IT Architecture and Infrastructure Committee
9:00 – 10:30 a.m., October 9, 2015, FAC 228D
I. 2015-2016 Priorities – Confirmation
II. Smartsheet License – Update (Ryan Baldwin)
III. Office 365 Toolset Project Charter (Bob Gloyd, Chris Carter, Trice Humpert)
IV. Casper System – Introduction (James Lewis)
V. TSC Training Survey Feedback Processing – Update (Cam Beasley, Susan Roy)
IT Architecture and Infrastructure Committee – DRAFT 2015-2016 Priorities
What they look like in the IT Priorities Report:
It Project Oversight
Several ongoing projects will receive oversight from the Architecture and Infrastructure governance
committee including the implementation of the technical architecture for the Administrative
Modernization Systems Program, implementation of ServiceNow, SailPoint, Duo, and Office 365
improvements.
Campus Network Enhancements
Increase the network speed to 100Gbps. Develop evolutionary network enhancements including the
new data center network architecture, wired auto-port configuration/802.1x, and Network Address
Translation changes (wired for units/wireless) will advance the campus network infrastructure.
Systems Management and Remote Support
Assess systems management and remote access tools as well as design an IT role definition schema to
define the requirements, privileges, and expectations that come with various IT roles across campus.
Leverage remote support solutions like Bomgar and Puppet enhance remote campus and service access.
It Project Oversight
ASMP 2.0 Implementation (including Application Modernization – getting off the mainframe and the
new Tech Arch)
ServiceNow / ITSM implementation
SailPoint Implementation (new Identity and Access Management solution)
Office 365 enhancements (enterprise chat, for sure – this list should likely also be 3-5 top new features
the campus wants)
Campus Network Enhancements
Evolutionary network items such as:
New data center network architecture (summer)
Wired Auto-port configuration/802.1x (continuing)
Network Address Translation changes (wired for units/wireless)
802.1X - effective project to test, develop knowledge/support, and resolve some identified problems on
the customer side (PXEBoot/NetBoot). Ideally, the majority of campus should be able to leverage some
aspect of the 802.1x technology, but perhaps additional resources or development is needed to move
the implementation forward. Of particular interest is how 802.1x can be leveraged for configuring
systems that are remotely accessible.
Systems Management and Remote Support
Systems Management – do we have the proper tools and they are effectively meeting our systems
management needs. Perhaps setting up or reinstating/reactivating a Systems Management
1|D R A F T 2 0 1 5 - 2 0 1 6 A I C P r i o r i t i e s
subcommittee/task force would be appropriate? The goal of the task force would be to develop a highlevel approach (including reaching out to peer institutions to compare methods and tools) is a good
starting point.
IT Role Definitions - with the changes forthcoming with Workday, ServiceNow, and Sailpoint, we need to
define the requirements, privileges, and expectations that come with various IT roles across campus.
Defining these roles as an informed community will both benefit those efforts, as well as help clarify the
various roles that we (often inappropriately) lump under ‘TSC’. Example, as a systems administrator role
on campus I should automatically get some privileges, as a systems administrator in unit XXX, I get
certain privileges for that unit (e.g., OU ownership for unit XXX, DNS editor for unit XXX, etc).
Remote Support Solutions - ITS, and perhaps ATS, leverages Bomgar to access systems remotely to
provide support. A campus offering that TSCs can leverage would be beneficial supporting users
remotely, whether they are on a different part of campus or off-campus, especially faculty and
researchers. If there are multiple solutions implemented, maybe it’s worth consolidating.
Bomgar cloud-based offering (no longer requires local Bomgar appliances).
Campus wide Puppet license coming. Purchasing process being finalized and it will be announced.
Normal Agenda Items
Enterprise software licensing. What is the current situation with regard to UT negotiating with
companies like Adobe for pricing on products like Creative Cloud?
Salesforce (Event Management Software)
UTPrint 2.0/Campus Managed Printing Services - we need to revisit our current campus printing solution
(UTPrint) with the goal of increasing flexibility for staff and faculty (beyond the current student focus).
Managed Printing Services is also worth exploring with the potential to save campus significantly.
Windows desktop management and active directory group policies - what is the decision process and
what kind of oversight should we have in place before deciding to enforce a top level domain policy in
situations that have always before been delegated to TSCs to ensure compliance?
2|D R A F T 2 0 1 5 - 2 0 1 6 A I C P r i o r i t i e s
IT Governance Priorities – FY 2015-2016
Oversee and Implement the Technical
Architecture for the Administrative
Systems Modernization Program
3B
Implement the architecture for and oversee the
creation and translation of campus business
processes into the new Workday system.
Workday, a cloud-based Software as a Service
(SaaS) solution for human resources, payroll,
finance and procurement. This selection was made
by a large number of stakeholders across the
University. The Administrative Systems
Modernization Program (ASMP 2.0) started in the
summer of 2014.
Enhance the Research Computing
Infrastructure
4B
Partner with TACC and UT System to enhance and
increase the research computing infrastructure.
IT Architecture and Infrastructure Project
Oversight
Several ongoing projects will receive oversight
from the Architecture and Infrastructure
governance committee including the
implementation of the technical architecture for
the Administrative Modernization Systems
Program, implementation of ServiceNow,
SailPoint, and Office 365 improvements.
0B
Campus Network Enhancements
Increase the network speed to 100Gbps. Develop
evolutionary network enhancements including the
new data center network architecture, wired autoport configuration/802.1x, and Network Address
Translation changes (wired for units/wireless) will
advance the campus network infrastructure.
1B
Systems Management and Remote Support
Assess systems management and remote access
tools as well as design an IT role definition schema
to define the requirements, privileges, and
expectations that come with various IT roles across
campus. Leverage remote support solutions like
Bomgar and Puppet enhance remote campus and
service access.
2B
Build Digital Asset Management Core
System
5B
Build the Digital Asset Management System in the
open-source Islandora environment. Develop
funding, resource, and contracting structure for
the new digital asset management system, which
will be hosted in partnership with UT Libraries.
Determine the Building Security System
Replacement Approach
6B
A funding strategy for the on-going operation of
the Building Access Control System (BACS) was
developed and approved through IT governance.
Next year, we will continue to remove BACS alarm
points where no longer needed, evaluate building
security system options, and implement the
funding strategy.
Implementation Projects
7B
Projects that will be implemented or partially
implemented in the 2015-2016 fiscal year include
continued Office 365 deployment, expansion of
the Box cloud-storage solution, and the continued
retirement of under-utilized systems.
Office 365 Phased Rollout
Document Version 2.1
Contact: Bob Gloyd, Engineering
Last Edited October 2, 2015
Office 365 Phased Rollout Charter
Executive Summary
The UT System Office 365 licensing agreement covers a number of tools that UT Austin is not
currently leveraging. This project will provide experiential data from customer platforms, through
early adopter CSUs, to support the deployment and operation of this valuable toolset across
campus. Starting from staging that took place in the Summer of 2015 as this charter was being
prepared, through larger scale evaluations planned for the Fall of 2015, an increasing user-base
throughout this project will lead to providing all licensed campus users access to these tools in the
Summer of 2016. From experiences and capabilities already documented in the staging of this
project, the provisioning and support of this toolset are anticipated to be low relative to the
significant institutional productivity to be gained. The integrated nature of the instant messaging
chat capabilities, alongside the high quality videoconferencing and rich collaborative tools, offer a
compelling set of capabilities across the core platforms used by many faculty and staff across
campus.
Business Need and Background
The Office 365 suite of applications offers a rich set of capabilities far beyond the basic
Outlook/Exchange "email in the cloud" service. The Messaging, Meeting and Collaboration tools, in
the form of Skype for Business (formerly Microsoft Lync), OneDrive, and Online Office Apps deliver
a tightly integrated toolset that can enhance productivity across a broad spectrum of platforms and
devices. These applications are also already integrated with the campus identity management and
Active Directory systems.
