Information Systems and Computing
University of Pennsylvania
1997 FOCUS OBJECTIVES
Mid-Year Review
February 19, 1997
Progress is reported on ISC's 1997 focus objectives--along with open issues and changes to course.
NETWORK INFRASTRUCTURE
1. Network reliability and ubiquity. Continue to upgrade PennNet to improve reliability and performance. Increase off-hours coverage of the network as part of rethinking ISC's operations functions.
Over 3,000 network connections have been added in residence halls, faculty labs and offices, and elsewhere. Plans are underway for 6,000 more connections in the Quad, BRB #2, IAST, Towne, McNeil, Music, and Williams, and GreekNet buildings. Penn's high-speed modem pool was increased by 128 lines.
An upgrade to the central routing core allows for 100 megabyte service and improves reliability. A network database (CAMBIO) was purchased and a network management system (Spectrum) deployed. Email directory was improved.
Penn continues to rethink its strategy for remote access to PennNet. Recommendations will be announced in mid-March.
Issues
Still slated for 1997, with staff departures making progress difficult: Upgrade PennNet Authentation System (PAS) to allow it to work with industry standards (perhaps Kerberos) so that more network applications can use a common authentication mechanism.
Changes to course
No immediate plans to expand off-hours coverage of the network, on the recommendation of Penn's proto Network Public Utility Commission, which finds off-hours coverage satisfactory. Network staff, however, are feeling the burden of the current practice of mandatory overtime.
ISC Executive Director of Operations and ISC Executive Director of Network Operations were established as separate positions.
CORE ADMINISTRATIVE SYSTEMS
2. University restructuring. With the Provost and Executive Vice President, engage the Penn community in priority setting for the next generation of information systems and technology in support of administrative restructuring. Move the new Financial Management Information System (FinMIS) and its infrastructure into steady state. Add new data collections to Penn's Data Warehouse; put in place a range of access tools (Web front-ends, "canned" reports, analytical tools).
A. Administrative System Plan
A first version of a three-year plan for systems and information to meet campus administrative needs has been developed. It is based on Penn's Agenda for Excellence, five-year strategic plans, and principles-based architectures.
Issues
Funding and priority-setting discussions are ongoing.
B. Management Information
Financial balances from the General Ledger were added to the Data Warehouse.
Financial Data pilot team is helping tailor the new data and the software tool for querying it. Business Objects selected as query tool for financial data, after a review of the current market. First Web application for financial data created for the Data Warehouse.
C. FinMIS to steady state
University business is being conducted as required. Plans to resolve each open operational issue have been, or will be, developed. Some business practices are strikingly faster. Purchase orders, for example, which used to take 3-17 days to reach vendors, are now in vendors' hands within two hours.
Issues
Significant effort remains in regard to reporting, training, end-user support, and appropriate resource levels in both schools and central units. The next major restructuring effort will need to draw on lessons learned in regard to change management across the University.
3. Disaster recovery. Begin putting in place a working environment for the recovery of core administrative systems and network infrastructure in case of disastrous damage or loss--and for avoiding disasters in the first place.
Sungard Recovery Services, Inc. has been selected to provide off-site disaster recovery for critical systems maintained by ISC. A final agreement will be ready in February for review by Penn's senior management. The agreement will include recovery capability for the Financial Management Information System, the Student Registration System, and the production MVS environment. Additional platforms will be added in the future. The Library has declined to participate because it intends to leave ISC's mainframe in September 1997.
Sungard's recovery site is located at 401 Broad St. The first off-site recovery test is scheduled for mid-March.
LEADERSHIP
4. New learning spaces. Conceive and develop new kinds of classrooms and join them with public computer labs and libraries in a more coherent and functional system. Work with the Provost, the campus-wide process team, the Office of Student Information Systems, the schools, and the Provost's Classroom Committee in this effort.
This computing restructuring pilot has moved beyond the pilot stage--with progress in a number of areas:
Seven of nine eligible schools and units participated this year in the matching-fund program that helps public-access labs replace their computers on a four-year cycle. ISC contributed $125,000 in matching funds.
Public-access labs agreed to adhere to ResNet standards for networking software. Maple was installed in all suitably equipped labs frequented by undergraduates. Math Department faculty report that the student experience in public-access labs this year has been favorable.
All public-access labs participated in a Web listing that includes location, hours, equipment, printing, and Maple-readiness--with links to more detailed information on software and access policies for each lab.
