Our accomplishments
Development of a storage service definition
Student Referee System implementation
Consolidated Departmental Software Licenses
Wireless network upgrade nearing completion
Updating service catalog with
Aligning teams into common work places
Finance Expense Workflow upgrade
governance and quality assurance
AIX 7.1 upgrade
Enhanced PeopleSoft refresh process
Finance AP Kofax Scanning upgrade
Study Abroad (RAISA) Application Enhancements
Digital Experience Partnership
Finance Accounts Payable Workflow upgrade
Office 365 for Students: 35, 000 mailboxes
Aperio (Cumming School of Medicine)
Dr. Tak Fung (Senior Statistical Consultant) - has
Successful completion of the
Inventory of design/architecture documents
shown that I.T. not only supports the University’s
THRIVE phase 1 project for
"Top 5” research goal, but is also able to add a
RFP for Desktop/Laptop vendor released
the Student Success Center
direct contributory component in multiple
Server relocation (18) from Arts server room to Data
disciplines.
ARCHIBUS hosting
Centre without impacting service availability
Active Living Application Enhancements
Laptop/Mobile
device
encryption
(50%
of
IT
Complete)
Implemented 2PB new Multi-Site, Multi-Tier and
Dr. Dmitry Rozmanov (Data Scientist) Multi-Network-Zone storage infrastructure
Full migration of all ER services to UC domain
A direct contribution to research,
Ad Astra Room Scheduler Upgrade
Finance eProcurement Workflow upgrade
being named as a co-author
Decision reached to move Faculty and Staff email to Office365
Dr. Doug Phillips (Senior Computational Science Consultant) honoured with a Compute Canada Award of Excellence
Student Registration 2015 - Phase 1 implementation
ERP uptime 99.5%
Shared Services Support (Cumming School of Medicine)
Form great new team for PMO, Service Mgmt and Risk and Compliance
Service Mgmt renewal assessment completed
The HPC Systems team recently upgraded the Compute Canada
Lattice complex (the largest computational resource in Western
Canada) with minimal downtime
Successful completion of the Bio-logistics dashboard
Completed External audit with no findings for 2014
Process development for project governance Information sessions for operational Change Mgmt
Information Technology
Town Hall
July 30, 2015
Agenda
 Safety Moment
— Catherine Heggerud, Director, Customer Engagement
and Experience
 Welcome and Introductions
— Linda Dalgetty, Vice-President, Finance and Services
 IT Update & Engagement Survey
— Jerome Beaudoin, CIO
 IT Stabilization Program
— Bob East, ITSP Program Director
 Next Steps and Wrap Up
— Jerome Beaudoin, CIO
Safety Moment: Health Trivia
Drinking cold water
burns more calories
than warm water
Drinking water can cure
dry skin
Staring at the sun can
cause blindness
Sun exposure can cause:




Benign growths on the eye’s surface
Cataracts
Cancer of the eyelids and skin around the eyes
Photokeratitis (snow blindness)
Researchers found that people who spent a lot of time in the
summer sun in their teens, 30s, and after age 40 were twice as
likely to develop an early form of age-related macular
degeneration than those who stayed out of the sun.
However, the study also suggests that protective measures, such
as wearing a hat and sunglasses, can dramatically reduce some of
those additional sun-related risks.
http://www.webmd.com/eye-health/news/20040510/sun-eyes
Five Steps to Sunglass Safety
1. Read UVA/UVB labeling – must block 99 to 100
percent of UVA/UVB radiation
2. Ensure uniform tint, grey tint is the best choice to
maintain your color perception
3. Ensure the lenses do not distort images – hold at
arms length and test
4. Ensure the lenses block enough light – should not
be able to see your eyes when looking into a
mirror
5. Ensure the lens material is durable –
polycarbonate is best
Opening Remarks and Introductions
 Opening Remarks
— Linda Dalgetty, Vice-President Finance and Services
 Introductions:
— Bob East
— Jerome Beaudoin
IT Alignment
Click to add sub-title
Presenter name and title
Date
IT Challenges - Sample
Challenges
• In-take process
Strategic
Direction
• Lack of prioritization
Numerous Efforts - Aligned
and Otherwise
• Lack of engagement
• Lack of business knowledge and IT knowledge
Projects
Resources
Scale
Flexibility
Control
Service
Responsiveness
Standardization
Autonomy
• Striking the balance on autonomy and alignment
Alignment
• Uncontrolled demand for projects and services by the University
Community
IT Organization Realignment
VPFS
Program Director,
Stabilization
Program
CIO
Executive
Assistant
Director, Customer
Engagement and
Experience
• Business Partners /
Analysts
• Client Experience
• Service Center / Help
Desk
Director, Technology
Services and
Operations
Director, Solutions and
Service Delivery
•
•
•
•
•
•
Enterprise Systems
Web Systems
Collaboration Systems
BI & Analytics
Data Integration
Research
•
•
•
•
•
•
•
Client Technology
Operations
Technology Sustainment
Data Centers
Storage
Networking
Voice / Data
Director, Governance &
Administration
• Governance
• OCM
• Administrative
Functions
• PMO
• Technical Writing
Director, Security and
Architecture
• Security Architecture
/ Advisors / Analysts
• Enterprise
Architecture
• Solutions
Architecture
• Infrastructure
• Architectures
IT Organization Realignment
Jerome Beaudoin
CIO
Director, Customer
Engagement &
Experience
Catherine Heggerud
Manager, Business
Relationship Mgmt.
