Massachuse?s%Ins-tute%of%TechnologyModel Operating Model Target Architecture Guiding Principles for...
Transcript of Massachuse?s%Ins-tute%of%TechnologyModel Operating Model Target Architecture Guiding Principles for...
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Future of IT at MIT
IS&T Transforma-on Strategy: Enabling the 2020 Vision for IT@MIT
Massachuse?s Ins-tute of Technology
Administrative Advisory Council II March 18, 2015
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Future of IT at MIT
The Strategic Planning Process
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Future of IT at MIT
Org Structure
Capabilities Model
Operating Model
Target Architecture
Guiding Principles for IT
Assessment 2009
Assessment 2011
Assessment of the Ins,tute’s needs: Drove convergence on a vision, guiding principles, target architecture, new opera-ng model, new capabili-es model, & new org structure
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Advisory Council Final Report August 2012
EVPT Guiding Principles &
Themes
2020 Vision for IT@MIT*
• High Velocity Innova,on • Adaptable for Rapid Changes • Easy Access to Data for Decision Making • Open & Extendable Architecture to Meet Differen,ated Needs
• APIs, Cloud & Integra,on PlaJorms
• Transforma,ve Digital Service Models • Engaging User Experiences • Mobile & Context Aware Approaches • Lifecycle PorJolio Models
• Agile Methodologies • Automated Deployment Methodologies • Social Coding Methodologies
Listening Tours
New Infrastructure
New Processes
Up-‐skilled People
Excellence through modernization; and a
strategic focus on enabling innovation
PoCs
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Future of IT at MIT
The Target Architecture & Proof-of-Concept Projects
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Future of IT at MIT
PoCs validated and calibrated the target architecture & new opera,ng model
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Architecture & Operating Model Validated… Essential Capabilities Identified… Buy-in Demonstrated & Confirmed
• High Velocity Innova,on • Adaptable for Rapid Changes • Easy Access to Data for Decision Making • Open & Extendable Architecture to Meet Differen,ated Needs
• APIs, Cloud & Integra,on PlaJorms
• Transforma,ve Digital Service Models • Engaging User Experiences (UX) • Mobile & Context Aware Approaches • SoTware Development Lifecycle Model
• Agile Methodologies • Automated Deployment Methodologies • Social Coding Methodologies
Infrastructure
Processes
People
Lab Admin App
RLE (Mark Mondol)
DLC independent use of an IS&T-provisioned model-driven software development kit (SDK) to rapidly develop an easily updateable cloud-based app
Validated target architecture, non-IS&T use of agile SDKs, & automated deployment
P-Card App
CSAIL (Karen Shirer)
IS&T use of a SDK to rapidly develop an easily updateable SAP-integrated app for a DLC w/o customizing SAP
Validated rapid dev & secure use of SAP APIs, engaging UX, & transformational digital service model
Compen-sation Analysis App
HR (Wayne Turner)
IS&T use of SDK to rapidly develop an easily updateable SAP- & Success Factors-integrated app for an Admin Unit w/o customizing SAP
Validated secure use of SDK with SaaS and SAP APIs via an integration platform architecture
Student Acct App
SFS (Mark Waters)
IS&T use of IS&T-provisioned APIs to rapidly add a modern cloud app (Nelnet) on top of MITSIS w/o customizing MITSIS
Validated rapid & secure use of API connectors into MITSIS
2.009 PM Platform
ME (Prof David Wallace)
Faculty use of an IS&T-provisioned API for a cloud service platform (Dropbox) to independently & rapidly extend functionality to meet differentiated needs
Validated rapid & secure non-IS&T use of API connectors to create new services
Beaver Dash App
MIT Student Team
Student use of IS&T-provisioned APIs to rapidly & securely create new services
Validated student use of APIs to create new services
Example Proof-of-Concept Projects: PoC Participants Components of New Model Tested Assessment
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Future of IT at MIT
Successfully demonstrated that the new model & architecture can unlock business value & enable innova,on
BUILD Applications Better, Faster, &
Cheaper
• Optimized UX • Accelerate app
development by 10x • Significantly lower
cost (approximately 25% of previous costs)
RESPOND Quickly to Changes &
Opportunities
• Reduce time-to-market
• Accommodate constant updates
ENABLE the DLCs & Admin Units to
Accelerate Innovation
• Reduce project bottlenecks
• Open platforms to extension by others
• Enable units to move at their own pace
