3. Customer Service
Communication, Collaboration, Partner
Teach, Train, Educate
Business Leader
Technical/Analytics/Business Intelligence
Articulate Business Processes
Translate Innovative Solutions
Strategist
Leading Change Agent
Project/Program Management
Graduation/Transfer/Certificate = Student Success
WHAT IS… A CIO?1.
4. Different Skill Set
Corporate CIO (increase revenue)
CCC CIO (balance FTES)
Management of Variables
State/Federal Regulations, Governing Board
Bargaining Units (faculty, classified, student)
Governance (shared, governance board, etc.)
Contrasting Factors
Corporate CIO: more budget, less bureaucracy
CCC CISO: more bureaucracy, less budget
Decision Point: Economic impact vs. Social Impact
What is Your Point?2.
CCC vs. Cooperate CIO
5. Cabrillo Community College District
Chabot-Las Positas Community College District
Contra Costa Community College District
Foothill-DeAnza Community College District Hartnell Community College District
Marin Community College District
Monterey Peninsula Community College District
Ohlone Community College District
Peralta Community College District
San Francisco Community College District
San Jose-Evergreen Community College District
San Mateo County Community College District
West Valley-Mission Community College District
Bay Area Community College Districts
7. What do you want me to do?3.
Fix it - Fix it Now
INSTRUCTIONAL , ADMINISTRATIVE, INFRASTRUCTURE
Blame Service Units
Backlog of Service Tickets
Project Failure
Implement w/o Knowledge
Baseless Assumptions
Create long-term problems / re-work
Innovate
Help services unit develop business
processes
8. Innovation
Project Risk
Overworked Resources (conflict)
Create long-term problem (re-work)
Educate
Continuous Improvement
Project Constraints
Time vs. Budget vs. Scope/Quality
Organizational Maturity
Budget
Time Quality
Assumptions
Environmental Factors
Start FinishProject Timeline
Scope
9. Help Develop Organizational Maturity
Start Finish
Project #2 Timeline
Start Finish
Project #3 Timeline
Organizational Maturity
Project #1 Timeline
Start Finish
1/3 of Implementation Time
Help Units w/Business Processes
10. Why is this important?4.
Assessment of Blind Spots (IRE)
Resources
Human
Financial
Execution
Project Management
Infrastructure
Hardware
Software
Identify, Determine, Realize, Devise, Implement
11. Student ID Conversion Project
C A L V I N M A D L O C K
Example Projects
Achieving Readiness for
“Disruptive” Technology
Changes
5.
Accreditation Standard III C Project
Project Network Upgrade Project
Student Financial Aid Project
12. Student ID Conversion Project
Problem:
Address California SB 25 - Law on use of SSN
Challenge:
• Prohibits publicly posting or displaying
• Prohibits printing on any card required to
access products or services
• Prohibits encoding or embedding in or on a
card or document
Resolution:
• Implemented in less then 72 hours (without a glitch)
• Planned for one year
13. Accreditation Standard III C Project
Problem:
Adhere to ACCJC Recommendation #2.d
Challenge:
• Administrative and Instructional computing
should be equally addressed
• Dialogue must produced impartial priorities
• Provide transparency with implementations and
budgetary needs for technology
Resolution:
Satisfied ACCJC Requirement by the development
and execution of a Campus Computing Lifecycle
Methodology (CCLM)
15. Project Network Upgrade Project
Problem:
Existing legacy network reached beyond
end of life
Challenge:
Slow network traffic and sluggish file access
with expired support contracts resulting in
costly repairs and unpredictable uptime
Resolution:
Upgrade completed with less than 15 minute of
unscheduled downtime. Utilized internal project
management SDLM while partnering with sound
trusted network migration vendor
16. PERALTA COMMUNITY COLLEGE DISTRICT DEPARTMENT OF INFORMATION TECHNOLOGY
System Development Lifecycle Methodology
Step 1
Project Charter
Initialization &
Planning
Business Process
Overview
Project Work Plan
•Business Process &
Requirements
•Fit/Gap Report
•Process Mapping
Quality Assurance (QA)
Deliverable Report (sign-
off)
Step 2
Develop Preliminary
Prototype
Prepare Technical Plan
Apply Functional
Specifications
Develop Preliminary
Test Plans
Quality Assurance (QA)
Deliverable Report (sign-off)
Analysis & Design
Architect System
Infrastructure
Technical Design/Plan
• Work Breakdown Structure (WBS)
• Data Conversion
• Customization/Retrofit/Construction
• Detail Configuration & Setup
Expand Prototype
Develop Final Test Plan
• Build Test Scripts
• Develop Training Material
Quality Assurance (QA)
Deliverable Report (sign-off)
Step 3
Develop/Configure/Execute Test/Train/Monitor
Validate/Update Infrastructure
Conduct Testing Processes
• Unit Testing Process
• Integration Testing Process
• System Testing Process
Functional Testing Process
Performance Testing Process
• User Acceptance Testing Process
Validate/Develop Cutover Plan
Provide End User Training &
Documentation
Quality Assurance (QA)
Deliverable Report (sign-off)
Step 4
Deploy/Optimize/Clo
seout
Develop Contingency Plan
Prepare Production
Environment
Execute Deployment Plan
Validate Cutover (go/no-go)
Validate Cutover (go/no-go)
Quality Assurance (QA)
Deliverable Report (sign-off)
Deploy/Implement
Training & Knowledge
Transfer
Warranty Period
Step 5
17. Student Financial Aid Project
Problem:
Student Financial Aid module running on
legacy end of life system
Challenge:
Migrate from legacy system to existing ERP system
after three failed attempts from previous
administrations
Resolution:
1st to implement student financial aid for
multi-community college district in California
utilizing Oracle/PeopleSoft. Nation wide search
to partner with trusted vendor with capacity to
deploy
18. Comparative Statistics
Pell Awards Disbursed
Per Campus
Pell Awards Disbursed
9/5/2013
Pell Awards Disbursed
9/5/2014
% Change in
Disbursement From
Prior Year
Alameda College 459 896 95%
Berkeley City College 560 1047 87%
Laney College 895 1829 104%
Merritt College 294 1032 251%
GRAND TOTAL 2208 4804 118%
400 600 800 1000 1200 1400 1600 1800
896
1047
1829
1032
459
560
897
2942013
2014
Alameda College
Berkeley City College
Laney College
Merritt College
GOOD MORNING, MY NAME IS CALVIN MADLOCK AND I AM THE ASSOCIATE VICE CHANCELLOR OF INFORMATION TECHNOLOGY AT PERALTA COMMUNITY COLLEGE DISTRICT IN THE SAN FRANCISCO EAST BAY, OAKLAND CALIFORNIA.