To further illustrate this point, the core functionalities that apply are as follows:
•
•
•
Messaging
o Chat/Instant Messaging (IM)
o Presence (Availability / Calendar)
Meetings
o Collaborative Videoconferencing
o Desktop and application sharing
o Presence (Availability / Calendar)
Collaboration Tools
o Shared Notes (OneNote)
o Shared Documents (OneDrive)
o Web Productivity Apps (Online Apps)
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For units that are already using Office and Office 365 Exchange as foundational tools, the additional
capabilities offered by the full Office 365 Toolset can be quickly and simply added to existing
workflows through familiar interfaces. Existing support infrastructures are largely in place so that
the marginal support costs and/or learning curves should be low while the benefits in increased
productivity will be immediate and significant.
It should also be specifically noted that an enterprise Chat/IM tool could permit the
decommissioning of several Jabber servers across campus and eliminate the need for any additional
ad-hoc Chat/IM tool implementations.
Project Description and Scope
This project will be a phased rollout conducted by at least seven different CSUs on campus who
have already migrated to Office 365. Each unit will define specific use cases to test and will identify
a set of users in the CSU to do the testing. Test groups will be as small as several IT staff from one
unit and as large as the entire administrative staff in other units.
Each unit will document their experience in deploying, using, and supporting the full Office 365
toolset. This documentation will be collected and reported back to AIC. The three categories of
Messaging, Meetings, and Collaboration Tools listed above in "Business Need and Background"
define the scope of what will be tested with the Office 365 toolset.
The specific Office 365 cloud-based applications that are perceived to be needed for this
implementation are as follows (grouped by Microsoft licensing packs, as we understand them):
•
•
•
•
•
Previously implemented (also known as Exchange Online Plan 1)
o Calendar, Mail, People & Tasks
Office 365 ProPlus for Faculty and Students
o Office Suite (Download for 5 devices + 5 Phone), Sway (Prezi alternative)
o OneDrive for Business (Plan 1) {1 TB of data}
Office 365 Education
o Office Online: Word Online, Excel Online, PowerPoint Online, OneNote Online, Class
Notebook
o SharePoint Plan 1 for EDU
o Skype for Business Online (Plan 2)
Equity with the Business School's implementation, currently in a separate tenant, should be
a key consideration.
The Business School also needs:
o Sites
o Yammer (Slack alternative)
We would like to explicitly state that any form of Unified Communications (UC) or Voice
Communication solutions or replacements are explicitly out of scope for this endeavor so that the
existing VoIP infrastructure will not be impacted in any way.
Office 365 Phased Rollout
Charter
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This project will be initiated, managed and supported by the individual CSU’s who choose to
participate. ITS will enable the tools, provide and track tier 3 support as described in the
Memorandum of Understanding (MOU) attached. Once an understanding of the effort to rollout and
support the tools is established sufficiently, the appropriate governance committee will determine
if this should be a centrally funded and supported service to Campus.
The tier 3 support provided by ITS will be prioritized behind support of existing centrally
supported services as no additional resources are being funded or provided as part of this project.
Project Goals
The primary goal of this project is to assess the capabilities, cross-platform compatibility, and
necessary deployment and support requirements to implement the full Office 365 toolset in a CSU.
The units participating in the deployment are managed desktop environments and the expectation
is that each unit will deploy the technology to end users itself and communicate to them how to use
the tools and how they can benefit from doing so.
When the project is complete, we will have documented and reported to AIC the effort required to
deploy and support the tools in a CSU and how individuals and work groups can benefit from using
them. We will document deployment, training and ongoing support requirements and will have a
best practices recommendation and central knowledge base for future CSUs who choose to opt-in to
these tools.
Deliverables
This project will explore and document the details of how to successfully deploy and support these
additional Office 365 tools. Each participating CSU will keep track of their experiences and note any
technical or support issues in a central knowledge base. Additionally, each CSU will include a
project plan as an appendix to this charter. Specific deliverables include:
•
•
•
•
•
•
•
Central knowledge base to document all issues, tips, and FAQs
Project plans for deployment, training, and support
A best practices implementation plan developed based on early adopters experiences
A clear, measured understanding of the deployment, training and ongoing support costs of
the tools.
Costs will be communicated to AIC each month for Tier 1, 2 and 3 support to include the
number of reported issues and the effort involved to resolve those issue, by platform
(Windows, iOS, etc.)
Agreement and approval by ISO and Legal regarding what types of data can be used with
each of the tool sets.
ADA accessibility review by the appropriate campus offices
Project Schedule
Timetable
Phases:
Summer '15
Staging Completed
8/2015
Office 365 Phased Rollout
Charter
Fall '15
Exploring &
Validating
Winter 15/16
Reporting
Spring '16
Expanding &
Integrating
Summer '16
GrandOpening for
entire campus
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Summer 2015 Phase: Staging
Preliminary investigations have already unearthed a broad spectrum of easy to use, high
quality tools for instant messaging, on-line meetings and document collaboration.
Interestingly, the only snags have been in the misconfiguration of the tool at the
infrastructure level.
It should be noted early on in this project that we are not developing tools, instead we are
using a toolset that is rapidly becoming an international industry standard and that is already
in use at numerous educational institutions across the country and within the UT System.
Very early on, core partners will develop usage/platform evaluation matrices. The project
team has already engaged the ISO to help address and mitigate any security concerns.
Documents are in progress to help various platform users determine the optimal application
option for their environment. Support staff for early-adopters will consult with them to
ensure they have access to the tools and know how to use them. Automated installation
methodologies have already been identified for organization using management tools such as
SCCM or Absolute Manage.
The toolsets are being considered on an opt-in basis by CSU or workgroups through phased
deployments. It should be noted, though, that the compelling nature of the tool may inspire
rapid adoption.
Core partners will take an advocacy approach toward the toolsets, combining their
experiences as soon as is practical.
•
•
•
•
James Lewis, for example, will be the Apple advocate and focus on any end-user training
that may be needed.
Chris Carter will bias toward how staff may be able to leverage the toolset.
Ty Lehman will engage with colleagues within his school, selected by his dean.
Bob Gloyd will key on Academic and Research opportunities to engage the toolset.
Fall 2015 Phase: Exploring and Validation the Toolsets amongst campus early adopters
Core project members will deploy the Office 365 tools to test groups to validate usage
scenarios with targeted customer bases. At about the mid-point of this phase additional
campus participants will be actively engaged to evaluate their targeted scenarios (these are
documented in the original proposal, attached).
The phased rollout will include enabling the full Office 365 functionality for all faculty and
staff users in the Jackson School and all staff in the UT Libraries. For both units, it is necessary
for all of the staff in their environment to be activated in Office 365 to integrate the messaging
component into business workflows. Instant messaging, in concert with the collaboration
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tools, will improve productivity even if the audio/video meeting component is only used by a
subset of staff who have the required hardware. Desktop support in each unit will deploy
software, train users, and test scenarios of business cases for how the university can benefit
from the new features.
Select groups will be enabled within Engineering and the Shared Services Program, including
all ATS support staff and core Shared Services staff.
Communication, iSchool, Law and LBJ plan on engaging in the middle of the Fall 2015
semester to evaluate benefits while leveraging the insights from earlier adopters.
Additionally, the Tech Deans group will be engaged to use and evaluate the toolset within a
collaborative environment. These stewards, who manage a wide range of IT environments on
campus, will contribute to the platform functionality matrix - directly documenting from
within the tool.
Documentation, training and deployment plans will be developed as needed and tailored to
particular platforms and usage scenarios.
Success of this phase will be gauged by the following factors:
o Individual project plans accomplished by early adopters
 their plans will be attached as addenda to this charter
 a best practices implementation plan will be developed based on early
adopters experiences
o Development of a central knowledge base to promote the propagation of best
practices as it related to deployment, training and support and use.
o Parity with the Business School's current implementation of Office 365
o Foundation set for engaging with some faculty and students in the Spring of 2016 to
evaluate the potential of the Class Notebook tool
Winter 2015/2016:
Report Fall findings to the AIC and make plans for the Spring based upon the Fall 2015
experiences. We will target the February 2016 AIC meeting.
