v2 - published 2/21/2019
Strategy Statement: Regional Networks will identify goals and outcomes of mutual value to the program partners. By leveraging common requirements, adaptable technical solutions, and distributed financial support, UW-IT will coordinate with the partners to identify and execute synergistic approaches to the delivery and operations of network services in support of their individual missions.
Vision: The Regional Networks partners provide core network technologies essential to fulfilling the complementary missions of their respective organizations and communities. An effective UW-IT Regional Networks business service will result in a cohesive UW-IT technical, operational, and administrative framework in which each of the partners can be demonstrably more effective in supporting the missions of their respective organizations.
Changing leadership and engineering management roles within the partner programs and their constituents results in diminished awareness of the network programs' benefits. Lack of awareness can result in ill-informed decisions, lost opportunities.
Lack of strong relationships between the regional partners and the leaders of their constituents can create blindness on the part of the regional partners to evolving needs within their communities.
Current: K-20 leadership is scheduled to meet with Jim Weaver (State CIO) at the end of April.
Current: Monthly reports are being produced tracking UW Medicine P1 and P2 incidents. This is an ongoing effort that was started as a PPM project and is now being operationalized. This will also feed into a larger effort to standardize the formats and information provided in incident reports and customer notifications for all the Regional Network programs.
Current: Regular meetings between UW-IT and UW Medicine CIO Office executives as well as UW-IT Medicine Program Mgr and UW Medicine Mgrs.
Planned: UW-IT leadership attendance at, and appropriate contributions to: PNWGP Advisory Board Meetings; K-20 Network Consortium Board Meetings; quarterly meetings with KOCO Office in Olympia.
Planned: Track initiatives within WA State OCIO/WaTech customer meetings and respond/participate as appropriate.
Across all of these current and planned initiatives, the desired outcomes are as follows:
Understanding by program and constituent leaders of...
Commitment to engage with the programs by highlighting evolving requirements and goals so that UW-IT and the programs can adapt in ways that will continue to benefit the partners and their constituents.
Commitment by UW-IT to work with the program partners to improve service satisfaction.
|Divergent approaches to UW-IT's business relationships with its program partners (e.g., planning, budgeting, and labor tracking) can result in lack of visibility into UW-IT's overall efforts, costs, and contributions associated with its delivery of services to these programs.|
Current: examine labor assignment and funding models both across the individual programs and from the aggregated UW-IT view; identify ways to standardize across the programs.
Current: examine UW Connect (ITSM) constructs for the regional networks and associated workflows; identify opportunities for efficiencies.
Planned: Generate a strawman common service description for network services UW-IT provides to the partner programs and engage partner programs to review, comment, and revise.
By reducing the ways in which labor and associated labor costs are allocated to support the regional networks, future modifications to underlying support service models will be better defined.
Standardizing workflows will allow more efficient and predictable use of UW Connect in support of the program partners and result in more predictable dashboard metrics.
Having a common service description provides a focal point around which UW-IT and partner programs can more constructively discuss service delivery expectations, areas for service improvements, and respective responsibilities related to services.
|Aging routing room, IDF/MDF infrastructurues mean they are insufficient to support on-going modern network requirements.||Modernize and harden facilities for the space/power/cooling/cabling/security needs required for the delivery of modern, security, high-capacity networking services. Modern network services may translate into increased efficiency in network deployments and operations and greater options/utility for the end users.|
Complex network transport constructs (pervasive throughout each Network Program) continue to grow unabated and are essential for normal business operations. In the event of an incident, service must be restored as quicky as possible; when new services are needed, they need to be designed and deployed as quickly as possible. Today, there is no complete, current, authoritative CMDB of these resources, which severely hampers our ability to provide effective incident management as well as timely service designs.
Current: a project focused on gathering information and requirements; assessing marketplace options; and making a recommendation for a network transport CMDB. PRJ0016880 (P3)
Planned: identify, integrate/build, and deploy an authoritative transport CMDB to be integrated into standard ITIL processes and functions.
More accurate, faster incident responses with more accurate targeted communications.
More reliable and faster designs, moves/adds/changes, due to availability of central, accurate data on available resources and existing constructs.
Contributors: Jan Eveleth, Jonah Keough, Noah Pitzer, Jack Daviau, David Morton, Brad Greer