I AM RESPONSIBLE FOR THE TECHNOLOGY VISION - WHERE I REPRESENT A TEAM OF PROFESSIONALS LED BY A DIRECTOR OF TECHNOLOGY SERVICES (RESPONSIBLE FOR A “BEST OF BREED” NETWORK INFRASTRUCTURE, HELPDESK & DESK TOP SUPPORT, HARDWARE MAINTENANCE, VOICE COMMUNICATION, DATA SECURITY), AND A DIRECTOR OF ENTERPRISE SERVICES (RESPONSIBLE FOR APPLICATION PROGRAMMING, SOFTWARE MAINTENANCE, SYSTEMS ANALYSIS & DESIGN, PROGRAMMING INTERFACES, AND A PEOPLESOFT ERP SYSTEM).
COLLECTIVELY, WE ARE RESPONSIBLE FOR PROJECT IMPLEMENTATION, ALONG WITH THE SAFETY, SECURITY, PROTECTION, PRIVACY, AND DATA INTEGRITY FOR STUDENTS, STAFF, FACULTY AND ADMINISTRATORS. WE DIRECTLY PROVIDE SERVICE DELIVERY FOR 4 DISTINCT SERVICE UNITS: IN ADDITION, WE PROVIDE OVERSIGHT FOR CAMPUS LOCAL AND WIDE AREA NETWORKS, ALONG WITH ACADEMIC “CLASSROOM” INSTRUCTIONAL EQUIPMENT.
DR. JOSE ORTIZ, IS THE CHANCELLOR AND WE GOVERNED BY A 7 MEMBER BOARD OF TRUSTEES AND PLUS 2 STUDENT TRUSTEES.
BY ANSWERING ALL THESE QUESTIONS TODAY AND SHOWING YOU A FEW EXAMPLES, I HOPE YOU GATHER AN APPRECIATION ON HOW THE INSERTION OF GOOD PROJECT MANAGEMENT PRINCIPLES AND PROVEN METHODOLOGIES CAN LEVERAGE INTERNAL AND EXTERNAL RESOURCES – DRASTICALLY REDUCING THE ANARCHY SURROUNDING “DISRUPTIONS” IN DIGITAL TECHNOLOGIES FOR HIGHER EDUCATIONAL INSTITUTIONS, SPECIFICALLY CALIFORNIA COMMUNITY COLLEGES.
EXPECT TO GAIN VALUABLE INSIGHT ON A SET OF TOOLS AND LESSON LEARNED OBJECTIVES ON HOW TO AVOID PITFALLS IN PROJECT IMPLEMENTATIONS, AS WELL AS MOVING YOUR IT DEPARTMENT AND BUSINESS UNITS FROM A REACTIVE COST CENTER TO A PROACTIVE INNOVATIVE FOURCE WITHIN ONE TO TWO YEARS. LISTEN TO HANDS ON EXPERIENCE ON HOW TO ACHIEVE CLARITY OUT OF CHAOS WHILE BUILDING TECHNOLOGY READINESS FOR TRANSFORMATIONAL CHANGES WITHIN CCC’S.
(STORY OF A STUDENT)
PERHAPS, MANY OF YOU ARE HERE TODAY IN HOPES OF BECOMING A CIO? SOME OF YOU ARE ALREADY CIO’S, YOU MIGHT WORK FOR A CIO, A VENDOR WHO WORK FOR A CIO OR WANT TO KNOW WHAT TO LOOK FOR CONCERNING A CIO. MAYBE YOU ARE A CHIEF INSTRUCTIONAL OFFICER, IN ANY CASE WHAT IS A CIO. WHAT IS YOUR PRODUCT? WHAT ARE YOU SELLING?
IN ESSENCE YOUR INTELLIGENCE IS YOUR PRODUCT. YOUR WISDOM & KNOWLEDGE IS YOUR PRODUCT. HOW WELL ARE YOU ABLE TO COMMUNICATION AND IDEA, ANSWER, RESOLUTION, TACTILELY (SHORT TERM)? HOW AGILE IS YOUR PROCESS IN ACHIEVING THE END RESULT AND, HOW CAN YOU PARTNER WITH THEM OR GAIN BUY-IN OR TRUST THAT THAT THEY CAN DEPEND ON YOU. HOW WELL CAN YOU MAKE THEM SELF-SUFFICIENT. NOW THEY HAVE LEARNED SOMETHING FROM YOU, THEY ARE WELL VERSED AND THEY ARE NOW EMPOWERED TO TEACH SOMEONE ELSE.