Spring 2016 Phase: Expanding and Integrating use scenarios
It is hoped that at least the core project members will be able to achieve parity with the
Business School's implementation of these tools by Spring and thus permit broader
collaboration.
More challenging and far-reaching tools will also be engaged. Ideally we will include faculty
and graduate students (who are nominally staff) to explore the rich toolset capabilities in
the OneNote Class Notebook Creator and engage colleagues from other institutions who are
already using the Office 365 suite. We may also integrate industry colleagues when it is
appropriate.
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Staging for a full rollout of the Office 365 suite, as described above, to all CSUs on campus who
desire.
Summer 2016 Phase: Full Grand-Opening unveiling of the full Office 365 suite to the entire
campus envisioned
Demonstrations are imagined to targeted groups. However, due to the general prevalence of
these type of tools to our constituency, little formal training is anticipated. Rather, we would
expect individuals to explore the tools and expand their skills rapidly through
experimentation with their colleagues.
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Project Management and Governance
Role
Name(s)/Organization(s)
Responsibilities
Executive
Sponsor(s)
Lorraine J. Haricombe,
Vice Provost and Director
UT Libraries
Largely interested in the
productivity benefits these
tools can bring to their
organizations.
Customer
Steering
Committee
Dr. Sharon Mosher
Dean of the Jackson School of Geosciences
Bob Gloyd, Engineering
James Lewis, Academic Technology
Support
Oversee project and
maintain communication
between participating
units
Ty Lehman, Jackson School of Geosciences
Chris Carter, Libraries
Trice Humpert, ITS
Project Manager
Project Team
Information
Security Officer
Bob Gloyd, Engineering
James Lewis, Academic Technology
Support
Ty Lehman, Jackson School of Geosciences
Chris Carter, Libraries
Cam Beasley, ISO
ITS-Systems
Point of Contact
Trice Humpert, ITS
ITS-Customer
Support
Services Point
of Contact
Susan Roy, ITS
Stakeholder(s)
CSUs listed in table below
Office 365 Phased Rollout
Charter
Keep things on track...
David Moss, ITS, advising
Bob, on occasions
Do the heaving lifting of
the project :)
Inform project team of
security concerns or
limitations of toolset
Coordinate changes
needed to enable tools for
participating CSUs
bring a campus help-desk
perspective to the
engagement
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Units who have volunteered to be early adopters and testers
CSUs
Cockrell School of Engineering
Liberal Arts
Communication
Jackson School of Geosciences
Law
LBJ School of Public Affairs
University Libraries
McCombs School of Business
(already running these tools in their own 365 instance)
School of Information
Shared Services Program
Contact
Bob Gloyd
Tim Fackler via ATS/SSP
Charles Soto
Jeffrey Ty Lehman
Mike Harvey
Caren Troutman
Chris Carter
David Burns
Sam Burns
James Lewis
Project Facilities and Resources
The primary infrastructure for the project will be this existing Office 365 service framework. Only
minor adjustments are expected, most likely to adjust permissions to facilitate the use of the tools
being deployed.
•
The current system administrators, within ITS, would need to adjust participant
permissions, unless a distributed proxy mechanism could be identified.
o
Additional configuration changes may be needed, such as correcting DNS entries so
that schools with vanity email addresses can use the auto discover when configuring
their clients.
•
ATS, ITS & CSU Help Desks would need to be aware of this project and develop necessary
knowledge and training to support their customers appropriately, as they are contracted to
do.
•
The ISO will need to appropriately certify components of the tools for general usage, if this
has not already been sufficiently accomplished via the UT System or other system
components.
o
•
The security, category, and status of the Online apps and OneDrive are of special
interest initially and at some point the Class Notebook tool should be assessed.
TSCs, within the participating units, will be on the front line of this project, as usual, and will
contribute to the knowledge bases to gather nuanced insights about using the toolset.
Impact Analysis
For CSUs that opt-in to using these tools, users in collaborative work-groups will see the most
immediate positive impact. Teams that communicate regularly and collaborate on projects and
documents will find the integration of the tools with their existing system to be efficient and
productive.
Office 365 Phased Rollout
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While there will likely be an initial increase in support requirements, which one would expect with
the introduction of any new IT application, we expect this increase to be minimal given the general
familiarity of these office productivity tools within our environment. Units that choose to adopt the
toolset will self-select, knowing what is familiar to their users and what approach will best enable
increased productivity.
Assumptions
The core licensing and infrastructure is already in place through UT System negotiations and
corresponding UT Austin implementation of the Office 365 service. However, a number of the
available services have currently been disabled and this project strives to pave a path forward for
the additional services to be brought online as soon as possible.
IT service organizations around campus, to include CSUs, ATS and ITS will want to familiarize
themselves with the offerings, as part of this project, in order to be able to support customers as the
service offerings are unveiled.
The Office 365 suite of applications is targeted at a broad user base and will encompass traditional
operating systems and mobile platforms such as tablets and phones. Each venue will have slightly
different capabilities and it is a goal of this project to help customers understand the nuances of
each so that they may choose a tool appropriate to their business needs.
It is assumed that ITS will maintain the core infrastructure, as part of the Office 365 offering, and
we suggest that this component of the ITS portfolio be incorporated into an appropriate Customer
Advisory Board (CAB) to ensure that all components are being maintained at appropriate version,
permission, and capability levels.
Constraints
The Windows and web versions of all these tools are well-developed and ready for full testing with
no constraints.
Initial testing of the Mac and iOS clients indicates that they are viable. The Mac web plug-in version
of Skype for Business offers additional functionality.
If a new Mac OS or iOS version of Skype for Business is released during the project, we will
thoroughly test these new products.
Risks
Essentially no institutional risk is perceived as part of this project, especially since core
negotiations and licensing were resolved at the UT System level and the UT Austin campus already
has the core infrastructure in place. As mentioned above, adequate training and support for both
help desk staff and new users of the tools will be needed to ensure a positive experience.
•
There are some perceived "reputational" risks due to the flawed initial rollout attempt of
Office 365, due to various factors. We will strive to mitigate these with MOUs from each
early adopter, to include phone numbers and specific individuals responsible for support
within each CSU &/or support organization. Early adopters will work as a team to
maximize success.
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•
It is requested that the ISO expedite evaluation of the individual components of these
offerings and provide clear guidelines via a published table similar to the one for cloud
services.
o
Sample: https://wikis.utexas.edu/display/ISO/ISO+Decision+Matrix+%3A%3A+Clo
ud+Services
•
Network impacts should be assessed, especially as video conferencing become more
commonplace
o We would ask that William Green help us understand how to make this assessment.
•
Expectation of continued Microsoft licensing via UT System
o This has been preliminarily verified by Marg Knox via Trice Humpert.
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Revision History
Version
Date
Updater Name
Description
V
V
V
V
V
7/27/15
8/17/15
9/2/15
9/16/15
9/25/15
Chris Carter
Project Team
Project Team
Project Team
Project Team
Initial draft completed
Initial draft edited and updated
Draft finalized and ready for AIC
Revisions after AIC feedback, incl. title change
Revisions with full Customer Steering
Committee feedback, addition of appendices
1
1.1
1.2
2.0
2.1
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Appendix 1 – Project Plans
ATS
(James Lewis), to include COLA (Tim Fackler) & Dell Med School (Kamran
Ziai)
Two projects for evaluation:
•
•
1) IM/Chat and Web Conferencing
2) OneNote and OneDrive by ATS/LAITS/DMS.
Project:
Instant Messaging/Chat and Web Conferencing Evaluation
Office 365 Applications:
Skype for Business Web Application
Microsoft Lync
Participants:
ATS Staff (~50 staff in 10 functional groups)
LAITS Staff (~25 staff in 5 functional groups)
Dell Medical School (~5 staff/faculty members)
Business Case:
ATS has staff distributed throughout several buildings across campus (MEZ, PAR, FAC,
SZB, SEA, BEL, NURS, and CLA), and in several functional groups.