Deanne Colbourne
Manager, Client
Experience
Binh Du
Associate Director, Client/
Web Services
Brian Pokojoy
Director, Solutions &
Service Delivery
TBD
Manager, Business
Analysis
Tom Durnin
Associate Director,
Enterprise Systems &
Services
Sue Williams
Director, Technology
Services and Operations
Doug Doran
Associate Director,
Client Technology
Services
Ian Whitehead
(acting Ken Lane)
Director, Governance &
Administration
David Deleske
Associate Director,
Infrastructure
Operations & Sustainment
Kevan Austen
Associate Director,
Business Intelligence (BI) &
Analytic Services
Adnan Ahmed
Associate Director,
Research Computing
Services
Paul Wellings
Director, Architecture &
Security
TBD
Associate Director, IT
Infrastructure Projects
Dan Overes
Associate Director,
Applications Operation &
Sustainment
Ken Lane
IT Service and Support Model
University of Calgary Community / Eyes High
IT Service and Support Model
University of Calgary Community / Eyes High
Customer Engagement and Experience
IT Service and Support Model
University of Calgary Community / Eyes High
Customer Engagement and Experience
Solutions and Service Delivery
Technology Services and Operations
IT Service and Support Model
University of Calgary Community / Eyes High
Customer Engagement and Experience
Solutions and Service Delivery
Technology Services and Operations
Governance and Administration
ARCHITECTURE and SECURITY
IT Service and Support Model
University of Calgary Community / Eyes High
Customer Engagement and Experience
PMO
Solutions and Service Delivery
Technology Services and Operations
Governance and Administration
Architecture and Security
IT Service and Support Model
University of Calgary Community / Eyes High
PMO
Solutions and Service Delivery
Technology Services and Operations
Governance and Administration
Architecture and Security
COLLABROATE / TRANSITION
Customer Engagement and Experience
IT Service and Support Model
University of Calgary Community / Eyes High
Value and Delivery Management
Customer Engagement and Experience
TECHNICAL & SOLUTION PLATFORMS, RESOURCES, METHODS,
STANDARDS & SUPPORT
Solutions and Service Delivery
Technology and Operations
ARCHITECTURE, STANDARDS, PROCESS, REPORTING, ETC.
Governance and Administration
Architecture and Security
COLLABROATE / TRANSITION
PM STANDARDS & SUPPORT
PMO
PROJECT DELIVERY & APPLICATIONS SUSTAINMENT
Information Technology
2015 Engagement Survey Results
Agenda










What is Engagement?
University of Calgary Engagement Model
Background
Response Rate
Overall University Results Compared to 2013
Information Technology Difference from 2013 and 2011
Top 3 Results
Lowest 3 Results
Reflection Questions
Next Steps
What is Engagement?
 Engaged employees can be expected to display
high levels of attachment to an organization and a
strong desire to remain a part of it
 Engaged employees are more likely to:
— be willing to go above and beyond the formal
requirements of the job
— contribute organizational citizenship behaviours
— pour extra effort into their work and delivering super
performance
 Engagement is defined as a combination of
commitment to the organization and discretionary
effort
University of Calgary Engagement Model
Background
Who
• All full-time faculty and staff invited to participate
(51% participation rate, 3,094 employees, versus 50%
in 2013 and 47% in 2011)
What
• 85 close-ended questions and 2 open-ended
(comment) questions.
When
• January 27 to February 16, 2015
How
• Secure online administration
Response Rate
Overall response rate has increased to 51 % from 50% in 2013 and from 47% in 2011. It
provides a good snapshot of overall attitudes.
*Note: In 2011 Direct Reports to the President and Research are not identified because their respective response rate was well over 100%, so these
respondents are reported in Overall U of C only. This also understates the Academic response rate from 2011
Overall University Results
Compared to 2013 and 2011
Overall Results are Very Positive
 Results show significant improvement and progress on
both engagement and enablement this year. Results now
exceed the norm.
 The results show a continuing trend of increasing
favourable and reducing unfavourable responses.
 Largest gains are in the areas of:
— Leadership (+15% more favourable)
— Learning and research focus (+12%)
— Respect and Recognition (+11%)
— Image & Reputation (+10%)
Finance and Services Difference from 2013
Total and 2011
Information Technology Response Rate
# of
Resp.
Resp.
Rate
2015
Total University of Calgary
# of
Resp.
Resp.
Rate
2013
# of
Resp.
Resp.