YOU ARE DISPLAYING YOUR BUSINESS INGENUITY, YOUR SCHOLARLY PEDIGREE. THE MORE YOU UNDERSTAND THE BUSINESS THE MORE YOU ARE ABLE TO TRANSLATE A TECHNICAL SOLUTION FOR A BUSINESS PROBLEM. THIS IS WHERE THE PARTNERING COMES IN. REPORTING AND STATISTICAL ANALYSIS. THEY WILL ASK YOU HOW CAN WE ACHIEVE THIS? AS OPPOSED TO DO THIS, FIX THIS, GIVE ME THIS. YOU ARE NOT PROVIDING ME THIS.. WHEN YOU ARE GETTING CRITICIZED THEY ARE REALLY COMPLEMENTING YOU, IN A WAY. BECAUSE AS SOON AS YOU COME UP WITH THE SOLUTIONS THEY STOP “OR AT LEAST TEMPORARY”. SO THEY ARE EXPECTING YOU TO SOLVE THEIR BUSINESS PROBLEM WITH A TECHNOLOGICAL SOLUTIONS, WHICH IS SOMETIMES A BUSINESS SOLUTION.
AND FINALLY, AS A LONG RANGE PLANNER, A VISIONARY THINKER. 3 TO 5 TO 7 YEARS OUT KEEPING AHEAD OF THE TECHNOLOGY. AND TO DO THIS WITH A PORTFOLIO IN INVESTMENTS THAT WILL ULTIMATELY IMPACTING OUR BOTTOM LINE PRODUCT. STUDENT SUCCESS AND JUNIOR CAN NOW HAVE HIS AA OR AS, TRANSFER TO A CSU, UC, HBCU’S OTHER, OR JUNIOR CAN WORK IN HIS VOCATION. IF YOU DO NOT SEE THIS, YOU MIGHT NOT BE RIGHT FOR THE JOB.
California Community College (CCC) administrators and state legislators continue to struggle with restoring budgets form past years economic crisis. Meanwhile, Information Technology (IT) professionals grapple with constant demands for improving instructional technology, educational services, and enterprise resources planning (ERP) system modernizations. During these periods of economic declines high-tech innovations continued to evolve and grow at a steady pace causing glaring digital divide/disruptions impacting the maintenance, operations, implementation, student services, and educational technology service delivery. The unintentional consequences of “deferred maintenance” for hardware and software make it more difficult for IT professionals to drive college business initiatives. As a result, IT departments spend countless of hours operating in chaos and firefighting mode due to expired hardware maintenance and software license contracts. In many cases, the cost of “deferred maintenance” is more costly than the prices of and initial refresh cycle. Other disruptions, such as state mandates, adherence to accreditation standards, campus mobility, wireless access, cloud integration, big data initiatives, network upgrades, and internet of things are all motivating forces requirement appropriate institutional governance. Today, you will learn how the insertion of good program and project management principles and proven methodologies can leverage internal and external resources – drastically reducing the anarchy surrounding “Disruptions” in a digital technologies for Higher Educational Institutions, specifically California Community Colleges. Expect to gain valuable insight on a set of tools and lesson learned objectives on how to avoid pitfalls in project implementations, as well as moving your IT department and business units from a reactive cost center to a proactive revenue focus within one to two years. Listen to hands on experience on how to achieve clarity out of chaos while building technology readiness for transformational changes within CCC’s.
THE POINT THAT I AM MAKING TO YOU TODAY, THAT THE ONES THAT ARE CIO’S AND INSPIRING CIO’S FOR THIS ENVIRONMENT REQUIRES A DIFFERENT SKILL SET, A MANAGEMENT OF DIFFERENT VARIABLES. THERE IS A DIFFERENCE BETWEEN A CIO IN A CORPORATE SETTING AND A CIO FOR CALIFORNIA COMMUNITY COLLEGES. WHAT DO I MEAN BY THAT. A CIO IN THIS ENVIRONMENT REQUIRES MUCH MORE THAT A CIO WORKING OF YAHOO, THEY ARE NOT INTERCHANGEABLE. THERE ARE FACTORS THAT YOU MUST TAKE IN ACHIEVING READINESS IN CCC ENVIRONMENT – IT REQUIRES PASSION, ALONG WITH YOUR DETERMINATION AND DRIVE. AND THIS PASSION IS DRIVEN BY AND REQUIRE AN ADDITIONAL SET OF SKILLS. DESPITE YOU HAVE WENT ON TO GET YOU BACHELOR DEGREE, MASTER DEGREE, OR PHD, DESPITE THE FACT THAT YOU HAVE MANY YEARS WORKING FOR IBM, HP, CISCO, GOOGLE, MICROSOFT, THE DEMANDS OF A CALIFORNIA COMMUNITY COLLEGE STUDENT REQUIRES YOU TO BE MORE FLEXIBLE THAN ,ALL OF THESE FACTORS COMBINED. THE DEMANDS OF JR. REQUIRES THIS.