A Web site highlights the progress of the Provost's Classrooms Committee and offers visual details about technology in central-pool classrooms. (http://www.upenn.edu/computing/classrooms/index.html )
The Provost has tentatively approved the funding of a Classroom Technology Services (CTS) group within ISC's Academic Computing Services. That group will provide technology support for Penn's central-pool classrooms. ISC will fund the initial trial (calendar year 1997).
Issues
The Provost's commitment to ongoing funding for CTS staff is required. Funding of equipment upgrades and replacements in central-pool classrooms remains to be addressed.
Ongoing collaboration with SAS and SEAS is essential to the effective support of central-pool technology classrooms and the faculty who use them.
ISC needs to work more closely with Acquisitions Services as that organization finalizes its equipment leasing program.
ISC will continue working with public-access lab managers to commit them to keeping their lab data up to date.
Investigations continue for piloting an innovative new learning space.
5. Standards and architecture. With the Penn community, continue developing standards, with an emphasis this year on software distribution, client/server e-mail, policies for electronic privacy and use, transition to the Windows95 operating system for desktop computers, and working with Purchasing to make wiser use of fewer vendors for desktop computers. Launch a campus-wide coalition to track and pilot emerging technology, to position Penn to make wise investments and decisions.
Desktop standards: Annual review and update of campus standards for desktop computing hardware and operating systems on target for 4/1/97 release.
Network architecture: Refocusing efforts to four areas. A campus strategy for the first area--remote access to PennNet--will be announced by mid-March. Three additional areas will be addressed: single sign-on and user authentication, authorization to use the network, and campus LAN strategy. Two campus-wide teams are consolidating to do this work--the Network Architecture Task Force and the Distributed Computing Task Force. For details see http://www.upenn.edu/computing/isc/networking/planning.html
Client/server email: Penn's Email Task Force is developing campus standards.
Electronic privacy and use: ISC is facilitiating discussions among the Communications Committee and Offices of the Provost and General Counsel to resolve concerns about the current draft of the Electronic Privacy policy.
Acceptable Use Policy: To be reviewed by University Council in February for approval. Goes next to the Provost or President.
Web security: A Web security "building block" has been developed as part of several administrative applications. This ISC-supported product has been incorporated into Web applications developed by several schools.
Windows95: Formation of Windows95 special interest group within the PCNet group is pending.
Leveraged buying: ISC is participating in efforts by Acquisitions Services to seek better deals from fewer vendors of desktop computers.
Issues
Software distribution: Strategies on hold pending reorganization of the Distributed Computing Task Force. (see http://www.upenn.edu/computing/isc/networking/planning.html)
Other emerging technologies: No progress on efforts to launch a campus coalition to track and pilot emerging technologies such as Java, videoconferencing, and teleconferencing.
6. Synergies with HUP and Telecom. Explore synergies with University of Pennsylvania Health Systems (UPHS) and University Telecommunications to achieve a more technologically and administratively integrated network for voice and data. Work with UPHS as it gives its members access to PennNet. Help Penn's and UPHS's telecommunications groups conduct a joint feasibility study to see if Penn can save money and improve telephone service by investing in "switch" technology.
Bids are due in February for a joint new telecommunications system for Penn and HUP. The Penn and HUP telecommunications offices will make a decision by summer. There are three options: 1) stay with current Centrex technology, 2) invest in switch technology to be run by Penn/HUP 3) outsource a switch.
ISC is exploring joint opportunities with HUP's new CIO. White papers will be developed. ISC is also documenting the costs of HUP's use of Penn infrastructure.
Issues
The proposed new switch is digital, essentially a big computer. Potential synergies with Penn's and HUP's telecommunications offices exist.
HUP continues to expand its infrastructure into Penn buildings. This could present security problems (for HUP) by allowing users to bypass HUP's firewall.
SERVICES
7. Penn Web. Help Penn make effective use of the Penn Web as a primary medium for information and services at the University. Focus on the structure and governance of the Penn Web, help for providers of information, and improvements to the software interface. Put in place an editorial function for official Penn pages.
Web Team in place. Covers four major subprocesses or "streams": Content/structure, Server/platform, Support for providers of information (POI), and Research and development. Governance working smoothly so far.
Target date for rollout of new structure/design is mid-March. Review of current Web structure largely complete. Included highly successful Penn Web survey (Results at: www.upenn.edu/computing/web/webteam/survey/index.html ).
A Web-providers' newsgroup, mailing list, and interim Web site have been established. Testing of authoring tools is underway (in conjunction with the Medical School Web program) with the goal of recommending one or more for use at Penn. A generic CGI script is available and an expanded CGI script capability is being investigated. Penn Web Minder, a service to allow users to specify pages about which they can be automatically notified of updates, is nearing rollout. This service can be applied to calendar views.
