Leading & Partnering
Advancing Student Mobility for Canada through Trusted Data Exchange
Brian Stewart, University of Alberta
Lori MacMullen, CUCCIO
Join us to learn more about a national vision for a Canadian trusted data exchange environment that enables seamless student mobility. Led by the Association of Registrars of the Universities and Colleges of Canada (ARUCC), the Project is called the ‘ARUCC Groningen & Student Mobility Project’. It seeks to create a data exchange network that connects institutions, hubs, and trusted third parties to advance national and international mobility. For this Project, ARUCC is partnering with CUCCIO, the Pan-Canadian Consortium on Admissions and Transfer (PCCAT), and the Canadian Post-Secondary Electronic Standards Council (CanPESC).
- Supporting students by facilitating trusted digitized credential exchanges
- Enabling student focused service delivery by creating transformational and scalable delivery frameworks
- Accelerating connectivity between institutions and international organizations
We look forward to sharing details and capturing advice and input from CanHEIT members. For more information about the Project visit http://arucc.ca/en/resources/task-force-groningen.html
Adventures in Change - Modifying Laurier's Desktop Strategy
Melanie More-Duckworth, Wilfrid Laurier University
In January 2017 ICT at Laurier began a journey to implement a new University wide desktop strategy. This included migrating all staff, faculty and lab computers to Windows 10 and Office 2016. This presentation will outline the steps we took to create a more secure desktop environment. Our desktop strategy objectives included:
- Creating a standard image for all Laurier computers.
- Improving the physical and logical security of computers; including encryption, locks and modifying administrative permissions.
- Defining and implementing a consistent patch management process.
- Introducing OneDrive for Business as a secure and safe solution for data storage and recovering network drive space.
- Implementing self-service standard software installation through Software Center.
We will discuss how we developed our strategy, our conversations with senior administration to gain support and approval for this significant paradigm shift, and the creation of a client friendly migration process, which included the integration of our evergreen renewal programs for computers.
We will also touch on developing an enterprise wide communication plan to inform faculty and staff of the upcoming changes, and coordinating the logistics of visiting all computers on campus to perform the hands on migration.
An Agile Project Management Office
Terry Bunio, University of Manitoba
We have all heard about Agile Projects, but how can a Project Management Office be Agile? This presentation will discuss the implementation and practices of the Project Management Office used at the University of Manitoba to align with the principles of the Agile Manifesto:
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
This has resulted in a Project Management Office that adheres to the principles of limiting inventory, brutal visibility, and short feedback loops. Ultimately this allows the University of Manitoba ability to prioritize projects and resources and to adapt to the changing priorities quickly and efficiently.
Core to the Agile Project Management Office is a Software Development tool that allows for self-service and dashboarding of project information across all the projects and programs. This presentation will present the vision and objectives of the Project Management Office and how Sciforma is a key component in being able to manage the budgets and priorities of the portfolios. We will also present the visual reporting and dashboarding that is done to communicate status of the portfolios that enable executive decision making. These aspects involve:
- Capacity Planning
- Cost Savings
- Project Status
Applying Digital Governance
Darren Schell, University of Lethbridge
Michael Warf, University of Lethbridge
An effective digital program leverages web, social media, and mobile channels to inform and engage an institution’s constituents in order to meet measurable goals. Sounds easy right? If you’ve struggled to be successful with digital communications, perhaps due to unclear goals and more opinions and agendas than the average meeting of the United Nations, you’ll know that it’s a challenging problem. A successful digital program needs strong leadership, clearly defined roles and people to take responsibility for its success. Higher education institutions are often plagued by organizational structures, budgetary constraints and an “I’ll do it my way” culture that keep digital properties stuck in a rut.
Join Darren Schell and Michael Warf (University of Lethbridge) as they share their journey defining and applying digital governance practices at the University of Lethbridge. From expert audit and analysis to the pitfalls and learning that emerges from organizational change – the University of Lethbridge is measuring positive gains through a focused, deliberate and practical application of digital governance to their program.
This session is tuned for higher education staff that:
- Want to understand what digital governance is;
- Are encountering unconstructive argument and debate about digital “ownership” in their organization;
- Need a vocabulary and methodology to educate or influence internal resources regarding sound digital operational practices.
Through a 45 minute case-study and participatory discussion, you will take away:
- Insights on removing barriers to Digital Governance;
- Methods for setting up a framework for Governance;
- Practical ways to move from a management to a Governance mind-set;
- Thoughts on establishing a digital team from across your institution; it is everyone’s responsibility!
