OneIT Community

One IT Community

Description

This document defines a new paradigm for San Diego State University's information technology work. The paradigm builds a model based on a collaboration network that acknowledges the contributions and interdependence of information technology work performed in the University. The One Information Technology (OneIT) Community network extends structural changes that began eighteen months ago that led to the creation of the University’s IT Division.

The model was created after rigorous research, which included more than 80 hours of meetings with campus stakeholders including academic leaders in colleges, information technology personnel, administrators, select faculty, and the newly formed OneIT Community working Group.

Guiding Principles for the Development of the OneIT Community

The creation of OneIT Community was driven by a set of guiding principles that aided development and will be essential considerations for effective implementation.

Focus on the Work

OneIT’s focus is to build from the current IT work being conducted on campus that is serving the needs of students, faculty, and staff. The goal of OneIT is to find synergies to enable the improvement of SDSU’s IT infrastructure and services. These services are the foundation for meeting our “customer” needs, including the students, faculty, and staff of the campus.

Change, Evaluate, and Change

The model's implementation necessitates "agility," since it is impossible to create a system that addresses all important operational problems, and not all of the improvements made will produce the desired results. The implementation will aggressively embrace evaluation and will use this input to make course corrections when necessary.

Work Locally and Think Institutionally

The model recognizes the critical importance of the work being done in the colleges and academic units to support instruction, research, and operations. That local identity and the network of relationships are the foundation for having more strategic conversations about the value that IT can bring to the institution. When we work on a local level, it's also important to make sure that individual projects support operational priorities and that these solutions are in alignment with the University’s security and CSU policy obligations.

Leverage Existing Investments in Personnel and Infrastructure

The model is based on a financial assumption that it is critical for SDSU to maximize existing investments in order to achieve the IT work that is needed. The model does not anticipate a significant increase in IT staff, making successful collaboration and sharing of resources critical.

Innovate to Address Gaps

The model embraces the need to innovate to develop new approaches to create solutions for gaps in current information technology infrastructure and services. Two particular gaps have been identified whose resolution is needed to help reach SDSU strategic planning goals: IT support and coordination in support of faculty research endeavors, and the development and enhancement of IT infrastructure on SDSU campuses in Imperial and Mission Valleys.

The OneIT Community will be built on four pillars:

  1. Each college/academic unit will have a OneIT Community Lead.

  2. A new IT Information Exchange will be developed to facilitate weekly information sharing on major IT initiatives and projects.

  3. A new leadership role will support operational and intellectual engagement with academic IT personnel.

  4. We will establish new quarterly meetings between academic leadership and the IT Division to help improve strategic coordination about long-term faculty instructional, research, and outreach needs.

Goals

  1. The need to improve understanding of academic units’ technology work, as well as to proactively advise key stakeholders on significant initiatives and technical guidance for infrastructure and services from the IT Division.

  2. Improve communication through the creation of a new weekly one-hour meeting called be the SDSU IT Information Exchange. The aim of the forum is to facilitate a technical understanding of IT work, improve cybersecurity, major initiatives, and upcoming initiatives. The IT Information Exchange also creates a weekly touchpoint to discuss any questions regarding the model or emergent service or infrastructure needs.

  3. Create additional opportunities for the leadership of academic units to meet on a regular schedule with the Vice President for IT. Quarterly meetings between a given college’s Dean, the VPIT, the OneIT Community Lead for the unit, and the Senior Director for the OneIT Community are recommended (individual to each college). These meetings will help address three objectives: Ensuring the model is being implemented and achieving desired results. To create an opportunity for a discussion focused on the college/academic unit; and to review a set of standard reports for security and CSU policy issues.

RACI Chart

Task Accountable Responsible Consulted Informed
1. Past work Completed J. Sheehan -- -- --
2. Establish a connection with the 10 OneIT Leaders M. Trotter -- -- --
3. Build a structure for Information Exchange M. Trotter -- -- --
4. Create regular meetings with OneIT Leaders M. Trotter M. Brown
M. Figueroa
A. Gonzalez
G. Koyamatsu
B. Lenz
C. Leong
G. Martin
W. Nguyen
J. Owens
J. Petreikis
-- --
5. Create a monthly meeting with OneIT Leaders and ITD Senior Leaders M. Trotter M. Brown
T. Chung
M. Farley
M. Figueroa
R. Fitipaldi
J. Frazee
A. Gonzalez
E. Hodge
G. Koyamatsu
B. Lenz
C. Leong
N. Linson
G. Martin
K. McKelvey
K. Narayanan
W. Nguyen
J. Owens
J. Petreikis
J. Sheehan
C. Winrow
-- --
6. Hold small group meetings with each of the 10 OneIT Leaders and their teams M. Trotter M. Brown
M. Figueroa
A. Gonzalez
G. Koyamatsu
B. Lenz
C. Leong
G. Martin
W. Nguyen
J. Owens
J. Petreikis
-- --
7. Establish dates and times for Quarterly IT Senior meetings for the 10 Colleges J. Sheehan M. Trotter -- --
8. Develop a plan to understand the “work” in each academic area M. Trotter M. Brown
M. Figueroa
A. Gonzalez
G. Koyamatsu
B. Lenz
C. Leong
G. Martin
W. Nguyen
J. Owens
J. Petreikis
-- --
9. Develop “timekeeping/tracking” process for scheduled time off M. Trotter M. Brown
M. Figueroa
A. Gonzalez
G. Koyamatsu
B. Lenz
C. Leong
G. Martin
W. Nguyen
J. Owens
J. Petreikis
-- --
10. Develop hiring process using the “Work Assessment” as part of the model M. Trotter M. Brown
M. Figueroa
A. Gonzalez
G. Koyamatsu
B. Lenz
C. Leong
G. Martin
W. Nguyen
J. Owens
J. Petreikis
-- --
11. Identify projects that can be staffed from resources across the IT Community M. Trotter M. Brown
M. Figueroa
A. Gonzalez
G. Koyamatsu
B. Lenz
C. Leong
G. Martin
W. Nguyen
J. Owens
J. Petreikis
-- --

Milestones

  • On-going development of communication points – distribution lists, use of Slack, inter-college connections
  • Information Exchange Assessment of Value – Survey and feedback
  • OneIT Leadership Meetings – Frequency and content
  • Monthly College level meetings – Meet with staff in each Academic area
  • Integration of OneIT Leaders and ITD Leaders – Development of working relationships and connections across all 20 individuals
  • Build “work” focused model of the variety of work – use RACI Model to identify work types and time commitments in each area (Academic and ITD Division)
  • Integrate Academic and IT Division Hiring/Staffing – Use “Work Assessment” as part of hiring model

OneIT Community Updates

Loading Feed