Evaluation of WWW server software continues. ISC Network server consolidation is complete. New search engine selection is nearing completion. In addition, an extended Penn search interface with better documentation, examples, etc. will be developed. A selection of alternate search engines will also be offered. Public kiosk evaluation is on the back burner for the present.
A group of campus developers interested in Web/database issues met and has formed a mailing list. Oracle vendor presentation pending. A "layman's terms" guide to Penn data principles for Web providers has been outlined.
Penn's information security officer will convene a group to track the course of Java security issues and articulate Penn policy on Java security.
The process for handling e-mail addressed to "webmaster" has been redesigned, relieving the webmaster of some load and assisting development of the editorial function of the Web Team. Other features implemented to date include link checking software that notifies page authors of broken links and redesigned user messages that explain unsuccessful link attempts.
Issues
Many people around campus ask for help developing Web applications and databases. Does ISC have a business opportunity there?
Availability and reliability of student HTML coding, CGI scripting, and Java/javascript programming.
8. Networking for instruction. Improve network services in support of instruction, in conjunction with the schools. Technologies such as email and listservs, MOO, Netnews, private conferencing, and the World Wide Web, for example, can simplify (and sometimes change the nature of) class discussion, distribution of materials, office hours, quizzes, etc. Leverage developments across schools.
ISC's class list service has been expanded in scope and function and in the number of schools and faculty who participate.
A Web site, Facilitating Faculty/Student Collaboration on the Internet, is under construction. An early version can be seen at www.upenn.edu/computing/help/collab/
ISC is participating with SEAS and SAS to pilot private conferencing systems over the Web.
Penn has joined the NLII (National Learning Infrastructure Initiative) to track electronic and distance education efforts at other institutions, collaborate where appropriate, and take advantage of products and learnings.
Issues
Classroom Technology Services and ISC Networking will work to refine the process for reporting and resolving network problems in central-pool classrooms.
9. Piloting Penn's new model. Take steps to restructure ISC in line with Penn's new model for computing services. Work with ISC customers, pilot teams, and the Computing Restructuring Steering Group.
A. Network as a public utility: Set up a network governing board, or "Public Utility Commission," and aid the PUC in its first task---developing a more strategic chargeback structure for use of the network.
A "proto" PUC has been established. (Core members: Ira Winston, Gerry McCartney, Mike Palladino--with guidance and oversight from the Computing Restructuring Steering Group.) The proto PUC has documented central infrastructure services and costs. It has opened the networking books to the Steering Group--including a projected five-year budget and associated assumptions.
The next step is to develop a more strategic billing metric for use of the network. Another next step is to establish a bounded set of service agreements for network connections, meet with clients whose service agreements are currently exceptions, and eliminate cross-subsidies.
Issues
A new billing metric won't take effect until FY'99.
ISC's projected five-year networking budget is balanced on the basis of assumptions that will require approval. As a first step, the assumptions have been vetted by the proto PUC and by the Computing Restructuring Steering Group.
B. Services for providers of computing: Move ISC out of general frontline support (except on a contract basis). Reconceive ISC's portfolio of services for providers of computing in the schools and units--and put in place organizational and funding structures.
Principles and funding strategies have been elaborated for services for providers of computing. Three areas are targeted for further exploration. A workgroup will be launched in the first area--training for providers of computing. To deal with the second area--access to ISC experts--a service-level agreement "convention" of campus providers of computing is proposed. In the third area--aggregated buying power--the pilot team is working with Penn's Computer Commodies Buying Group, which is seeking better deals on desktop computers. Details can be seen at www.upenn.edu/computing/restruct/pilot/local/
These efforts are based on Penn's new model for computing services--in consultation with the Computing Restructuring Steering Group and other support-provider constituencies. Facilitated planning sessions were conducted, for example, with the Small Schools Group (2), the Super User's Group (2), and other restructuring pilots. Feedback sessions were conducted with support providers in Penn's larger schools (SAS, Engineering, Wharton, with Medicine pending).
Issues
Broad cross-ISC dependencies in regard to the proposed service-level agreement "convention." (AIT, DA, Networking, Training, CSG, ACS)
C. Service bureaus: Seek business opportunities and develop formal business plans in at least two areas: contract support-on-site and contract facilities management of computer systems. Provide support, for example, to the evolving system of support-in-residence for undergraduates.