Building Excellence in Information Systems Implementations: Lessons Learned from major renewal at the University of Waterloo
Greg Smith, University of Waterloo
If best practices are so widely available, why do so many information systems projects fail to meet their scope, timelines or stay within budget? How do you build a structure of repeatable excellence in your IT organization, allowing for confidence in your ability to deliver systems that meet the evolving needs of your institution?
The University of Waterloo is in the midst of significant revitalization of business systems through many large re-implementation and replacement projects. This presentation will provide a brief overview of these efforts with a primary focus on the lessons learned to date. We aim to share some of our successes and learnings on the path to repeatable success with systems projects of all sizes in the university environment, and offer an opportunity for interactive discussion about information systems challenges and opportunities that are common across all members of CANHEIT.
Some of the pillars covered include:
- Building complementary IT/Business teams to cover all ADLC roles, and an IT/Business relationship that benefits both organizations
- Developing appropriate governance
- Deciding between Agile, Waterfall, or none of the above
- Advantages of utilizing prototyping and iterative approaches
- Employing appropriate Change Management to improve outcomes
- Understanding how to partner with Cloud vendors
Some of the projects completed in the last two years from which lessons are drawn include:
- Implementation of a new Co-op administration system for the largest Co-op program in Canada
- Migration of the Financial system to a cloud-based solution
- Significant upgrades to PeopleSoft Campus Solutions and a renewed focus on using the toolset to meet campus needs
- Selection and planning to move our HR System to Workday HCM at the start of 2019
Implementation/updates for many departmental (non-enterprise) systems:
- Shopify eCommerce
- Integrated Student Service Centre
- Research Portal and Award Management
- Food Services’ Mobile Pay Ahead solution
- Campus Wellness Electronic Health Records
Changing the Culture of Collaboration
Kevin Vadnais, University of Lethbridge
Jeff Oliver, University of Lethbridge
All of us in IT know what it is like to be constrained – whether it be time, people, skill sets, or the latest tech – all of it is in high demand. We are trying to stretch ourselves further and further, make do with less and less, and try to keep up with the Joneses.
Many of us in Higher Education IT roles face the same issues and have the same struggles. Streaming media, security awareness, wireless, virtualization, etc. The list goes on and on and is both exciting and exhausting. Every time we turn around there is something new or something else that gets added to the pile.
Years of speaking with colleagues has shown that there exists both a desire and a need for more collaboration between Higher Ed IT teams. While some of this collaboration is present in a few verticals, it is noticeably absent in others. We all claim we want to be involved but nothing seems to happen. When it comes down to actually sharing information, the desire seems to disappear and efforts are often met with a deafening silence.
How do we move from where we are today, where organizations are hesitant or unable to share with one another to a place where there is open and active communication. How do we move to culture where the communication consists of both the good things and bad things that go on in our daily activities, where the communication is bidirectional and vibrant?
Re-Introducing Special Interest Groups or SIGs. We all have gifted and passionate people on our teams who would be happy to chat for a bit and share some knowledge. Simple or complicated, the amount of tech knowledge that we can pass on to our colleagues is extensive and very much in need today.
Leaning on some lessons learned from other SIG’s let’s look at some of the options available to us and explore them. In this interactive presentation we will discuss some successes, failures and lessons learned that we have experienced in our careers. We look forward to a lively discussion on how to change the collective culture among Higher Ed IT groups in creating a truly sustainable culture of of collaboration!
Creative Stakeholder Engagement Risks and Rewards: Evolving Academic Video Services at the U of S
Cameron Alexson, University of Saskatchewan
Join us as we share our experiences applying creative stakeholder engagement techniques as we evolved the enterprise wide Academic Video service at the University of Saskatchewan.
The University of Saskatchewan’s Information and Communication Technology organization provides infrastructure and solutions underpinning a variety of video services used for teaching, learning and discovery.
Faced with a ‘perfect storm’ of multiple service contracts coming to term, end-of life hardware solutions, along with an “Engagement with Learning Technologies” study (2016, Turner, Bassendowski, Squires, Wilson) recommending creating capacity for the “pedagogically sound use of video”, we seized the opportunity to implement needed change.
In early 2017, ICT in collaboration with partners under the Vice Provost Teaching and Learning and Student Experience embarked on a multi-phased project to review and renew our Academic Video service.
This is our success story, central to which was the use of creative stakeholder engagement techniques. We will explore the risks and rewards of using these various techniques to confirm stakeholder needs, to inform product selection, and to gain shared understanding and support throughout the design, implementation, and early adoption stages.
Stakeholder engagement was crucial to the success of our implementation and early adoption stages, as we had an extremely compressed time frame for both. We were able to leverage the shared understanding and ownership of the product choice to speed our implementation during July and August, then we had a ready-made group of engaged early adopters prepared to hit the ground running in September.
