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Ron Kraemer June 5, 2007

Various audiences will have at least three expectations of the UW-Madison CIO: involvement in national issues, a force for collaboration among campus departments, and management/ leadership of more than 500 IT professionals (DoIT). How will you approach and balance these responsibilities?.

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Ron Kraemer June 5, 2007

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  1. Various audiences will have at least three expectations of the UW-Madison CIO: involvement in national issues, a force for collaboration among campus departments, and management/ leadership of more than 500 IT professionals (DoIT). How will you approach and balance these responsibilities? Ron Kraemer June 5, 2007

  2. Finding the appropriate balance will require

  3. Challenges National Issues On-Campus Collaboration Leading DoIT

  4. UW-Madison CIO Primary National/Regional Responsibilities Common Solutions Group (CSG) CIC EDUCAUSE Internet2/ National Lambda Rail (NLR) ECAR BOREAS Open Source Consortiums (e.g., JA-SIG) Northern Tier Network Consortium Vendor Relations

  5. UW-Madison CIO Primary Vendor Relationships Cisco [network equipment] Apple [IPODs, laptops, desktop systems, software, storage] Oracle/PeopleSoft [calendar, HR, student and financial systems] Dell [desktop systems, laptops, servers] Microsoft [OS, Exchange, MS Office, and more] Sun [desktop systems, servers, software] D2L [course management system] EMC [storage] Inacom [network equipment, training] Hewlett-Packard [printers, software, desktop systems, laptops]

  6. National Issues Plan Involvement Share the Workload Share the Benefits Manage Involvement

  7. ITC - Information Technology Committee The CIO’s On-Campus Relationships Chancellor’s Cabinet T4 - Transforming Teaching & Learning Through Technology Committee University Committee/ Faculty Senate IMLG - Identity Management Leadership Group Deans, Department and Unit Leaders NAG - Network Advisory Group Administrative Council MAG - My UW-Madison (MUM) Advisory Group Project Steering And Advisory Committees MTAG/CTIG/ Primary Tech Partners

  8. On-Campus Collaboration • Dependency on IT for almost all we do • 24 x 7 x 365 demand for services • High cost of new infrastructure • Accelerated rate of change • Increased risk and security threats • Lack of sustainable funding models • Erosion of trust

  9. Leveraging Enterprise Application Development and Support Components • Application Development Tools • Architecture Principles • Campus Portal • Common Interface/Connector Components • Data Management Tools • Identity Management Services • Operational Data Store (PersonData) • Security Services Leveraging Component is Highly Recommended • Backup Services • Help Desk • IT Leadership • Knowledgebase • Project Management • Storage • Training/Staff Development Leveraging Component is Desirable

  10. Leading DoIT • DoIT challenges • Shared advocacy • Service excellence • “The Broken Window Effect” • The importance of campus infrastructure • Maintaining trust

  11. IT Service Transformation • Support strategic alignment and partnered decision-making • Develop sustainable funding models • Acknowledge the strengths and weaknesses of various IT service delivery models • Build IT leadership at all levels • Encourage accountability and transparency • Work with campus to establish priorities

  12. Conversation

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