YOUR TARGET IS MOVING FASTER, THE PENDULUM IS SWINGING MUCH BROADER. WHAT ABOUT ACCJC ACCREDITATION STANDARDS, TITLE IV, EDUCATION CODE, TOP CODES, PUBLIC CONTRACT CODES (PROCUREMENT), BOARD POLICY, ADMINISTRATIVE PROCEDURES. I HEAR THAT CALIFORNIA COMMUNITY COLLEGE ARE THE MOST REGULATED IN THE STATE OF CALIFORNIA. CLASSIFIED SENATE, FACULTY SENATE, STUDENT SENATE… DFC, DTC, DEC, PBC.
SO YOU CAN SEE THAT A CIO IN THIS ENVIRONMENT NEED TO DEAL WITH…. MORE BUREACY. AND ON TOP OF THIS WE ARE MAKING NOT ONLY AND ECONOMIC IMPACT, BUT WE ARE MAKING A SOCIAL IMPACT.
California Community College (CCC) administrators and state legislators continue to struggle with restoring budgets form past years economic crisis. Meanwhile, Information Technology (IT) professionals grapple with constant demands for improving instructional technology, educational services, and enterprise resources planning (ERP) system modernizations. During these periods of economic declines high-tech innovations continued to evolve and grow at a steady pace causing glaring digital divide/disruptions impacting the maintenance, operations, implementation, student services, and educational technology service delivery. The unintentional consequences of “deferred maintenance” for hardware and software make it more difficult for IT professionals to drive college business initiatives. As a result, IT departments spend countless of hours operating in chaos and firefighting mode due to expired hardware maintenance and software license contracts. In many cases, the cost of “deferred maintenance” is more costly than the prices of and initial refresh cycle. Other disruptions, such as state mandates, adherence to accreditation standards, campus mobility, wireless access, cloud integration, big data initiatives, network upgrades, and internet of things are all motivating forces requirement appropriate institutional governance. Today, you will learn how the insertion of good program and project management principles and proven methodologies can leverage internal and external resources – drastically reducing the anarchy surrounding “Disruptions” in a digital technologies for Higher Educational Institutions, specifically California Community Colleges. Expect to gain valuable insight on a set of tools and lesson learned objectives on how to avoid pitfalls in project implementations, as well as moving your IT department and business units from a reactive cost center to a proactive revenue focus within one to two years. Listen to hands on experience on how to achieve clarity out of chaos while building technology readiness for transformational changes within CCC’s.
SO YOU HAVE DECIDED TO BECOME A CIO, OK LETS LOOK AT THE LANDSCAPE HERE.
THERE ARE 112 COMMUNITY COLLEGES IN THE STATE OF CALIFORNIA
THEY ARE ALL DIVIDED BY DISTRICT/REGIONS NORTH, SOUTH, CENTRAL, AND BAY
9 DISTRICTS IN NORTH
37 DISTRICTS IN SOUTH
13 DISTRICTS IN CENTRAL
13 DISTRICTS IN BAY
THERE ARE 13 BAY AREA DISTRICTS. THIS IS WHERE PERALTA LIES, JUST ON THE TIP OF THE SILICON VALLEY, REPRESENTING 6 CITIES. 1) ALAMEDA 2) ALBANY 3) BERKELEY 4) EMERYVILLE 5) OAKLAND 6) PIEDMONT
THIS IS THE HEART OF THE TECHNOLOGY INDUSTRY, JOBS AND ALL OF THIS OPPORTUNITY SO COMMUNITY COLLEGES NEED TO BE THE RESOURCE OF PRODUCING PEOPLE THAT CAN COMPETE FOR THESE TECHNOLOGY JOBS, AND WE NEED TO COMPETE WITH OTHER COLLEGES TO KEEP STUDENTS. THIS IS THE AREA OF INNOVATION. WE SERVICE A NETWORK THAT HAVE TO COMPETE FOR ENROLLMENT AND SINCE WE ARE IN THE BAY AREA, WHICH EVER COLLEGE CAN TAKE ON THIS AND BETTER SERVE WILL WIN THE STUDENT. EVEN IN OUR DISTRICT THE AREA IS OVERLAPPING. LEVEL OF COMPETITION IN THERE AND IT KEEPS UP HONEST ON HOW TO BETTER SERVE BECAUSE JUNIOR HAVE OPTIONS.
WE ARE TRYING TO BETTER SERVER JUNIOR AND WE ARE COMPETING TO DO IT IN THE MOST COMPETITIVE TECHNOLOGY AREA IN THE AREA, BUT IN THE WORLD. WE ARE COMPETING AGAINST CHABOT LOS POSITOS, SAN JOSE EVERGREEN, SAN FRANCISCO CITY.
INFORMATION TECHNOLOGY ECO SYSTEM
1. EDUCATIONAL SERVICES WHICH SUPPORT CURRICULUM, ADMISSIONS & RECORDS, COUNSELING, ASSESSMENT, ORIENTATION, FINANCIAL AID. 2. DEPARTMENT OF GENERAL SERVICES WHICH SUPPORTS FACILITIES, SECURITY CAMERAS, MAINTENANCE & GROUNDS, CONSTRUCTION, ALONG WITH BOND MEASURES 3. FINANCE AND ADMINISTRATION WHICH SUPPORTS ACCOUNTS PAYABLE, ACCOUNTS RECEIVABLES, FINANCE, BUDGETING, STUDENT FINANCIALS, PURCHASING. 4. HUMAN RESOURCES WHICH SUPPORT PAYROLL, PERSONNEL, BENEFITS, HUMAN RESOURCES, STAFF DEVELOPMENT, TIME & LABOR OPERATIONS.