As we position for sustained engagement and support for the Academic Video service we touch on the role of our emerging community of practice for academic technology support in maintaining momentum.
Our experience supports the position that aptly applied creative stakeholder engagement contributes to service adoption and satisfaction.
CSU Innovate: Promoting Innovation Across 23 California University Campuses
Michael Berman, California State University, U.S.
The California State University (CSU) is the largest system of primarily masters’ level universities in the USA, serving nearly half a million students every year. In 2017, the CIO for the CSU Chancellor’s Office started CSU Innovate, an attempt to promote and support technology innovation across the CSU campuses. A “Chief Innovation Officer” position was established to launch this initiative, and a campus CIO was tapped to spend 50% of his time to support it.
The first year of CSU Innovate included:
- establishing key focus areas
- launching a campus mini-grants program
- coordinating an in-person Immersive Learning summit
- offering a full-day online event to provide in-depth information on cloud computing
- initiating a pilot program to streamline software purchasing
- and developing and promoting a new strategy for future development of the CSU’s shared ERP system.
Based upon the success of the first year, plans are underway to expand and institutionalize the role of the Chief Innovation Officer and to provide additional resources to support this work.
The CSU’s founding Chief Innovation Officer will tell the story of the first year, reflect on successes, failures, and lessons learned, and outline future plans. While the specific conditions for this initiative may be unique to CSU, the results from this experience have potential relevance to innovation strategies that might be pursued among any consortium of Canadian institutions or at a single large and decentralized university.
Enabling the structures of Digital Pedagogy
Jim Nottingham, University of the Arts London, U.K.
How can University IT leaders working to enable the structures of digital pedagogy and digital service transformations, provide boundary spanning institutional leadership while at the same not stifle creative and innovative approaches to new technology?
The University IT leader sits at the periphery of the activity of academic staff but has a great deal of influence in how University wide systems can be adapted and utilised by academic staff, students and support staff. It is key that careful consideration of all users within the scale and scope of any IT or digital strategy is genuinely given by those leading the organisation.
It is also clear that strategies need high-speed adoption, clarity and agility to adapt with the times. The session will explore various strategies that have been used at the University of the Arts London to break down barriers, increase participation and discourse while still maintaining the underlying ethos of education, creativity and freedom of expression.
My proposed presentation will explore various strategies that we have used to move from being a traditional and static University IT Department to a University wide function involved in almost all digital based activities across the University. There is an on-going reshaping of the role of the Chief Information Officer (CIO) and IT Director in Higher Education, it’s no longer the case to be able to manage a complex IT enterprise. I strongly believe that it has become key to understand the University within the wider context of learning and teaching, social, economic and political values.
University IT services have to go where the pedagogy leads, this may well be uncomfortable but it is an essential element of the current pace of change in learning and social practice. Understanding pedagogic principles for a University CIO is an essential as understanding a WAN.
It is vital to move beyond the narrow structures and processes that encumber IT in a University setting and be a key enabler of all digital activities and service transactions across the University. This in turn requires a mind-set change and a new generation of CIO’s who are fully engaged with the primary function of a University and see their role as highly informed across all aspects of the learning organization.
Enterprise Web Content Management
Eryn Holbrook, Simon Fraser University
Birds of a Feather
Managing website content at an enterprise level requires a variety of expertise. Design, user experience, information analysis, front-end/back-end development, and content strategy are just a few of the skills you may find on a typical higher ed web team. We can safely say that no two teams are exactly alike: some teams are based in IT, some in Marketing, while others are a blend of the two. In this Birds of a Feather discussion, we’ll compare how our CMS teams are structured and resourced. We’ll look at the various platform choices on offer, and talk about the joys and challenges of rolling out a content management system enterprise-wide.
Engaging Canada’s higher education IT leaders for CANARIE’s 2020-2025 Mandate
Kathryn Anthonisen, CANARIE
Jim Ghadbane, CANARIE
Alex Bushell, CANARIE
Birds of a Feather
Want to provide input to CANARIE’s next mandate? To meet the evolving needs of Canada’s higher education community, CANARIE is currently preparing its request for funding from the Government of Canada for 2020-2025. The session will feature an overview of CANARIE’s current thinking for its programs and offerings in 2020-2025, and well as significant time for questions, comments, and feedback.
Please join us for an interactive session to discuss CANARIE’s mandate renewal proposal.
