm the person given the task by Dr. Sethna.
- I've said what I knew at the time all along the way. I didn't answer what I didn't know.
- Releasing version 0.5 is my attempt to be as specific as I can at this time.
- Version 0.5 is, though, an outline with lots of detail to fill in. I thought it was better to get it out early rather than wait until we had every detail in place, for three reasons:
- To let others weigh in on what makes sense and what doesn't.
- To improve communication.
- To give people something more than the rumor mill to go on.
- Subsequent versions, and the implementation plan, will supply missing details.
- Beyond that, let me know how to improve my communication. I'd like to do better.
- I've been told by Dr. Sethna that nobody will lose their job or take a pay cut because of the reorganization.
- When positions become vacant, the IT units can look at what they need and set the pay for those positions appropriately.
- I see that directory services could fit in infrastructure services. A question: shouldn't routine user account management task be delegated to the helpdesk staff, especially if the helpdeskers use scripts and templates? What do think about this?
- Yep. This is an area where a smart unified approach can offer real benefits. We have lots to gain by managing directory services well, and lots to lose by messing it up.
- The essential thing to me is that the security staff has a direct line to the President.
- Ideally, security should be a separate unit from all those it has to guide and inspect, but I wonder if we're big enough to have a separate security group. What say you?
- 'Yes' to the question, and 'me, too' to the comment.
- (On a personal, mostly unrelated note, I've never been sure why some people blame me for the FLSA affair. I served as a consultant to HR, and you could argue that my recommendations for particular positions weren't correct, but I didn't run the process. Maybe some reader of this blog can explain it to me.)
- For sure. The helpdesk should be the single point of contact, but it has to farm out the things that come to it according to who can solve them.
- On a related note: Service management administration comes under User Services in the plan, but service management itself is the shared responsibility of all techies. Somebody has to administer the software, develop and run reports, etc., but every group and subgroup will participate in the service management function.
- We need to reduce duplication and overlap to the extent possible, but the two units will and should touch. They will have to cooperate to get the job done.
- Any structure requires effective communication to work well. Communication and working together should be easier with 2 units with defined sets of responsibilities than with the system we have now, but they are no less important.
5 comments:
Will you please expand on what you mean by the term "super users"?
IT staff at lower level positions are starting to leave. It might not matter much to the upper level management but it does matter to some users. I understand that we are in a "changing world", but vague responses to questions that are very important to people does not leave a person many options. Is the reorganization worth it in the end if you are losing good IT people that provided years of service and the ones who stay will experience a "career stagnation" because they will not be able to maintain all their current skills or take advantage of future advancement opportunities. Is it your goal to accomplish the task that was assigned to you or are you restructuring IT to benefit a particular user group? It seems to me that the more I read your version 0.5 that you are pooling all IT resources to benefit faculty. At this point it would benefit all involved if you present a version with more details. We as IT individuals would like to see where each of us would fit into the new "2 unit structure". This is the kind of information IT staff want to know.
As I heard it in one of the earlier open meetings, it was implied that a "super user" was someone who was not considered IT staff, but does a "computer-heavy" job such as someone who mostly operates in Banner. Personally, I don't see how this is different than someone who spends all their time in any other application or type of work that resembles IT.
Also, the classical definition of "super user" implies "administrator" or "root user", which would not be the proper connotation in our sense, so perhaps "specialist" or (I hate this one but) "power user" might be more appropriate.
Do we need this designation in the first place? Everyone is a "user" at some level.
An academic computing environment should provide a variety of organizational approaches and levels that will meet the broad needs of academic computing.
Local Support Units are needed because they provide the software and services and respond to the special needs that continue to evolve in each discipline. As the needs of different units become more varied, the roles of local computing facilities and Local Support Units increase in importance.
An organizational structure should support important objectives:
1. more decentralized organizations that better respond to local circumstances, where most computing services are addressed;
2. more coordination among the various academic computing units;
3. central IT administration that can work closely with deans and other administrators; and
4. a spokesperson for the variety of academic computing interests.
Our services should be neither centralized nor decentralized, rather combine the advantages of each.
I am surprised by the radical change in direction that plan 0.5 moves IT at UWG. What I expected to see after the open forums and the unveiling of the doughnut analogy was a realignment of responsibilities among the disparate IT entities on campus. It has been said by the administration that they like the distributed IT model and wanted to keep it. I think IT at UWG can be reorganized without totally disbanding the college level IT units and still meet the goals stated as the reason for the reorganization. Core or enterprise services should be centralized as much as technically possible and user support should be distributed as low as humanly possible.
For example, consolidating the various servers in the distributed IT units that support non-unique functions like Windows AD, DNS, DHCP, email, anti-virus management, patch management, … Just doing these things alone would free up dollars and simplify the budgeting process; not to mention freeing up user support personnel to focus on direct support and less on the behind-the-scenes infrastructure. Very few servers should be left in the distributed IT units after consolidation barring a small number of unique platforms like RCOB MIS and CS lab systems for student projects.
The university has many individuals in staff positions other than IT who are doing IT related tasks in their departments. We should formalize that relationship and utilize them as a filter for service desk calls. Have the department with one of these individuals agree that this person would vet problems and be the focal point or funnel for communication with service desk personnel.
Frontline support personnel who have had dual roles in the past should not lose the ability to perform Directory Service support functions like creating directories on shared drives and assigning/granting permissions. These individuals should be able to do everything possible before escalating a call up the support chain.
I also think it would be a very good idea that those people who are in daily contact with the user continue to be the person the user sees when they have a problem. People want to know that even with everything that is going on their “guy” is still their “guy”.
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