David Swayne - Chief Information Officer, Goldsmiths - University of London
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Implementing Bit IT Changes In A Left Wing, Liberal Arts College, Based In London (Not America), That Has A Conservative Culture
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David Swayne - Chief Information Officer, Goldsmiths - University of London
- 2. Implementing IT changes in a left wing, liberal arts college, that has a conservative culture David Swayne Chief Information Officer
- 3. Take Aways – At the start of any venture it is worth assessing quickly and clearly where you are starting from – Issues can always be an opportunity if you have the right mind-set and use them to gain support – Making change happen can be really tiring for the person or team leading the change 3
- 4. A BIT ABOUT GOLDSMITHS 4
- 5. Goldsmiths, University of London –Creative arts –Art –Design –Music –But 50% of graduates have a BSc 5
- 6. “The Goldsmiths way” – Strong culture –Eccentric –Challenging – Focus on academic stuff, not –Estate –IT –Student Services 6
- 7. THE CIO’S FIRST 100 DAYS TOOLKIT 7
- 8. 8 –Assess –IT performance health check –IT spending data check –IT Estate health check –Governance & compliance
- 9. CHALLENGES 9
- 11. A busy place 11
- 13. DEFINED ONE STOP SHOP Providing the tools to facilitate continued improvement 13
- 14. Multiple parties involved – Centerprise International – Dell – Dell (hardware) – Dell Boomi – Dell SecureWorks – Dell Software – Silxo – Others as required14
- 15. Work Streams √ Managed Security Service – Identity and Access Management – Data Management – Infrastructure Monitoring & Management – Desktop Management – Compliance √ Hardware to support above 15
- 16. Progress –Call off contract signed –Business Case approved –Detailed planning underway –Managed Security Service implementation started –Purchase orders in progress 16
- 17. AV REFRESH IN TEACHING SPACES Continuing improvement in support for learning through 17
- 18. AV in teaching spaces –Informed by incidents reported –Refurbished 120 AV spaces in just over 12 months –Sequenced by priority based upon support calls –5 standard specifications depending upon room usage 18
- 19. TARGET OPERATING MODEL Continuing improvement in processes and team work through a 19
- 20. Service Life cycle Business engagement Strategy, Planning, Design & Build Transition and Operate Business Request Service Delivery BRM TransitionPlan &Build Run Continuous Service Improvement
- 21. PROFESSIONAL DEVELOPMENT FOR IT&IS Opportunities to gain new skills and certifications through 21
- 22. Career Paths –Review job descriptions –Clearly identified career paths –Opportunities to progress –Personal Development Reviews –Courses and training –Certificates where appropriate 22
- 23. CUSTOMER FEEDBACK Improvement is being noted in 23
- 24. 12 months ago 24
- 27. More Requests 27
- 28. Now 28
- 29. QUESTIONS 29
- 30. What else could I have done? 30
- 31. Take Aways – At the start of any venture it is worth assessing quickly and clearly where you are starting from – Issues can always be an opportunity if you have the right mind-set and use them to gain support – Making change happen can be really tiring for the person or team leading the change 31