Tech Optimization

Our learning space environment continues to explode. This boom adds an urgency to the need to develop a comprehensive institutional model to support this landscape in a seamless, consistent, and reliable manner whether the support is provided by central IT staff or the technology experts housed within the academic divisions.

A team has been formed and has begun developing a project charter, stakeholder analysis, and a project plan that will help build this comprehensive support model for all learning spaces across the Oxford campus.

5/1/2017 Weekly Update

Reviewed the classroom support process with a focus on how to allocate resources for first response. Talking through several potential approaches.

The Support Analyst I position has been posted to HireTouch.

4/24/2017 Weekly Update

The Tech Optimization group had another busy week and accomplished a range of tasks.

  • Communicated to the deans and broader technology community about this project
  • Drafted process/service performance targets for the classroom experience for circulation and comment
  • Conducted refresher training with Technology Support Services staff about change management when updating/modifying classroom technology
  • Drafted a differential document identifying which classrooms meet the defined standards conducted by John Moore for discussion and review by project team
  • Technology Support Services staff assigned job titles in the new job family by OEEO/HR/Budget office
  • Search for Sr. Technology Support Analyst concluded with no hiring recommendation at this time

3/3/2017 Weekly Update

Critical Path Activity/Decisions:

Identify and empower service owners for the 2 primary services involved in this effort (Class Technology and Institutional End-User Computing). These individuals should be heavily involved in the redesign.

This week's accomplishments:

  • Met with Steven Wright and Guy Moore to update progress on the shared support model pilot with a scorecard of data from Jan/Feb. Key outcomes: push from Stephen for CASiT to log more of their work and to refer people through Support Desk; make ticket creation as simple as possible; explore how to begin leveraging knowledge management processes; improve the routing instructions for pilot and NON-pilot participants to reduce routing errors
  • Made revisions to the hourly rate cost model; sent model to JP
  • Reviewed the hourly rate cost model with Beth; added assumptions and made some minor revisions the model; agreed that all service expenses would be covered by tech fee and recovered through hourly rate (including vehicles).
  • Addressed rumors regarding how the new job family for Technology Support Services is structured and how current staff members are being transitioned into new job titles.