Tom
OIT Organizational Workflow
How will work flow through OIT?
Request Plan Build Run Utilize
Customers Strategic Eng Ops Customers
Planning New /
•Strategic •End Users
•AIS •Global PMO Unproven
Planning •Roadmaps /
•Athletics Solutions
•Business Renewal Plans Services
•R&TS Alignment •Software •Data Center
•Business Serv.. Proven
•Customer Engineering Mgt.
•Marketing •Network Mgt. Solutions
Mgt. •Design
•Facilities •Prioritization Specifications •Solution Steady-state
•Fischler •Service •Standards Deployment / Operations
•ESS Definition / Evaluation Support (BAU)
•HPD Policy •Solution •Local Capacity
•Law School •Bus Analysis Implementation Mgt.
•Farquhar •Project Mgt. Guidelines •Infrastructure
•Huizenga •Global Capacity Refresh Plans
•Humanities Mgt. •Application Mgt.
•Psychology •Engineering •Change Mgt.
•Mailman Segal Testing
•U School •Security
Tom
OIT’s 5 Strategic Priorities Emulating NSU Core Values
1. Opportunity - Build state of the art fully redundant, reliable and expandable
infrastructure
- Build Information Security Strategy
2. Student Centered - Greater focus on the Student Experience
3. Diversity - People (Develop our People, Instill Leadership Behaviors and
Talent Planning)
4. Academic Excellence - Virtualization; creation of a virtual (rather than physical)
version of our hardware platforms, operating systems,
storage devices and network resources.
5. Innovation - Create a culture of Technology and Process Innovation
Tom
1. Build state of the art, fully redundant, reliable and expandable infrastructure
• New data center
- Disaster-tolerant
- 99.999% availability
- Scalable environment to support future growth and expansion
- Virtualization of computing systems for increased capacity and portability
• Campus-wide network refresh
- Increase network speed and performance to support emerging technologies
- Unified, consolidated network infrastructure, supporting voice, video and data
• Email:
- Microsoft Live@Edu email migration
- Anti-Spam, compliance for email encryption, data loss prevention, email archiving, email security
• Identity Management
- University-wide Active Directory system for consolidated authentication and access to resources
• Certified support staff
- Retain and train qualified resources to support future technologies
- Incentivize personal development and furthering of technical skills
• Enhanced FLR integration/adoption
- Connecting all NSU sites to FLR (which is now true except outside FL)
- Bringing in local customers to connect with FLR at NSU
Greg
Florida Lambda Rail
FLR Highlights:
NSU is a founding equity member of
the Florida Lambda Rail
12 equity members, growing list of
affiliates, currently 28
(see
http://www.flrnet.org/affiliat
es.cfm )
1,540 miles of high-speed fiber
connecting all customers
FLR Provides Access to:
* FLR member research network
* Commodity Internet
* Internet2
FLR Mission: * National Lambda Rail
The FLR is committed to enabling higher education * Southern Crossroads (SoX)
* Southern Universities Research
institutions and their partners to participate in
Association (SURA)
advanced research, education, and economic
development activities by providing a high-
performance experimental, research, and production
networking and support infrastructure.
FLR Online at: http://www.flrnet.org
Greg
Build a Information Security Management Strategy
• Create Information Security Office
• Implement Information Security Management Framework (ISO27002)
• Analysis of Clinical applications:
-Nextgen
-QS1
-AxiUm
• Enterprise-wide Network Vulnerability Assessment
• Secure Clinical Wireless Access
• Implement Anomaly based network monitoring tools
• Segregation of Clinical traffic within HPD
• Laptop Encryption
• Policies and Procedures
-HIPAA
-PCI
Andy
2. Greater focus on the Student Experience
• Provide an improved & student centric interaction
- Personalized student technology training both in and outside of the classroom.
• Establish a more robust online presence and interface
- Provide student organizations a self-service mechanism to publish their organization web sites, training or both.
- University-wide calendaring solution is needed so all events can be coordinated and communicated.
- User-friendly tools and student centric applications
• Support a anywhere/anytime blended/hybrid learning strategy
- Live@edu email
- Implement mobile applications for both SharkLearn and NSU’s iShark (similar to iStanford).
• Single, consolidated, and flexible admissions system
- “One-stop” shopping strategy and approach
• Adaptable, reliable Learning Management System
- Develop online training material for faculty as “how to” deliver effective and innovative courses.
- Create content with mobility in mind.
- Create a training program for faculty to use the tools (Blackboard, Elluminate and Tegrity)
that can lead to certification on the NSU Learn Platform.
• Student servicing strategy
- Virtual Attendant.
- Implement a Contact Center strategy with comprehensive self service offerings.
- Poll our students to help identify/prioritize additional services most valuable to them.
Hugo
3. People (Develop our People, Instill Leadership Behaviors and Talent Planning)
Investin the human capital necessary to sustain NSU’s growth and leadership
position within the industry.
