UCI Information Technology Consolidation -- DRAFT
July 8, 2009

Phase 1 – Consolidation of AdCom, NACS, OAACS, and OR IT

Phase 1a

Introductions, background and goals of consolidation; explain what the consolidation is and is not
Communicate with staff in consolidated units

The AdCom and NACS directors will serve as the OIT directors to oversee and manage the new organization
OAACS and OR IT Managers initially report to OIT department head (Dana Roode)

In consultation with Human Resources, complete all required official notifications and other requirements
In consultation with Budget Office, Academic Affairs, A&BS, and Human Resources, move positions and funding to OIT
Implement all other required administrative changes

Expand understanding of consolidated OIT group and individual functions/skill-sets throughout OIT, especially at manager and director level

Identify OIT director liaisons to facilitate interactions with newly consolidated IT groups (OAACS and OR IT)
IT group inventory:

Staff functions and skill sets, clients served, services provided clients, IT spaces and equipment operated by the group, IT operational and development environments used, current project priorities, funding sources, communication mechanisms

Provide opportunity for all individuals served by newly consolidated organizations to provide feedback along the lines of the one on one meetings with representatives

Short-lived teams of OIT managers and senior staff who are responsible for key function areas: help desk, desktop support, data center support, systems administration, information security, software development
Review what comprises each functional area in each IT group and how it is managed; discuss possibilities for initial integration of functions across the consolidated IT organization

Create initial project list as a high level representation of important UCI IT projects
Vehicle to work toward greater understanding of trade-offs and costs of various projects with a goal of bringing the campus on the same page with regards to what the top priority projects are
Review with Oversight Committee and campus leadership, adjust as needed
In the longer run, we need to explore what process for project proposal submission, review, and prioritization will best suit campus needs.

UC Santa Cruz went through a 4-year consolidation of all IT on campus and has valuable lessons to share
Other UC campuses have comprehensive central IT organizations, how are they organized, how well do they work? (Berkeley, Davis, Riverside)
Look at Universities outside of UC as well

Desktop, laptop, smart-phone and printer hardware; desktop environment; key productivity software (calendaring, email, document management, word processing, etc.)
“Internal” OIT standards (documentation, development environments, change control, etc.)
Essential to create the most effective and efficient support mechanisms

Phase 1b

OIT directors review conclusions of Integration Exploration Teams and discuss possible organizational group and hierarchy configurations
Identify staff and managers for each proposed new organizational group
Discuss organization scenarios with affected staff
OIT department head makes final decisions
Management assignments are subject to change in the future as additional units are consolidated and the manager candidate pool grows

Initiate conversations with IT groups on campus that are candidates for inclusion in OIT

Meet with the management of each unit to discuss overall IT status for their area, benefits and impacts of joining OIT, timing for joining, and related topics
Meet with the IT group manager to discuss the same
Ask each unit to complete an inventory/survey reflecting what they are responsible for and the make up of their IT unit
Survey clients of IT group to gain fuller picture of current IT status and consolidation opportunities/challenges
OIT Directors review how the IT group would integrate into OIT

Phase 2, 3, etc – Additional IT groups join OIT

Repeat the appropriate subset of steps above for the newly added IT groups
Continue meeting with Oversight Committee to review progress and adjust course as needed
Every 6 months during the initial consolidation period, seek feedback from OIT clients and staff regarding organizational decisions thus far
Make further refinements in OIT organization and processes as warranted