CAN HE ENROLL ONLINE, DO HE NEED TO COME IN PERSON TO ENROLL
PASSWORD RESET (IS IT SELF-SERVICE)
JUNIOR NEEDS FINANCIAL AID, ADMISSION & RECORDS, LIBRARY, EMAIL, SECURITY (SECURITY CAMERA PROJECT), EARLY ALERT SYSTEM, ENROLLING IN CLASS, INTERNET ACCESS, PEOPLE THAT ARE SERVICING HIM.
WHAT IS IT ROLE WITH THESE BUSINESS UNITS. COLLECTIVE PRODUCT IS JUNIOR GRADUATING, ACHIEVING TRANSFER, OR SKILL CERTIFICATE.
WHEN ANOTHER COLLEGE IS ABLE TO DO THESE THING BETTER THAN PERALTA IN THE BAY, JUNIOR GOES TO THAT COLLEGE, THEN OUR ENROLLMENTS GOES DOWN. YOU MEASURE YOURSELF BASED ON ITS SERVICE UNITS. IN ORDER TO SERVICE THEM BETTER, BUSINESS UNITS NEEDS TO UNDERSTAND THEIR BUSINESS PROCESS, AND THIS THE HICCUP THAT MOST CIO’S WILL BE CONFRONTED WITH. THESE PROCESSES NEED TO BE MAPPED OUT. AS A CIO DO YOU SIT BACK AND SAY THIS ON THEM, OR YOU BECOME A PARTNER WITH THEM, SO YOU CAN HELP THAT THE BUSINESS UNITS BETTER SERVE JUNIOR. IF YOU DO NOT KNOW YOUR BUSINESS PROCESS YOU CANNOT MEASURE WHAT IS SUCCESSFUL OR NOT SUCCESSFUL. YOU NEED TO MAKE THIS MORE EFFICIENT. PUT IT DOWN ON PAPER AND HELP THEM TO SEE HOW IT CAN HELP THEM THEN WE ARE NOT COMPETITIVE.
NOW YOU CAN SEE THAT EVERYTHING REVOLVES AROUND INFORMATION TECHNOLOGY AS THE EARTH REVOLVES AROUND THE SUN. ALL THE PLANETS REVOLVED AROUND IT.. IF IT DIES EVERYTHING DIES, WE GOES BACK TO THE STONE AGE… YOU WANT TO TEST THAT THEORY…. LET IT BE A POWER OUTAGE…. SO WHAT IS A CIO? YOU HAVE A VERY IMPORTANT ROLE AS A VITAL CHANGE AGENT TO THE SUCCESS OF THE ORGANIZATION.
BUSINESS UNITS OFTEN DOES NOT HAVE THE PROPER PERSPECTIVE OF THE FUNCTIONAL OF THE IT DEPARTMENT. THEY DO NOT UNDERSTAND THAT PERSPECTIVE. LET THE POWER GOES OUT, LET THEM NOT GET EMAILS, LET STUDENT NOT GET FINANCIAL AID CHECK, LET PAYROLL NOT BE EXECUTED WHAT WILL HAPPEN TO THE COLLEGE, LET THE SECURITY CAMERA GOES DOWN. PEOPLE USE TO THINK THE EARTH WAS FLAT BECAUSE THEY HAD THE IMPROPER PERSPECTIVE, BUT IF YOU ARE GALILEA AND YOU KNOW THE EARTH IS ROUND ARE YOU GOING TO THINK INNOVATE AND BRING ABOUT ANOTHER PERSPECTIVE. OR ARE YOU GOING TO BOW DOWN AND LET PEOPLE SAY THE EARTH IS FLAT. YOU NEED TO INNOVATE IF YOU ARE GOING TO BE TRUE TO THIS POSITION BECAUSE THIS POSITION IS THE CHANGE AGENT FOR NOT JUST YOUR CAMPUS, NOT JUST YOUR DISTRICT, BUT AS I LAID TO YOU 112 CCC, BUT THE CHANGE COMES NOT FROM THE CHANCELLOR BUT THE VISION, THE SKILL SET, AND THE INTEGRITY OF THE CIO.
FIX IT, FIX IT MAY HAVE WORKED IN THE PAST BECAUSE WE WERE NOT DEALING WITH THE SAME PARADIGM. ALL SYSTEMS IN MODERN TIMES THERE MUST BE APPROACH TO THEM AND MUST UPROOT ANTIQUATED WAYS OF DOING BUSINESS. WE NEED TO BRING THEM TO THE MODERN TIMES AND CHANGE THEIR PERSPECTIVE.
OLD PARADIGM
NEW PARADIGM
INDUSTRIAL AGE
INFORMATION AGE
STABILITY
CHANGE
CONTROL
EMPOWERMENT
COMPETITION
COLLABORATION
THINGS
PEOPLE AND RELATIONSHIPS
UNIFORMITY
DIVERSITY
YOU HAVE OPTIONS….
BLAME GAME,,,,,, I UNDERSTAND WHY YOU DO THAT, I DID THAT ONCE,,,, WE CAN BLAME PEOPLESOFT, BANNER, PAST CIO’S, BUSINESS UNIT. BUT YOU MUST UNDERSTAND THEY ARE NOT AT THEIR ORGANIZATION MATURITY. SINCE YOU KNOW THIS YOU CAN GO TO THE NEXT SOLUTION.