With a business plan for contract support-on-site near completion, this restructuring pilot will soon be moving to steady state. The pricing model for support-on-site is undergoing final review. Marketing and account administration details are not yet finalized. Current engagements have been analyzed for lessons learned. Details can be seen at www.upenn.edu/computing/restruct/pilot/primary-support/
Support-on-Site continues to expand. Contracts are in place at four sites serving 1500 clients and engaging eight ISC staff. Three additional staff positions are in the works, one posted for a new client site, and an additional two positions requested by an existing client site. Five additional positions are planned for another new client organization, pending funding approval, and early discussions are underway with two additional School sites.
Issues
Not enough staff to keep up with demand for existing on-site services (needs analysis, full-time staffing, and on-demand dispatch services).
Business plan for contract facilities management is delayed. Replacement to be named to manage ISC's contract services in this area.
Changes to course
A new pilot--Dispatch Services---has been launched to investigate the feasibility of selling on-site computing support on a fee-per-incident basis. Services might include things like installation, configuration, and trouble shooting for hardware and software; file recovery and translation; system optimization; Web application design; Data Warehouse reporting.
Customers could contact a dispatch service bureau and know that their problems would be diagnosed with knowledge of the Penn's networked computing environment and supported products. Where a hardware repair problem is encountered, a coordinated hand-off could be made to University-approved vendors.
Phase I: Investigate the market. Gauge campus interest. Consult forums like the Super Users Group and the computing center directors to identify needed services and estimate volume. Limit initial investigation to on-campus offices.
Phase II: If markets exist, construct an initial portfolio of services--with operations plan, costs and pricing.
D. Linking help desks: Link campus help desks by deploying Apriori problem-tracking software that tracks problems and resolutions. The initial implementation will include the School of Arts and Sciences and Information Systems and Computing.
This restructuring project is moving from pilot to steady state:
The Apriori problem-tracking system is now in use by the Customer Services unit of Arts and Sciences Computing and across ISC's Client Services Group (formerly CRC and First Call). Other campus groups have expressed interest in deploying the software: Support in Residence, School of Medicine, Telecommunications, University Life, and School of Engineering. Details can be seen at www.upenn.edu/computing/restruct/pilot/helpdesks/
An ongoing funding, organizational, and service model is under development, for approval by Penn's Computing Restructuring Steering Group. Cutover from the old tracking system is complete except for Network Maintenance.
Information on 45,000 PennCard-eligible faculty, staff, and students has been loaded to the Apriori system. An automated weekly update is in place. The generic extract from Penn's "People" Database now includes affiliation data for faculty and staff.
The team designed a basic format for problem resolution documents and entered or wrote almost 400 documents. It reworked keyword lists and overall structure of the documents to reflect current best practice within ISC.
The Apriori server was installed and configured and additional disk space has been added to the parallel test server.
Issues
Identifying costs of managing the server (ISC Operations and Software Engineering)
Rollout for more comprehensive use in other ISC units (DA, Network Maintenance)
Identified need for focused attention on document quality (ISC Comm Group)
SOLID FOUNDATION
ISC will continue to sustain--and improve--basic infrastructure, systems, and services. Significant effort will go into strengthening the network, modifying current systems to meet regulatory requirements and the date demands of the 21st century, and supporting products through their life cycles. ISC will implement registration as the next component of Penn-in-Touch, for example, conduct a pilot of electronic graduate admissions, modify the Gifts System to meet date demands, and analyze the date requirements of the Payroll System.
Penn InTouch: Advance registration and drop/add functions added. This continues to be an enormously
popular student system.
ExpressApp: Piloted this fall by Biomedical graduate studies. This
new system allows people to apply for admission to the
University via the Web--and to track the associated
documents.
Position Inventory: Feasibility studies have begun for an interim Position Inventory
application. It will leverage Pillar, Payroll and the Data Warehouse
in support of Penn's proposed goal of rationalizing
staffing levels.
Research Services: As part of ongoing efforts to restructure Research Services,
opportunities for quick improvements
in processes and information have been identified.
PennCard: Digital photo capabilities were added to PennCard. Work is ongoing
to define requirements for a new campus identification card (smart
card) expected for Fall '97. Selection of an appropriate partner
is in progress.
Year 2000: Activities continue with focus on Payroll, Gifts, and SAM.
Payroll: Benefits redesign and the University-wide PIQ process are driving significant changes to the Payroll System with tight timeframes in FY '98.
Issues
Maintaining the installed base while supporting new initiatives is a growing challenge. Available resources have not grown but the size and complexity of the installed base continues to expand--as does required support for new
business opportunities and restructuring efforts. Long-term funding models
for both infrastructure and applications need to be reexamined.
isc
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