LAITS has staff distributed across a large office suite in MEZ, with additional staff
located in BEL and other locations in MEZ.
ATS has the need for functional groups to communicate via IM/chat to resolve
support problems that are cross-functional (ie, desktop support staff consulting
network-voice staff).
LAITS has staff distributed across a large office area, and would benefit by the use of
IM/chat to communicate intra-office.
Dell Medical School has faculty distributed in several locations, notably SZB and DPRI.
Upon completion of the new buildings, they will be distributed in 3 buildings as well
as a teaching hospital. Web Conferencing and IM/chat functionality will be critical for
communication between faculty and staff housed in different buildings.
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ATS and LAITS collaborate on several projects, notably classroom support, server
administration teams, and admin teams. Having the ability for quick IM/chat
resolution of issues is desirable between the two teams.
ATS has the need to schedule and hold web conference meetings across locations. An
effective tool for web conferencing would enable telecommuting among certain teams
(such as systems administration), and reduce time spent traveling between buildings
for meetings for certain staff.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Scope:
Evaluation of the most suitable clients and methods for Web Conferencing on the Mac,
Windows, iOS and Android platforms.
Evaluation of the most suitable clients for IM/Chat on the Mac, Windows, iOS and
Android platforms.
Evaluation and testing of methods to provision and configure end user IM/Chat into
functional groups.
Evaluation of conference or group chat functions in IM/Chat
Evaluation and testing of integration of Web Conferencing with common campus tools
(Office 365, Outlook clients)
Evaluation and best practices recommendations for ‘presence’ and integration
features (ie, end user status and availability in IM, Outlook, O365 applications),
including evaluation of privacy/opt-out ability for end users who do not desire this
feature
Evaluation of products vs similar products in use on campus – focus on integration
points or ability to replace functions of other products
Metrics and Deliverables:
Matrix of OS/Application recommendations for tested platforms
Support documentation for customer and back-end configuration and provisioning of
Web Conferencing and IM/Chat clients
Best practices documentation for scheduling web conferencing
Best practices documentation and recommendation for ‘presence’ features
Evaluation of products vs other common products on campus (Jabber, Slack, etc)
Timeline:
Oct-Nov 2015
• Evaluation and testing of back-end provisioning methods for IM/Chat
• Evaluation, testing and development of recommended OS/applications for end
users in IM/Chat and Web Conferencing
• Evaluation of conference/group chat functions in IM/Chat
Nov-Dec 2015
• Activation and roll-out to end users in ATS/LAITS/DMS
Jan-Feb 2016
• Call for feedback from end users
• Support documentation development
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Product comparison report
Feb-Mar 2016
• Finalization of support documentation
• Provide recommendation
•
•
Project:
OneNote/OneDrive for group collaboration
Office 365 Applications:
OneNote
OneDrive
Participants:
Shared Services Staff working group (~8 staff)
Dell Medical School – instructional technology individual
LAITS – instructional project management group (~7 staff)
Business Case:
Shared Services - A working group within Shared Services, charged with transforming
current Central Business Office into an Administrative Services provider for all of UT,
has a need for a collaboration tool. They are a distributed and virtually interactive
group which depends heavily on group-accessible and editable notes and working
documents for multiple areas of activities. Because of the requirement for
simultaneous access and editing, Evernote is not the best solution for our group, we
have several members who are current or past OneNote users, and we would like to
begin using OneNote with cloud sharing as soon as possible.
Dell Medical School – Kamran Ziai, Director Instructional Technologies and Design,
will evaluate OneNote for potential usage in delivery of instructional material to
students.
LAITS – The evaluation of OneNote as a collaboration tool for an online instruction
project management group. This group uses a variety of tools to manage projects and
is interested in evaluating OneNote as a potential solution.
•
•
•
•
•
Scope:
Evaluation of OneNote for collaborative working groups
Evaluation of OneNote for instructional material delivery to students
Evaluation and best practices recommendations for use of OneNote with OneDrive
Evaluation of products vs other common products on campus
Metrics and Deliverables:
Best Practices documentation for collaborative processes, addressing common
support features such as backup/restoration, searching, and structure.
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Office 365 Phased Rollout
Document Version 2.1
•
•
•
•
•
•
Evaluation of functionality of OneNote against other common collaboration tools
(such as Evernote, BaseCamp, etc)
Best Practices documentation for integration of OneNote with OneDrive.
Timeline:
Oct-Nov 2015
• Activation and roll-out to end users in ATS/LAITS/DMS
Nov-Dec 2015
• Call for feedback from end users
Jan-Feb 2016
• Development of support documentation
• Development of tool comparison matrix
Feb-Mar 2016
• Finalization of support documentation and tool comparison matrix
• Provide recommendation
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Communication (Charles Soto)
Office 365 Applications Trial at the Moody College of Communication
September 18, 2015
The Moody College of Communication Technology Services team would like to deploy
Office 365 applications within the college to support certain academic, research and
administrative functions. We hope to prove O365 readiness for certain tasks during the
trial phase proposed by a number of the Tech Deans and Directors group.
Use Case 1 – “Chat”
Objectives
Currently, we deploy a virtual server to provide a local Jabber XMPP server. This enables
units to quickly communicate within their teams, and with a little more effort, with other
users outside their team. A campus-wide messaging system would further extend a chat
user’s “reach” while features like directory searching would greatly improve usability. We
would also be able to “spin down” an additional server.
Timetables
We intend to move approximately 35 users to O365-based messaging in a group-wise
manner beginning in October 2015. The final users should be moved by mid-December
2015.
Success Metrics
We will survey the targeted groups both before and after the migration, with a focus on
usability and how their ability to interact both within and without their previously
assigned groups is affected.
Support
We maintain a Services Team with full-time technical staff available M-F 8am-9pm. We
would be the sole conduit for support requests from the targeted individuals. We would
escalate issues outside of our control to the ITS Help Desk as required.
Use Case 2 – “Skype for Business”
Objectives
Currently, when instructors and researchers need to “bring in outside parties over the
web,” both for teaching and research meetings, we make use of either individual Skype
accounts or traditional hardware-based IP video conferencing appliances (Cisco). We
would like to explore the use of Skype for Business to supplant either of these activities,
with a much greater “utexas” presence than the current ad hoc method. Retiring expensive
videoconferencing hardware and their support contracts would save limited funds.
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Timetables
We intend to move approximately 15 users to O365 in a group-wise manner beginning in
October 2015. There may be delays in moving certain research groups, as it would involve
extensive coordination with external researchers. These would have to take place as
allowable.
Success Metrics
We will survey the targeted groups both before and after the migration, with a focus on
usability and how their ability to interact both within and without their previously
assigned groups is affected.
Support
We maintain a Services Team with full-time technical staff available M-F 8am-9pm. We
would be the sole conduit for support requests from the targeted individuals. We would
escalate issues outside of our control to the ITS Help Desk as required.
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Engineering (Bob Gloyd)
Engineering, Ofc365 controlled rollout early adopters Fall 2015
The following components of the Cockrell School of Engineering desire to deploy
components of the Ofc365 toolset as part of a coordinated, controlled and phased rollout.
Contributing to the base of knowledge needed to help prepare for a potential full campus
rollout in the summer of 2016.
Areas
Objectives
Scope
Engineering
Dean's Office
IM, VC, DC (Doc
Collaboration)
Test groups, to include The Dean,
Associate Deans, Chairs and their
assistants
All technical staff
Likely ~100 persons
Aerospace
IM, VC
1 IT staff
Electrical
IM, VC
6 IT staff
Test groups of Faculty and Grad
Students
Mechanical
IM
Admin Staff ~40
Class &
Collaboration tools
~20 Faculty & Grad Student
Foundational investigations for
potential expansion in Spring 2016
IM, VC, DC
~10-12 IT staff in this early adopters
round
Some Research
IT folks
•
Deployment tool: SCCM
•
Metrics of success: At this point are generally centered around understanding and
documenting for technical support the capabilities and potentials of the tools,
especially as regarding ease of use, platform capabilities, quality, reliability, usage
scenarios and scalability.