IMPLEMENT WITHOUT KNOWLEDGE – WITH BASELESS ASSUMPTIONS AND YOU NOW GET BLAMED. HELP THEM TO DEVELOP THEIR BUSINESS PROCESS SO THEY CAN ACHIEVE THEIR ORGANIZATION MATURITY. NEED TO GET YOUR TEAM BUY-IN ON EDUCATING BUSINESS UNIT.
SKILL SET INNOVATION IS PROJECT MANAGEMENT, THIS IS WHERE YOU UTILIZE YOUR TOOLS, TECHNIQUES TO HELP RESOLVE CONFLICT. LESSONS LEARNED, BASELESS ASSUMPTIONS (DOCUMENT), RISKS CAN BE MEDIATED, CONSTRAINTS ARE USUALLY UNMOVABLE.
California Community College (CCC) administrators and state legislators continue to struggle with restoring budgets form past years economic crisis. Meanwhile, Information Technology (IT) professionals grapple with constant demands for improving instructional technology, educational services, and enterprise resources planning (ERP) system modernizations. During these periods of economic declines high-tech innovations continued to evolve and grow at a steady pace causing glaring digital divide/disruptions impacting the maintenance, operations, implementation, student services, and educational technology service delivery. The unintentional consequences of “deferred maintenance” for hardware and software make it more difficult for IT professionals to drive college business initiatives. As a result, IT departments spend countless of hours operating in chaos and firefighting mode due to expired hardware maintenance and software license contracts. In many cases, the cost of “deferred maintenance” is more costly than the prices of and initial refresh cycle. Other disruptions, such as state mandates, adherence to accreditation standards, campus mobility, wireless access, cloud integration, big data initiatives, network upgrades, and internet of things are all motivating forces requirement appropriate institutional governance. Today, you will learn how the insertion of good program and project management principles and proven methodologies can leverage internal and external resources – drastically reducing the anarchy surrounding “Disruptions” in a digital technologies for Higher Educational Institutions, specifically California Community Colleges. Expect to gain valuable insight on a set of tools and lesson learned objectives on how to avoid pitfalls in project implementations, as well as moving your IT department and business units from a reactive cost center to a proactive revenue focus within one to two years. Listen to hands on experience on how to achieve clarity out of chaos while building technology readiness for transformational changes within CCC’s.
WHY IS THE SKILL SET OF A CIO SO IMPORTANT? WHY IS IT SO IMPORTANT FOR YOU TO HAVE THIS. BECAUSE YOU ARE NOT STARTING WITH A BLANK SHEET OF PAPER. IF YOU ARE A BRAND NEW CIO YOU MAY STEP INTO AN ENVIRONMENT THAT IS A MESS. YOU ARE STEPPING INTO AN ENVIRONMENT WHERE THE ORGANIZATIONAL MATURITY HAS NOT BEEN DEVELOPED, BECAUSE THERE HAS BEEN NO INVESTMENT IN THIS AREA OR THE IT INFRASTRUCTURE ENVIRONMENT WAS DEFERRED. SO WHEN YOU STEP INTO THIS ENVIRONMENT, THE 1ST SKILL THAT YOU MUST HAVE IS THE ABILITY TO IDENTIFY THE BLIND SPOTS. PURPOSE OF JUNIOR, DEFINITION OF CIO IN CCC, AND DIFFERENT SET OF SKILL SET IN ORDER TO BE SUCCESSFUL. TO BE SUCCESSFUL IN THIS ENVIRONMENT THAT. EVERYONE, AND EVERYTHING EVOLVES AROUND THIS SEAT. SO, IF YOU SIT IN THIS SEAT WHAT DO YOU DO WHEN YOU FACED WITH THE CHALLENGES OF A CCC CIO… DO YOU BLAME, DO YOU IMPLEMENT BY THE SEAT, OR DO YOU INNOVATE BECAUSE YOU CAN NOW OPERATE AT A MORE EFFICIENT LEVEL TO HELP JUNIOR ACHIEVER READINESS.
ON PREMISE OR CLOUD SOLUTION, DEVELOP A CLOUD STRATEGY
REDUCE THE SECURITY RISK
DISASTER RECOVERY
RESOURCES CONSTRAINTS
EMPOWER THE BUSINESS UNIT MORE EFFICIENT
MOBILE STRATEGY
KEEP PEOPLESOFT
California Community College (CCC) administrators and state legislators continue to struggle with restoring budgets form past years economic crisis. Meanwhile, Information Technology (IT) professionals grapple with constant demands for improving instructional technology, educational services, and enterprise resources planning (ERP) system modernizations. During these periods of economic declines high-tech innovations continued to evolve and grow at a steady pace causing glaring digital divide/disruptions impacting the maintenance, operations, implementation, student services, and educational technology service delivery. The unintentional consequences of “deferred maintenance” for hardware and software make it more difficult for IT professionals to drive college business initiatives. As a result, IT departments spend countless of hours operating in chaos and firefighting mode due to expired hardware maintenance and software license contracts. In many cases, the cost of “deferred maintenance” is more costly than the prices of and initial refresh cycle. Other disruptions, such as state mandates, adherence to accreditation standards, campus mobility, wireless access, cloud integration, big data initiatives, network upgrades, and internet of things are all motivating forces requirement appropriate institutional governance. Today, you will learn how the insertion of good program and project management principles and proven methodologies can leverage internal and external resources – drastically reducing the anarchy surrounding “Disruptions” in a digital technologies for Higher Educational Institutions, specifically California Community Colleges. Expect to gain valuable insight on a set of tools and lesson learned objectives on how to avoid pitfalls in project implementations, as well as moving your IT department and business units from a reactive cost center to a proactive revenue focus within one to two years. Listen to hands on experience on how to achieve clarity out of chaos while building technology readiness for transformational changes within CCC’s.