Attract, retain, reward and grow highly talented people.
- Identify the best people and keep them highly motivated and working in high performing teams.
- Capture and leverage intellectual capital.
- Develop and implement a Talent Planning and Reporting Process to monitor key metrics that gauge
the effectiveness of talent management.
Identifyopportunities for leadership development within the organization
capitalizing on our organizational strength and depth
- Starting with six sigma, 2/3 complete with yellow belt.
- Leverage PMI training and certification as a tool to drive all IT programs.
- Deliver leadership behavior training with guidance, utilizing NSU HR.
feedback tools such as 360 PMP to identify development objectives for
Use
employees and the organization.
Benchmark OIT against other IT teams, including compensation (HR is driving).
Tom
4. Virtualization; creation of a virtual (rather than physical) version of our
hardware platforms, operating systems, storage devices and network resources.
• Creation of virtual (rather than physical) version of hardware platforms, operating systems,
storage devices, and network resources.
• Ensure reliability of Mission Critical Systems via portability and interoperability.
• Implement Online Virtual Lab Facilities.
• Standardize virtual ssystem ddesigns to maximize eequipment usage and flexibility.
• Increase use of virtual server technology to enhance efficiency and increase capacity.
• Extend use of cloud services to increase speed of deployment and expandability to meet
fluctuations in demand..
• Deploy virtual desktop technology in the Microlabs and clinical systems areas.
• Allow wireless access to clinical systems throughout the clinics and HPD, including iPads.
• Allow remote access to clinical systems from home and other off campus sites.
• Permit easy reconfiguration of Microlab systems to exactly match the needs of each class.
Laraine
5. Create a culture of Technology and Process Innovation
Delivering an improved academic experience in the NSU classroom.
- Exploring next generation learning environments that add value to the learning experience by blending
technology, group dynamics, collaboration, etc. Studying human behavior in existing learning spaces
and designing such spaces to be the most conducive to learning.
Extension of new media tools (collaboration/student portfolios) to all students, enhancing and
broadening NSU's learning environment.
- Adoption of social media elements to both physical and virtual learning environments for increased
student engagement. Facebook, twitter, YouTube, etc.
Institution wide content management solutions supporting efficiencies and innovation in
curriculum management and course production.
- Online spaces that support seamless virtual collaboration for increased productivity and efficiency.
SharePoint, Office 365, Google docs, etc.
Telepresence networks for enhanced blended and virtual learning.
- Implement next generation video delivery to provide for a rich and engaging experience that is as true-
to-life as possible. New teaching methodologies provide a richer more engaging student experience by
using these technologies.
Develop best practice training program to fully enable our faculty to deliver outstanding
teaching.
- Incorporate videoconferencing
- Extensive use of simulation tools
- Certification process for faculty with relevant resources that highlight best practices.
- An emphasis on training and mentoring faculty in adapting and transforming the delivery modality of
their curriculum, both in person and virtually. Diane
Appendix
Office of Information Technologies & Digital Media Executive Management
Team
Tom West, M.B.A., Vice President of Information Technology, and Chief Information Officer
started with Nova Southeastern University (NSU) on March 7, 2011. Tom joined NSU after a
distinguished career in corporate America and academia. Prior to NSU, Tom was with Health
Choice Network in Miami where he was chief technology officer for this leading provider of
enterprise information technology services to hospitals and clinics. In other corporate roles,
Tom served as senior vice president of Global Information Technology and Engineering for
Pfizer Pharmaceutical and vice president of global information technology for Citigroup, Latin
America. His experience in higher education includes his assignment as the chief information
officer for Kaplan Higher Education.
Greg Horne is the Executive Director of Information Technology Services for Nova
Southeastern University. In this capacity, Greg directs the IT departments responsible for
computing systems, data networks, and field engineering. Greg holds a master’s degree in
computer science from Nova Southeastern University and has been employed at the
University since 1985.
Office of Information Technologies & Digital Media Executive Management
Team
Andrew Tuck is currently serving as Nova Southeastern University’s Chief
Information Security Officer. He has over 25 years of experience in a variety of
fields within IT and IT Security, including Education, Healthcare and Local
Government.
Andrew is certified as an Information Systems Auditor (CISA) and Information
Systems Security Professional (CISSP) and is a keen motorcyclist and scuba diver.
Laraine Mittleman joined NSU in May 2011 as the Executive Director of the
Project Management Office (PMO) responsible for the implementation of an
enterprise-wide approach to identify, prioritize, and successfully execute a
technology portfolio of initiatives and projects that are aligned with the NSU
strategic goals and educational vision. Laraine brings more than twenty years of
leadership experience in the realm of call centers, infrastructure technology, quality
and training, business analysis, and project management. Laraine holds her
Bachelors in Education from the University of Miami, a Masters in Organizational
Management from the University of Phoenix, and a Doctorate from Barry University
in Leadership and Higher Education Administration.