•
MOU: Engineering is willing and able to support the controlled and phased rollout via
our federated support model.
o Customers within units would contact their support representatives, as is
typical.
o If ITS received requests for support from these constituents, ITS could direct the
individuals to the School's centralized Service Desk
• (512) 232-2486, service.desk@engr.utexas.edu, ACA 103 or via the campus
ticketing system
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Office 365 Phased Rollout
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•
Timetable: All early adopters desire to commence ASAP in order to increase their
understanding of the toolset and help prepare for a potential full campus rollout in
the summer of 2016. Evaluations would be completed in the Fall and documented in
early January, if we can commence in a timely fashion.
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iSchool (Sam Burns)
The School of Information is interested in participating in the staging of Office 365 this Fall
for our 21 tenure-track faculty members and 15 full-time staff members. The iSchool
recently migrated to Office 365 from a departmental unix mail server so our faculty and
staff are all brand new users of Office 365. The iSchool is interested in exploring the full
offerings of the Office 365 Productivity Suite for evaluation purposes as soon as
possible. Of particular interest to us are Skype for Business, One Note, One Drive, and the
Microsoft Office Cloud applications.
The iSchool is currently in partnership with the Center for Identity developing an Option III
masters (the MSIMS), which is expected to serve both a global and local audience. We are
interested in exploring all major streaming media and collaborative software tools on the
market that may potentially be utilized in these course offerings. Of particular interest to
us, are tool sets such as Office 365 that are commonly used in the corporate settings from
which prospective MSIMS students are currently being recruited. In addition, we have also
identified uses for the Office 365 Productivity Suite in our Career Services Office, our teamtaught online courses, and faculty and staff committee work. We also have a faculty
member and an Associate Dean serving on campus-wide IT committees who are seeking
access to the suite to evaluate and report back to their respective committees on their
findings.
We would deploy any software packages that are not currently installed via Absolute
Manage either locally or through our partners in MITS. Our local IT staff will fully support
the expanded suite of tools and we will coordinate with MITS to forward any help requests
relating to this staging to our IT staff through already existing ticket forwarding
procedures.
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Office 365 Phased Rollout
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Jackson School of Geosciences (Ty Lehman)
Overview
To facilitate better communication between our units at the Pickle Campus and our
buildings on main campus, we want to use features such as the instant massaging
component and the video conferencing capabilities of Skype for Business, as well as the
ability to work on a common document. We plan to activate Skype for Business for all
faculty and staff. The majority of computers in our school already have the software
installed as part of the Office 2013 installation, however Skype for Business cannot be uses
until the components are activated in Office365. By activating the Skype for Business
component we will have the ability for all users to use the IM features immediately. In the
initial phase we also plan to buy 20 webcams, so that we can test the collaboration
capabilities of video meetings, along with Excel Online and Word Online for common
collaboration tasks. Overall we are primarily interested in using the tools in our own
school, but we want to have parity with the rest of campus so that we can ultimate work
with others as this becomes more common.
Use cases
We have some specific use cases that were suggested by staff:
•
•
•
•
Our financial services unit has employees in two buildings they often have to collaborate on
spreadsheets. One way they work is to send a file through email and try to work over the
phone, this often causes confusion trying to find the specific piece of data being discussed.
This method has caused issues because it is hard to be sure both users are looking at the
same data or even the same version of the spread sheet. Another method uses is to walk to
the other building just to look at a few small detail. With the new tools we hope that either
by application sharing in Skype for Business or working on a shared document online,
these kinds of collaboration will be made more efficient.
It is thought that a quick instant message may be the more efficient in many cases as
compared to email, or walking to someone’s office, only to find the busy or not there. The
presence indicators in Skype for Business, also will make these kinds of quick
communications more efficient.
We want to use Skype meetings for small groups of users located across our two campuses.
This should be a great time saving tool allowing for short multi user meeting, with the
ability to share screen content and to work collaboratively using the online tool.
We may be able to use this a tech support tool when helping faculty who are away from the
office to adjust configurations and understand issues on their computers. With desktop
sharing we can see what kind of problems they are having and help show them how to
make changed rather than trying to talk them through and issue on the phone without
being able to see the problem or show the solution.
We will survey the users to see the effectiveness of the tools in their work, and we will be
developing a matrix of usage issues. It may be that not all platforms will be able to take
advantage all of the tools, but we will try to gain an understanding of how the tools can be
used effectively in enhancing communication and collaboration in our school
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Office 365 Phased Rollout
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Deployment
For most of the school this will be an “opt-in” for usage, however we will find targeted
groups of users who will receive a webcam and who have shown interest in using the tools
for more efficient collaboration. This will be made available to around 400 faculty and
staff, however actual usage will be on a voluntary basis. The software is already on most
Jackson School computers, deployed using Absolute Manage. We will communicate with the
faculty and staff about the new capabilities and will produce a tutorial on how to set it up
and use the basic features. For all that get cameras, we will configure and demonstrate the
basics of the tools. We will tell everyone that they should contact the Jackson School IT
support groups if they have any issues with the new tools. We want potential users to
experiment and see how this can be helpful to them. We realize that we are an early
adopter and will make sure our users have realistic expectations.
Out of scope
Students are not in Office365, so we are considering this to be a toolset for the faculty and
staff. We are not looking at ways to integrate this in classrooms or as part of computer labs.
We would be interested in seeing the integration with the standard Skype, but it is likely
that only the basic features will work in that situation.
We in no way see this as a substitute for the Phone system or Email. This is a set of tools
that will enhance collaboration by making the sharing of data while communicating easier.
Being about to do this from our desks rather than going to another building will make
getting the collaborative input easier and more efficient.
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Law (Mike Harvey)
Objectives, timetable & metrics of success:
•
What tools you, specifically, would deploy and to who (approx. #'s &/or groups, not
actual people) & on what time table.
• Objective: evaluate all 365 webapps, in particular Word, Excel, Powerpoint and
Skype.
• Timetable: based on evaluation of deployment, likely Oct 1.
• Metrics of success: survey of test users for satisfaction and effectiveness.
Feedback from tech support during test phase and realities of deployment
and maintenance.
·
•
Ideally via SCCM or Absolute Manage
• Absolute Manage
·
•
Deployment methodology:
MOU
Declaring that you will be willing and able to support your own rollout by providing
a phone number to your CSU Help Desk & possibly a method for transferring
tickets from ITS, if desired, versus simply transferring the phone call, if they would
happen to call ITS for support. (this nuance may need to be somewhat negotiated
with ITS)
• Direct law IT needs to Law Technology Services at 512-232-2736
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LBJ School of Public Affairs (Caren Troutman)
Only 3 IT Staffers for early adoption so they can begin to understand the opportunities
available with the tool going forward. They will be manually deploying and self-supporting.
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Libraries (Chris Carter)
UT Libraries Office 365 Additional Tools Deployment, Testing, and Training
The UT Libraries has volunteered to be an early adopter of the expanded Office 365
toolset as part of the campus project for a phased deployment of the additional tools UT
Austin owns as part of the UT System Office 365 license.
Timeline and Milestones
September 2015
•
•
•
•
Expand license availability to remaining 20 or so Libraries IT staff
Build SCCM and Absolute Manage packages for additional desktop applications
Determine best method to enable new applications with least impact to end user
IT staff begin testing Office 2016, discuss deployment timeline
October 2015
•
•
•
Expand license availability to all UT Libraries staff, work with ITS to find easiest way
to communicate list of EIDs to maximize efficiency for CSU and ITS
Deploy updated Microsoft Office software to all staff computers
Schedule trainings for UT Libraries staff on how and when to use new tools
November – December 2015
•
•
•
•
•
Work with targeted groups of remotely located “power users” to test use cases for
online collaboration tools
Assess business value and productivity impact of using new tools
Document all help requests and technical challenges in Office 365 Wiki
Monitor usage and seek feedback from all staff on new tools
Document all novel use cases and experience of using the tools
Office 365 Phased Rollout
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Office 365 Phased Rollout
Document Version 2.1
Appendix 2 – MOU form for CSUs
This documents delineates clear lines of responsibility and stewardship as we pursue a
controlled, phased rollout of the Office 365 toolset. This document serves as an addendum
to the Charter and Project plans for Early Adopters. Each CSU will take primary
responsibility to deploy the additional Office 365 capabilities within their CSU, as described
in the Charter. This MOU provides parameters by which the Early Adopters will operate.