Rate
2011
3,094
51%
3,022 50%
2,635 47%
Finance and Services
529
63%
481 61%
347 61%
Information Technology
149
64%
147 60%
133
--
54
95
---
52
81
---
Staff Group:
Total Support Staff
Management and Professional Staff
49
95
---
Information Technology Difference from
2013 Total and 2011
Engagement
Enablement
Top 3 Results
 Equity & Diversity
 Clear & Promising Direction
 Tied for third factor:
 Performance & Work Demands
 Authority & Empowerment
Equity & Diversity
Clear & Promising Direction
Performance & Work Demands
Authority & Empowerment
Lowest 3 Results
 Development Opportunities
 Confidence in Leadership
 University Governance
Development Opportunities
Confidence in Leadership
University Governance
Respect in the Workplace
 84% participation in Respect in the Workplace
program
 Respect & Recognition Questions:
— Q1: The university values the work that I do (% agree)
— Q2: Diversity opinion is valued and respected at the
university (% agree)
— Q3: Treating you with respect as an individual (% good)
Reflection




What do you think of the results?
What stood out for you?
What were the key messages you heard?
Were there any surprises?
- Which ones and why?
 What do you think we should focus on for
2015/2016?
Next Steps
Design of survey
Administer Survey
/ Process Results
Follow up on
progress
Interpretation of
results
Understand results
/ recognize issues
Steps in
utilizing
survey
Continuous
Improvement
Share Results /
prioritize issues
Implement plans
Preparation for
Implementation
Internal
communication
Develop action
plans
Discussion
Q&A
 Questions?
IT Stabilization Program
(ITSP)
IT Town Hall
Bob East, IT Stabilization Program Director
30Jul15
IT Stabilization Program (ITSP)
 Program Structure and Scope
—What ITSP is, what ITSP is not
 4 ITSP Pillars
—Overview of the 4 Pillars
 What is needed from you
—Understand, engage, prepare
IT Stabilization Program (ITSP)
OCM
Training
Other…
Project: specified
duration, scope, $
Operational Initiative:
low risk, low rigor
Other “High
Priority”
Initiatives
Secured
Computing Pgm
Server/Storage
Refresh
Email
Consolidation
Cyrus  365?
Med Lab
Remediation
IT Stabilization Program (ITSP)
Security Pillar
IT Security Program
Identify Computer Assets
Password Change
Vulnerability Assessment
May 15
Aug 15
Nov 15
Feb 16
May 16
IT Security Program: PM = Garry Spicer
Deliver: org structure, standards, process, governance
Inventory Computer Assets: PM = Hal Dyck
Deliver: inventory of h/w and s/w assets, risk id, asset intake
Password Change: PM = Lauren Corbett-McGuffin
Deliver: password standard and enforcement
Vulnerability Assessment: PM = Sam Dhanda
Deliver: Rapid7 VA, management plan, workflow
IT Stabilization Program (ITSP)
Governance Pillar
IT PMO / Governance Compliance / Vendor Management
Service Management
May 15
Aug 15
Nov 15
Feb 16
May 16
IT PMO Program: PM = David Kraft
Deliver: end to end IT PMO workflows, artefacts, governance
Service Management: PM = Cynthia Perchaylo
Deliver: gap analysis, service catalogue, tool selection and phased
deployment
IT Stabilization Program (ITSP)
Data Centre Pillar
Data Centre / Provincial Shared Services
VM Environment for Research
May 15
Aug 15
Nov 15
Feb 16
May 16
Data Centre: PM = Correen Jost (to Aug 14)
Deliver: capacity forecasting, BCs for data centre stabilization 
remediation
VM Environment for Research: PM = Robert Fridman
Deliver: VMs and preliminary IaaS for Research
IT Stabilization Program (ITSP)
Disaster Recovery Plan Pillar
Business Impact Analysis
Disaster Recovery Plan / DRP Infrastructure
May 15
Aug 15
Nov 15
Feb 16
May 16
Business Impact Analysis: PM = Dave Albers
Deliver: BIA framework, information collection  DRP
Disaster Recovery Plan: PM = Dave Albers
Deliver: DRP framework, critical systems DRP  DRP Infrastructure
IT Stabilization Program (ITSP)
What is needed from you
—Understand ITSP and implications for your
area of influence + positive messaging
—Engage and prioritize when requested
—Reinforce the sense of urgency  velocity
—Prepare and help set expectations for
change
—Navigate interdependent workflows
—Support community collaboration with IT
IT Stabilization Program (ITSP)
With support, the IT Stabilization Program will enhance
IT’s ability to deliver secure, consistent, adaptive and
collaborative services.
IT Stabilization Program (ITSP)
Next Steps
 Working with HR on an Action Plan for Employee
Engagement – identifying focus groups
 Continue review of IT organization and alignment
of positions
– Alignment NOT re-organization/placement
 Development of IT strategy to align with Eyes High
and foundational plan
 Continue to support IT Stabilization Program
 Further development of IT delivery to our
University Community / Eyes High