PROJECT #1 – JUNIOR IDENTIFY IS NOW PROTECTED. SKILLS OF A CIO IN THIS ENVIRONMENT.
PROJECT #2 - AS CIO, 9 TIME OUT OF 10 IS A MESS. THIS IS WHY IT IS SO IMPORTANT TO ASSESS THE BLIND SPOTS THAT WAS CAUSED BY CONFLICT. UTILIZED SKILLSET AND HAD TO HAVE A METHODOLOGY TO LEVERAGE THE UNITS, BECAUSE THE CULTURE WAS CONFLICTED. I FOCUSED ON THE ACCJC DING, HOWEVER IT WAS MUCH OF A CULTURE. WE HAD TO FACILITATE THIS FROM THE IT SEAT BECAUSE HE HAS TO FACILITATE AND UNDERSTAND HOW EVERYTHING WORKS WITH THE OTHER AND PROVIDE A BACKBONE SOLUTION.
California Community College (CCC) administrators and state legislators continue to struggle with restoring budgets form past years economic crisis. Meanwhile, Information Technology (IT) professionals grapple with constant demands for improving instructional technology, educational services, and enterprise resources planning (ERP) system modernizations. During these periods of economic declines high-tech innovations continued to evolve and grow at a steady pace causing glaring digital divide/disruptions impacting the maintenance, operations, implementation, student services, and educational technology service delivery. The unintentional consequences of “deferred maintenance” for hardware and software make it more difficult for IT professionals to drive college business initiatives. As a result, IT departments spend countless of hours operating in chaos and firefighting mode due to expired hardware maintenance and software license contracts. In many cases, the cost of “deferred maintenance” is more costly than the prices of and initial refresh cycle. Other disruptions, such as state mandates, adherence to accreditation standards, campus mobility, wireless access, cloud integration, big data initiatives, network upgrades, and internet of things are all motivating forces requirement appropriate institutional governance. Today, you will learn how the insertion of good program and project management principles and proven methodologies can leverage internal and external resources – drastically reducing the anarchy surrounding “Disruptions” in a digital technologies for Higher Educational Institutions, specifically California Community Colleges. Expect to gain valuable insight on a set of tools and lesson learned objectives on how to avoid pitfalls in project implementations, as well as moving your IT department and business units from a reactive cost center to a proactive revenue focus within one to two years. Listen to hands on experience on how to achieve clarity out of chaos while building technology readiness for transformational changes within CCC’s.
PROJECT #3 – REFRESH PROJECT – YEARS OF DEFERRED – PROJECT MUST BE DONE WITH MINIMUM AMOUNT OF DISRUPTION, BECAUSE FINANCIAL AID IS BEING UPGRADED. SERVERS NEVER PATCHED. NOW THE ORGANIZATIONAL MATURITY IS NOT THERE SO THEY DID NOT HAVE UNDERSTANDING THE KNOWLEDGE OF THE ONGOING IMPORTANCE TO PATCH THEIR SERVERS OR WHY. NOW YOU AS A CIO NEED TO MANAGE THE NEW IDEA OF PATCH CYCLES AND THESE ARE VARIABLE THAT A CIO NEED TO DEAL WITH LESS MONEY. NEED TO EDUCATE THE BUSINESS UNITS, AND FACILITATE BUSINESS UNITS. IF YOU DON’T PATCH YOUR SERVERS IT CAUSE SECURITY RISKS. IF EQUIPMENT FAILS YOU HAVE A RISK FACTOR OF BEING DOWN MULTIPLE DAYS. COULD USE DAYS OR POTENTIAL WEEKS. IMPLEMENTED WITH LESS THAN 15 MINUTEST OF DOWNTIME. PROJECT MANAGEMENT AND PLANNING. WE PARTNERED WITH VENDOR TO FOLLOW METHODOLOGY. WE HAVE A WAY OF ACCESSING VENDORS TO MAKE SURE IT IS A RIGHT FIT FOR THAT SOLUTION, AND ONCE YOU FIND ONE THAT IS WILLING TO WORK WITH YOU AND SOMEONE THAT IS NOT JUST TIME TO NICKEL AND DIME UP FRONT. THAT IS A RISK. WE ARE LOOKING FOR A LONG TERM RELATIONSHIP.
PROJECT #4 - THE PROJECT FAILED THREE TIMES BEFORE I ARRIVED. THERE WAS NO INNOVATION. THE BLAME GAME TOOK PLACE. THERE WAS IMPLEMENTATION ON BASELESS ASSUMPTIONS. THOSE 3 TIME FAILURES, COST THE DISTRICTS MULTI-MILLIONS OF DOLLARS.
THE POINT I AM MAKING TODAY IS HOW VALUABLE THIS SEAT IS. IF YOU DO NOT GET THIS RIGHT YOU WILL WASTE A LOT OF TIME AND A LOT TAX PAYERS MONEY, SO WHEN YOU LEAVE YOUR POST EVERYONE IS GOING TO BLAME YOU FOR GENERATIONS.