Grumpy Old CIOs - Advice from the Seasoned Professionals
Ian McLeod, Douglas College
This session will offer the ‘top three’ best pieces of advice from each of four of the longest serving CIOs in BC Post-Secondary. This advice will be useful for new CIOs or those who are considering advancing up the leadership ladder. Session with be moderated by the antithesis of the Grumpy Old CIO.
IT is a Strategic Asset (and not a utility)
Mark Roman, Simon Fraser University
John O’brien, EDUCAUSE, U.S.
Ghilaine Roquet, McGill University
Trevor Woods, Monash University, Australia
Michael Barr, Mount Royal University
Historically, IT has been treated as cost centre in most organizations. The traditional view of IT is to treat it as a utility that fades into the background as long as payroll keeps running and the network is up. Successful institutions have abandoned this attitude. These organizations think differently about IT – they view IT as a strategic asset requiring conscious and deliberate investments designed to create research innovation opportunities, pedagogical improvements, better student experience increases, and risk mitigations. By viewing IT as a strategic asset, the institution focuses on the value delivered by IT, rather than just the cost.
The panel will explore some key questions:
- Universities are unique entities with special strategic needs. How can IT strategy impact the mission and vision of a university?
- Strategic assets need to measured, so how should value be assessed in the university context? Is it the same for every project or does the meaning of value change in research, administration, or teaching/learning systems?
- There is great value in delivering a reliable utility service, but that must be weighed against new strategic project initiatives. How can an IT organization maintain the appropriate balance?
- Delivering strategic assets requires remarkable transformational skills. How can a university develop and apply these skills to gain maximum value from their IT assets?
Season 2: What got you here, doesn't always get you there: Transforming IT/Client Relationships
Sandeep Sidhu, Simon Fraser University
Keith Fong, Simon Fraser University
Jennifer, Simon Fraser, University
As the University leadership teams embark on new journeys, IT’s role is becoming increasing critical especially in strategic conversations. Relationship management is a delicate and very strategic capability that is organically developing in the IT industry. This session will also talk about strategies to build stronger relationship with all stakeholder groups Students, Staff, Faculty and Researchers. There is no other industry that faces a challenge in managing such a diverse group of audiences, so how to we facilitate this conversation and ensure everyone’s best interests a managed.
At CANHEIT 2017, SFU team represented by Keith Fong, Jennifer Casey and Sandeep Sidhu shared ideas and plans on how SFU is approaching relationship management. This session will focus on developments since then, What worked, what didn’t and what we learned since CANHEIT 2017.
Co-presenters: Keith Fong and Jennifer Casey
Shifting to Institution-wide IT Support Model
Shari Baraniuk, University of Saskatchewan
Working with College senior leadership, the University of Saskatchewan moved to a centralized IT support model, merging all decentralized IT units into ICT. The presentation will talk about how this was accomplished and the successes we have seen as well as the challenges encountered. We will also talk about some of the cultural shifts we are trying to make with our customer experience model as well as utilizing Moments that Matter (a Deloitte cultural change tool that we have adopted).
Stop the bus, I want to get off
Robin Winsor, Cybera
It is becoming difficult to keep up with the exciting, yet often frightening technology news that emerges every day: from AI-generated video making it impossible to tell the real from the fake, to bots controlling conversations on social media, to major data breaches and new digital security flaws being discovered in almost every computer, to Internet of Things-enabled devices spying on citizens, to quantum computing offering the potential to break every encrypted code on earth… When the atomic bomb was developed in World War II, political leaders were able to control who had access to the means and development of that very powerful and destructive piece of technology. Today, government cannot control the proliferation of new tech. The pace of change is simply too fast for the legislative process to keep up. We therefore cannot look to our political leaders to set the the codes of conduct for new technologies. Rather, we must look to business and research leaders to develop and follow ethical practices when it comes to the tools they build and distribute. And we must look to education leaders to develop a well-informed citizenry that is fully conscious of the implications of what they are creating and consuming.
Unpacking the CUBANE Uniforum Promise
Gayleen Gray, McMaster University
The Cubane UniForum process is used by universities worldwide to strategically manage administration and support services. Universities that participate join a cohort of similarly positioned institutions pursuing a ‘carefully directed, multi-year program of information sharing, performance analysis and best practice sharing to enable your institution to deliver operational improvement’. Three Canadian universities, McMaster University, York University and the University of British Columbia, have engaged in the Cubane UniForum process this past year and have chosen campus IT as one of the key areas of focus as they embark on their very early foray into this assessment process. Monash University in Melbourne, Australia has been participating in the Cubane UniForum process for many years and has used it to drive administrative reforms and savings. Join the presenters as they give you both sides of the Cubane UniForum continuum, from beginning to beyond, and learn more about what this promise could mean for you if your university decides to sign on.