At a point in the future, a decision will be made by the appropriate Governance group
regarding the viability of supporting the Office 365 Toolset as a campus-wide service. At
that point with appropriate funding, the deployment, training and support for the toolset
would move to the central IT support organization for Campus.
CSU responsibilities:
•
•
•
•
•
all project management associated with the deployment and support of the tools.
all training associated with the deployment and support of the tools.
all communications to their units/students regarding any availability, training,
support etc.
all aspects of the deployment to the CSU's faculty, staff and/or students.
o all deployments, beyond internal IT staff, will use a management tool such as
SCCM.
all support calls, if received by ITS, will be routed to the respective CSU or ATS, as
appropriate
CSU:
CSU IT Support Desk Phone #:
CSU Primary IT personnel:
(for internal use by Early Adopters)
Primary
Aux1
Aux2
Participating CSUs will form a triage team to help address challenges and act as
ambassadors prior to escalating any tickets to Tier 3 ITS support. Only early adopter
IT staff will be able to escalate to Tier 3 ITS Support. This will be accomplished by
opening a ticket in the ticket queue.
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Charter
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Office 365 Phased Rollout
Document Version 2.1
ITS responsibilities:
•
•
•
Maintain campus infrastructure and identity connections to Ofc365 cloud components
within SLAs.
Address privilege/authorizations issues within SLAs.
All tickets escalated to Tier 3 ITS will be captured in a special queue and the effort
required to resolve will be tracked and reported monthly to AIC. These ticket will be
prioritized behind all currently published services tickets. There are no SLA's.
Endorsing Signatures for Ofc365 Early Adopters MOU:
CSU:
x
x
Director, IT
Date:
Dean or Director, CSU
Date:
ITS:
x
x
Trice Humpert
Brad Englert
Director – ITS Systems
AVP ITS/CIO/COO
Date:
Office 365 Phased Rollout
Charter
Date:
Page 27 of 27
Appendix 3 – Signed MOUs from
Participating CSUs
MOU for Early Adopter Deployment of
Office 365 Full Toolset
This documents delineates clear lines of responsibili ty and stewardship as we pursue a
controlled, phased rollout of the Office 365 toolset. This document serves as an addendum
to the Charter and Project plans for Early Adopters. Each CSU will take primary
responsibility to deploy the additional Office 365 capabilities within their CSU, as described
in the Charter. This MOU provides parameters by which the Early Adopters will operate.
At a point i n the future, a decision will be made by the appropriate Governance group
regarding the viability of supporting the Office 365 Toolset as a campus-wide service. At
that point with appropriate funding, the deployment, training and support for the toolset
would move to the central I T support organization for Campus.
CSU responsibilities:
•
•
•
all project management associated with the deployment and support of the tools.
all training associated with the deployment and support of the tools.
all communications to their units/students regarding any availability, training,
support etc.
all aspects of the deployment to the CSU's faculty, staff and/or students.
o all depl oyments, beyond internal IT staff, will use a management tool such as
SCCM.
all support calls, if received by ITS, will be routed to the respective CSU or ATS, as
appropriate
CSU:
CSU IT Support Desk Phone #:
CSU Primary IT personnel:
(for internal use by Early Ado pters)
Moody College of Communication
512-471-1199
Primary
Charles Soto
Auxl
J. Scott
Aux2
Khaled M. Jaber
Calhoun
Participating CSUs will form a triage team to help address challenges and act as
ambassadors prior to escalating any tickets to Tier 3 ITS support. Only early adopter
IT staff will be able to escalate to Tier 3 ITS Support. This will be accomplished by
opening a ticket in the ticket queue.
ITS responsibilities:
•
•
Maintain campus infrastructure and identity connections to Ofc365 cloud components
within SLAs.
Address privilege/authorizations issues within SLAs.
All tickets escalated to Tier 3 ITS will be captured in a special queue and the effort
required to resolve will be tracked and reported monthly to AIC. These ticket will be
prioritized behind all currently published services tickets. There are no SLA's.
Endorsing Signatures for Ofc365 Early Adopters MOU:
CSU:
Charles Soto
Director, IT
Date:
ITS:
x
x
Trice Humpert
Brad Englert
Director - ITS Systems
AVP ITS/CIO/COO
Date:
Date:
MOU for Early Adopter Deployment of
Office 365 Full Toolset
This documents delineates clear lines of responsibility and stewardship as we pursue a
controlled, phased rollout of the Office 365 toolset. This document serves as an addendum
to the Charter and Project plans for Early Adopters. Each CSU will take primary
responsibility to deploy the additional Office 365 capabilities within their CSU, as described
in the Charter. This MOU provides parameters by which the Early Adopters will operate.
At a point in the future, a decision will be made by the appropriate Governance group
regarding the viability of supporting the Office 365 Toolset as a campus-wide service. At
that point with appropriate funding, the deployment, training and support for the toolset
would move to the central IT support organization for Campus.
CSU responsibilities:
•
•
•
•
•
all project management associated with the deployment and support of the tools.
all training associated with the deployment and support of the tools.
all communications to their units/students regarding any availability, training,
support etc.
all aspects of the deploymentto the CSU's faculty, staff and/or students.
o all deployments, beyond internal IT staff, will use a management tool such as
SCCM.
all support calls, if received by ITS, will be routed to the respective CSU or ATS, as
appropriate
--
CSU: JSG (GEO BEG UTIG)
1-7339
CSU IT Support Desk Phone #:
CSU Primary IT personnel:
(for internal use by Early Adopters)
Primary
TyLehman
Auxl
Adrian Huh
Aux2
Mark
Wiederspahn
Participating CSUs will form a triage team to help address challenges and act as
ambassadors prior to escalating any tickets to Tier 3 ITS support. Only early adopter
IT staff will be able to escalate to Tier 3 ITS Support. This will be accomplished by
opening a ticket in the ticket queue.
--------.. ----------------
ITS responsibilities:
• Maintain campus infrastructure and identity connections to Ofc365 cloud components
within SLAs.
·
• Address privilege/authorizations issues within SLAs.
• All tickets escalated to Tier 3 ITS will be captured in a special queue and the effort
required to resolve will be tracked and reported monthly to AI C. These ticket will be
prioritized behind all currently published services tickets. There are no SLA's.
Endorsing Signatures for Ofc365 Early Adopters MOU:
CSU:
Director, IT ..
Dean or Director, CSU
Date:
Date:
ITS:
X
x
_
Trice Humpert
Brad Englert
Director - ITS Systems
AVP ITS/CIO/COO
Date:
_
Date:
_
MOU for Early Adopter deployment of
Office 365 Full Toolset
This documents delineates clear lines of responsibility and stewardship as we pursue a
controlled, phased rollout of the Office 365 toolset. This document serves as an addendum
to the Charter and Project plans for Early Adopters. Each CSU will take primary
responsibility to deploy the additional Office 365 capabilities within their CSU, as described
in the Charter. This MOU provides parameters by which the Early Adopters will operate.
At a point in the future, a decision will be made by the appropriate Governance group
regarding the viability of supporting the Office 365 Toolset as a campus-wide service. At
that point with appropriate funding, the deployment, training and support for the toolset
would move to the central IT support organization for Campus.