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Future of IT at MIT
New Operating Model
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Future of IT at MIT
New Opera,ng Model
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Re,re (Reallocate)
Innovate (Invest Resources)
Manage (Seek Efficiencies)
Deploy (Invest Resources)
Discovery, Pilot, or Sandbox
Deploy-‐at-‐Scale, Grow, Replace, or Modernize
Run, Maintain, or Op-mize
Sunset or Alterna-vely Source
Handoff to Enabling Services frees-up the Emerging Solutions
team to focus on next round of innovation
Emerging Solutions • Work with
Innovation Teams • Fast Track Agile
Methodologies • Focus on User
Experiences • Leverage Platforms
Enabling Services • Cloud & API-centric
Architectures • Open & Extendable
Platforms • DevOps Culture • Data & Code
Repositories
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Future of IT at MIT
Organizational Agility
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Future of IT at MIT
New IS&T Organiza,on Structure: Consolidated into 3 “capability” groupings with 14 teams
IS&T VP, John Charles
Emerging Solutions Sr Director, Eamon Kearns
User Experience and Design
Data Analytics/ Science
Integration
Enabling Services Assoc VP, Mark Silis
IT Ecosystem Architecture
Infrastructure Operations
Security & Resilience
Systems Optimization & Integration Solutions
Planning & Administration Sr Director, Diana Hughes
Infrastructure Design & Engineering
Provider & Consumer Partnerships
Systems Implementation DevOps
Sourcing & Logistics Management
Project & Portfolio Management
Administration
Social Communications
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Future of IT at MIT
Agility-‐Oriented Opera,ng Model: Designed for speed – strategic urgency
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Emerging Solutions
Mission - Collaboration with innovation teams to
create new services
Rapid iterative-experimentation is a
built-in principle, along with agile
methodologies & platform-thinking
Enabling Services
Mission - Rapid deployment of new
services, operational excellence, and
enabling & nurturing the IT@MIT ecosystem
Platform-thinking is a built-in principle, along
with DevOps, agile methodologies, open & extendable API-centric
architectures
Planning & Administration
Mission - Project & portfolio management
support, staffing & financial planning
Fostering agility-oriented approaches,
programs & practices is a built-in principle
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Future of IT at MIT
Transformation Roadmap
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Future of IT at MIT
Transforma,on Milestones
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FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Responsiveness of IS&T and IT@MIT
(Success Stories)
Time
Up-‐skilling, Retooling, & Restructuring
Innova7on Pla9orms & Connectors In Place
Por9olio of Enabling Services Available
Core Business Systems Modernized
Mature IT@MIT Ecosystem
Significantly Enhanced Support for High Velocity InnovaBon
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Future of IT at MIT
Consideration for DLCs & Admin Units
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Future of IT at MIT
Some considera,ons for DLCs & admin units
■ When can DLC & admin unit IT service providers get involved? – IT teams are welcome to opt-‐in at any-me – and welcome to take full advantage of IS&T
scheduled (and funded) opportuni-es for training
■ Will DLCs & admin units have access to the new tools & plaJorms? – IS&T is a?emp-ng to license each new tool and pla_orm for Ins-tute-‐wide use – enabling
access by individual students, faculty, researchers, and staff
■ How could this new architecture and opera,ng model create mul,ple wins for DLC & admin unit IT teams? – IT teams will be able to replace some (perhaps many) of their “shadow systems” with
modern mobile-‐ready apps siang on top of (and connected through APIs to) Ins-tute systems-‐of-‐record
– IT teams will be able to leverage IS&T-‐provided compute and storage pla_orms to reduce some of their exis-ng “keeping-‐the-‐lights-‐on” workloads & costs – thereby enabling the shib of resources to higher-‐value func-ons
– IS&T’s transformed focus on collabora-ng in agile ways with innova-on teams across the Ins-tute will make it possible for DLCs & admin units to more easily tap into a wider array of resources as they strive to relieve pain-‐points for their cons-tuencies
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Future of IT at MIT
Questions?
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