BUT IF YOU CHOSE TO BE INNOVATE, WHAT THIS POSITION REQUIRES YOU TO BE, YOU WILL BE THE CHANGE AGENT TO INCREASE THE ORGANIZATION MATURITY AND IT WILL INCREASE THE ABILITY OF THE WHOLE NETWORK THROUGHOUT ALL CCC TO BETTER SERVER JUNIOR.
WE CHOSE INNOVATION. WE HAD TO BUILD UP OUR ORG CHART.. WE WERE SUCCESSFUL IN BRINGING IN A NEW CONCEPT OF A PROJECT MANAGER, A DATABASE ADMINISTRATOR, (ASSESS THE BLIND SPOTS). THE FIRST IN THE STATE OF CALIFORNIA TO IMPLEMENT,,,, THEN AS A RESULT WE SAVED THE DISTRICT A ½ MILLION DOLLARS.
SO ARE YOU CLEAR OF WHO YOU ARE… BECAUSE THIS SEAT IS A CHANGE AGENT…. YOU HAVE TO HAVE A SKILL THAT IS BEYOND WHAT IS ON THE OUTSIDE CORPORATE AREA
AND IF YOU CAN BE SUCCESSFUL IN THIS ENVIRONMENT, YOU CAN MASTER THAT ENVIRONMENT, BUT IF YOU ARE SUCCESSFUL IN THAT ENVIRONMENT THAT DOES NOT MEAN YOU CAN MASTER THIS ENVIRONMENT. THIS SEAT HAS THE POWER AND POSITION TO INFLUENCE THE ORGANIZATION MATURITY IN ALL BUSINESS UNITS AND BECOME THE CHANGE AGENT FOR NOT JUST YOUR CAMPUS BUT THROUGHOUT CALIFORNIA. DO YOU KNOW WHAT YOU REALLY ARE? DO YOU HAVE THE PASSION TO CHANGE JUNIOR LIFE, AND MAKE BOTH AN ECONOMIC AND SOCIAL IMPACT.
OLD PARADIGM
NEW PARADIGM
INDUSTRIAL AGE
INFORMATION AGE
STABILITY
CHANGE
CONTROL
EMPOWERMENT
COMPETITION
COLLABORATION
THINGS
PEOPLE AND RELATIONSHIPS
UNIFORMITY
DIVERSITY
California Community College (CCC) administrators and state legislators continue to struggle with restoring budgets form past years economic crisis. Meanwhile, Information Technology (IT) professionals grapple with constant demands for improving instructional technology, educational services, and enterprise resources planning (ERP) system modernizations. During these periods of economic declines high-tech innovations continued to evolve and grow at a steady pace causing glaring digital divide/disruptions impacting the maintenance, operations, implementation, student services, and educational technology service delivery. The unintentional consequences of “deferred maintenance” for hardware and software make it more difficult for IT professionals to drive college business initiatives. As a result, IT departments spend countless of hours operating in chaos and firefighting mode due to expired hardware maintenance and software license contracts. In many cases, the cost of “deferred maintenance” is more costly than the prices of and initial refresh cycle. Other disruptions, such as state mandates, adherence to accreditation standards, campus mobility, wireless access, cloud integration, big data initiatives, network upgrades, and internet of things are all motivating forces requirement appropriate institutional governance. Today, you will learn how the insertion of good program and project management principles and proven methodologies can leverage internal and external resources – drastically reducing the anarchy surrounding “Disruptions” in a digital technologies for Higher Educational Institutions, specifically California Community Colleges. Expect to gain valuable insight on a set of tools and lesson learned objectives on how to avoid pitfalls in project implementations, as well as moving your IT department and business units from a reactive cost center to a proactive revenue focus within one to two years. Listen to hands on experience on how to achieve clarity out of chaos while building technology readiness for transformational changes within CCC’s.
California Community College (CCC) administrators and state legislators continue to struggle with restoring budgets form past years economic crisis. Meanwhile, Information Technology (IT) professionals grapple with constant demands for improving instructional technology, educational services, and enterprise resources planning (ERP) system modernizations. During these periods of economic declines high-tech innovations continued to evolve and grow at a steady pace causing glaring digital divide/disruptions impacting the maintenance, operations, implementation, student services, and educational technology service delivery. The unintentional consequences of “deferred maintenance” for hardware and software make it more difficult for IT professionals to drive college business initiatives. As a result, IT departments spend countless of hours operating in chaos and firefighting mode due to expired hardware maintenance and software license contracts. In many cases, the cost of “deferred maintenance” is more costly than the prices of and initial refresh cycle. Other disruptions, such as state mandates, adherence to accreditation standards, campus mobility, wireless access, cloud integration, big data initiatives, network upgrades, and internet of things are all motivating forces requirement appropriate institutional governance. Today, you will learn how the insertion of good program and project management principles and proven methodologies can leverage internal and external resources – drastically reducing the anarchy surrounding “Disruptions” in a digital technologies for Higher Educational Institutions, specifically California Community Colleges. Expect to gain valuable insight on a set of tools and lesson learned objectives on how to avoid pitfalls in project implementations, as well as moving your IT department and business units from a reactive cost center to a proactive revenue focus within one to two years. Listen to hands on experience on how to achieve clarity out of chaos while building technology readiness for transformational changes within CCC’s.