CSU responsibilities:
•
•
•
•
•
all project management associated with the deployment and support of the tools.
all training associated with the deployment and support of the tools.
all communications to their units/students regarding any availability, training,
support etc.
all aspects of the deployment to the CSU's faculty, staff and/or students.
o all deployments, beyond internal IT staff, will use a management tool such as
SCCM.
all support calls, if received by ITS, will be routed to the respective CSU or ATS*, as
appropriate
UT Libraries
--------
CSU ITSupport Desk Phone It:
CSUPrimary IT personnel:
---
Primary
David Roberts
Auxl
Mark Corry
Aux2
Steve Stein
-(for interna I use by Early Adopters)
--512-495-4115
Participating CSUs will form a triage team to help address challenges and act as
ambassadors prior to escalating any tickets to Tier 3 ITS support. Only early adopter
IT staff will be able to escalate to Tier 3 ITS Support. This will be accomplished by
opening a ticket in the ticket queue.
ITS responsibilities:
•
•
•
Maintain campus infrastructure & identity connections to Ofc365 cloud components
within SLAs.
Address privilege/authorizations issues within SLAs.
All tickets escalated to Tier 3 ITS will be captured in a special queue and the effort
required to resolve will be tracked and reported monthly to AI C. These ticket will be
prioritized behind all currently published services tickets. There are no SLA's.
Endorsing Signatures for Ofc365 Early Adopters MOU:
CSU:
Chris Carter Director of
Planning and Operations
Date:
1/ U /
I
lorraine j. haricombe
Vice Provost and Director
Date:
ITS:
X.
X.
Trice Humpert
Brad Englert
Director- ITS Systems
AVP ITS/CIO/COO
Date:
_
Date:
MOU for Early Adopter Deployment of
Office 365 Full Toolset
This documents delineates clear lines of responsibility and stewardship as we pursue a
controlled, phased rollout of the Office 365 toolset. This document serves as an addendum
to the Charter and Project plans for Early Adopters. Each CSU will take primary
responsibility to deploy the additional Office 365 capabilities within their CSU, as described
in the Charter. This MOU provides parameters by which the Early Adopters will operate.
At a point in the future, a decision will be made by the appropriate Governance group
regarding the viability of supporting the Office 365 Toolset as a campus-wide service. At
that point with appropriate funding, the deployment, training and support for the toolset
would move to the central IT support organization for Campus.
CSU responsibilities:
•
•
•
all project management associated with the deployment and support of the tools.
all training associated with the deployment and support of the tools.
all communications to their units/students regarding any availability, training,
support etc.
all aspects of the deployment to the CSU's faculty, staff and/or students.
o all deployments, beyond internal IT staff, will use a management tool such as
SCCM.
all support calls, if received by ITS, will be routed to the respective CSU or ATS, as
appropriate
-------
-------- ·---·
CSU: Academic Technology Support
Dell Medical School
Shared Services
Liberal Arts ITS
-------
..
-
CSU IT Support Desk Phone#: 512-471-5000
..
...
-CSU Primary IT personnel: Primary
James Lewis
(for internal use by Ear{y Adopters)
...
Aux1
David Welch
Aux2
James Paniagua
- -
Participating CSUs will form a triage team to help address challenges and act as
ambassadors prior to escalating any tickets to Tier 3 ITS support. Only early adopter
IT staff will be able to escalate to Tier 3 ITS Support. This will be accomplished by
opening a ticket in the ticket queue.
ITS responsibilities:
•
Maintain campus infrastructure and identity connections to Ofc365 cloud components
within SLAs.
• Address privilege/authorizations issues within SLAs.
• All tickets escalated to Tier 3 ITS will be captured in a special queue and the effort
required to resolve will be tracked and reported monthly to AIC. These ticket will be
prioritized behind all currently published services tickets. There are no SLA's.
Endorsing Signatures for Ofc365 Early Adopters MOU:
CSU:
Director, IT
Date: _1 _o_et_ZO_I_S
Dean or Director, CSU
Date:
_l _o_c_..t_::_2o_l_5"
ITS:
x
X
Trice Humpert
Brad Englert
Director- ITS Systems
AVP ITS/CIO/COO
Date:
Date:
_
MOU for Early Adopter Deployment of
Office 365 Full Toolset
This documents delineates clear lines of responsibility and stewardship as we pursue a
controlled, phased rollout of the Office 365 toolset. This document serves as an addendum
to the Charter and Project plans for Early Adopters. Each CSU will take primary
responsibility to deploy the additional Office 365 capabilities within their CSU, as described
in the Charter. This MOU provides parameters·by which the Early Adopters will operate.
At a point in the future, a decision will be made by the appropriate Governance group
regarding the viability of supporting the Office 365 Toolset as a campus-wide service. At
that point with appropriate funding, the deployment, training and support for the toolset
would move to the central IT support organization for Campus.
CSU responsibilities:
•
•
•
•
•
all project management associated with the deployment and support of the tools.
all training associated with the deployment and support of the tools.
all communications to their units/students regarding any availability, training,
support etc.
all aspects of the deployment to the CSU's faculty, staff andjor students.
o all deployments, beyond internal IT staff, will use a management tool such as
SCCM.
all support calls, if received by ITS, will be routed to the respective CSU or ATS, as
appropriate
CSU: School of Law
512-232-1230
CSU IT Support Desk Phone#:
CSU Primary IT personnel:
(for internal use by Early Adopters)
Primary
Charles Meetze
Aux1
Kyle Schmitt
Aux2
Participating CSUs will form a triage team to help address challenges and act as
ambassadors prior to escalating any tickets to Tier 3 ITS support. Only early adopter
IT staff will be able to escalate to Tier 3 ITS Support. This will be accomplished by
opening a ticket in the ticket queue.
ITS responsibilities:
•
•
•
Maintain campus infrastructure and identity connections to Ofc365 cloud components
within SLAs.
Address privilege/authorizations issues within SLAs.
All tickets escalated to Tier 3 ITS will be captured in a special queue and the effort
required to resolve will be tracked and reported monthly to AI C. These ticket will be
prioritized behind all currently published services tickets. There are no SLA's.
Endorsing Signatures for Ofc365 Early Adopters MOU:
CSU:
Director, IT
Date:
Dean or Director, CSU
Date:
ITS:
x
x
Trice Humpert
Brad Englert
Director - ITS Systems
AVP ITS/CIO/COO
Date:
Date:
_
MOU for Early Adopter Deployment of
Office 365 Full Toolset
This documents delineates clear lines of responsibility and stewardship as we pursue a
controlled, phased rollout ofthe Office 365 toolset. This document serves as an addendum
to the Charter and Project plans for Early Adopters. Each CSU will take primary
responsibility to deploy the additional Office 365 capabilities within their CSU, as described
in the Charter. This MOU provides parameters by which the Early Adopters will operate.
At a point in the future, a decision will be made by the appropriate Governance group
regarding the viability of supporting the Office 365 Toolset as a campus-wide service. At
that point with appropriate funding, the deployment, training and support for the toolset
would move to the central IT support organization for Campus.
CSU responsibilities:
•
•
•
•
•
all project management associated with the deployment and support of the tools.
all training associated with the deployment and support of the tools.
all communications to their units/students regarding any availability, training,
support etc.
all aspects of the deploymentto the CSU's faculty, staff and/or students.
o all deployments, beyond internal IT staff, will use a management tool such as
SCCM.
all support calls, if received by ITS, will be routed to the respective CSU or ATS;as
appropriate
--- -------------csu:--LBT ;T--;;fCSU IT Support Desk Phone#:
.
--
-----
CSU Pnmary IT personnel:
{for internal use by Early Adopters)
A-ffis
51 2. 4II 02..2.")
_:-- -
Primary
Auxl
-· -··
- ·--
U:We.-vt Tro.Jm
Chcvt-L-e.:; WhAt!
- -------·-----
-- Aux2
asklbj (!'"Ole l.
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":,
':!' Se)k
Participating CSUs will form a triage team to help address challenges and act as
ambassadors prior to escalating any tickets to Tier 3 ITS support. Only early adopter
IT staff will be able to escalate to Tier 3 ITS Support. This will be accomplished by
opening a ticket in the ticket queue.
ITS responsibilities:
•
•
•
Maintain campus infrastructure and identity connections to Ofc365 cloud components
within SLAs.
Address privilege/authorizations issues within SLAs.
All tickets escalated to Tier 3 ITS will be captured in a special queue and the effort
required to resolve will be tracked and reported monthly to AIC. These ticket will be
prioritized behind all currently published services tickets. There are no SLA's.
Endorsing Signatures for Ofc365 Early Adopters MOU:
Director, IT
Dean or Director, CSU
Date:
ITS:
X
X
Trice Humpert
Brad Englert
Director - ITS Systems
AVP ITS/CIO/COO
Date:
_
Date:
MOU for Early Adopter Deployment of
Office 365 Full Toolset
This documents delineates clear lines of responsibility and stewardship as we pursue a
controlled, phased rollout of the Office 365 toolset. This document serves as an addendum
to the Charter and Project plans for Early Adopters. Each CSU will take primary
responsibility to deploy the additional Office 365 capabilities within their CSU, as described
in the Charter. This MOU provides parameters by which the Early Adopters will operate.
At a point in the future, a decision will be made by the appropriate Governance group
regarding the viability of supporting the Office 365 Toolset as a campus-wide service. At
that point with appropriate funding, the deployment, training and support for the toolset
would move to the central IT support organization for Campus.
CSU responsibilities:
•
•
•
•
•
all project management associated with the deployment and support of the tools.
all training associated with the deployment and support of the tools.
all communications to their units/students regarding any availability, training,
support etc.
all aspects of the deployment to the CSU's faculty, staff and/or students.
o all deployments, beyond internal IT staff, will use a management tool such as
SCCM.
all support calls, if received by ITS, will be routed to the respective CSU or ATS, as
appropriate
CSU: School of Information
CSU IT Support Desk Phone #:
h lmi J @J?
512-750-2718
CSU Primary IT personnel:
(for internal use by Early Adopters)
Primary
Sam Burns
Aux1
Philip Jones
Aux2
Quinn Stewart
Participating CSUs will form a triage team to help address challenges and act as
ambassadors prior to escalating any tickets to Tier 3 ITS support. Only early adopter
IT staff will be able to escalate to Tier 3 ITS Support. This will be accomplished by
opening a ticket in the ticket queue.
ITS responsibilities:
•
Maintain campus infrastructure and identity connections to Ofc365 cloud components
within SLAs.
• Address privilege/authorizations issues within SLAs.
• All tickets escalated to Tier 3 ITS will be captured in a special queue and the effort
required to resolve will be tracked and reported monthly to AI C. These ticket will be
prioritized behind all currently published services tickets. There are no SLA's.
Endorsing Signatures for Ofc365 Early Adopters MOU:
CSU:
Director, IT
Date:
Dean or Director, CSU
o-;- 2--C,-IS
ITS:
x
X
Trice Humpert
Brad Englert
Director - ITS Systems
AVP ITS/CIO/COO
Date:
_
Date: _
Engr Ofc365 MOU
MOU for Early Adopter deployment of
Office 365 Full Toolset
This documents delineates cleat·lines of responsibility and stewardship as we put-sue a
contmlled, phased rollout of the Office 365 toolset. This document serves as an addendum
to the Chat·ter and Project plans for Early Adoptet-s. Each CSU will take primary
t·esponsihility to deploy the additional Office 365 capabilities within their CSU, as described
in the Charter. This MOU provides parameters by which the Early Adopters will operate.
At a point in the future, a decision will be made by the appropriate Governance group
regarding the viability of supporting the Office 365 Toolset as a campus-wide service. At
that point with appropt;ate funding. the deployment, training and support for the toolset
would move to the central IT support organization for Campus.
CSU responsibilities:
•
•
•
•
•
all project management associated with the deployment and support of the tools.
all training associated with the deployment and support of the tools.
all communications to theit- units/students regardi ng any availability, training,
support etc.
all aspects of the deployment to the CSU's faculty, staff and/or students.
o all deployments, beyond internal IT staff, will use a management tool such as
SCCM.
all support calls, if received by ITS, will be routed to the respective CSU or ATS*, as
appropriate
CSU:
Cockrell School of Engineering
CSU IT Support Desk Phone #:
CSU Primary IT personnel:
(for internal use by Early Adopters)
(512) 232-2486
Primary
Laurie Wood
Auxl
Scott Keiffer
Aux2
Nathan Selman
Participating CSUs will fonn a tdage team to help add ress challenges and act as
ambassadors priot·to escalating any tickets to Tier 3 ITS support. Only early adopter
IT staff will be able to escalate to Tiet·3 ITS Support. This \!\Till be accomplished by
opening a ticket in the ticket queue.
Endorsing Signatures for Ofc365 Early Adopters MOU:
CSU:
Date:
Bob Gloyd
Sharon L. Wood
Director, IT
Dean, Cockrell School of Engi neeri ng
Z-1 "'5: S
Date:
"2")
'5e.l
1
ITS:
X
X.
Trice Humpert
Brad Englert
Director- ITS Systems
AVP ITS/CIO/COO
Date:
_
Date: -------
JAMF Casper for Mac Systems
Management
Document Version 1
Prepared by James J Lewis, ATS
Last Edited October 7, 2015
PLAN
REQUIREMENTS
SOLUTION
ANALYSIS
DESIGN
BUILD
TEST
TRAIN/DEPLOY MAINTENANCE
Project Charter
JAMF Casper for Mac Systems Management
Executive Summary
This project will evaluate JAMF Casper as a systems management solution for Mac OSX client computers.
Current Mac systems management solutions on use on campus, primarily Absolute Manage, have limitations
and a more robust solution is needed. JAMF Casper will be evaluated for its potential to either fully replace or
provide added value to existing systems management solutions. The project will consist of a limited pilot (500
systems in the College of Liberal Arts) to be completed by the end of the Spring 2016 semester, and any
software costs will be borne by Academic Technology Support (ATS). A report on findings and a
recommendation will be delivered to the Architecture and Infrastructure Committee (AIC) upon completion of
the evaluation.
Business Need and Background
Current Mac OSX systems management solutions do not provide the same level of granular control that can be
achieved with Microsoft Windows systems management tools (i.e., System Center Configuration Manager
(SCCM)) in conjunction with the existing infrastructure (Microsoft Active Directory) on campus. Absolute
Manage, which has wide usage on campus for managing both Windows and Mac OSX clients, provides tools
for the management of both operating systems. However, the tools on the Mac OSX side are less featured, not
as comprehensive, and more difficult to use. Additionally, the Absolute Manage product has recently been
sold to another company, and its future direction is unclear.
We believe there are several benefits a comprehensive Mac OSX management suite like JAMF Casper can
provide. The core of our focus will be on compliance, balanced with end user experience. There are several
challenges to achieving both compliance and a satisfactory user experience for faculty and staff using Mac OSX
devices. JAMF Casper provides tools that will:
•
•
comprehensively handle and report on encryption
provide the equivalent of Group Policy management via the Managed Preferences (MCX) tools
Page 1 of 5
JAMF Casper for Mac Systems
Management
Document Version 1
•
•
provide security updates for OS and third party software via a centrally managed, easy to configure
and use, internal update server
provide tools that will allow end users to more easily function as a non-privileged user via a selfservice software portal and authorized account escalations
In addition to these primary benefits, JAMF Casper has several other functions that will be evaluated,
including:
•
•
•
•
improved printer management for the end user (silently push and remap printers)
self-initiated thin imaging (initiated by user through web portal, including base packages and
encryption)
software license tracking and usage
iOS device support and management
JAMF Casper, if adopted as a wide scale solution for Mac OSX client management, has the potential to become
either a replacement or an adjunct to existing tools, most notably Absolute Manage. Depending on the results
of the evaluation, it may be recommended to reduce the usage of Absolute Manage on Mac clients, and
redirect central funding to JAMF Casper.
Project Description and Scope
The project will consist of a limited pilot to approximately 500 Mac OSX systems in the College of Liberal Arts.
These clients will consist of a mixture of laptop and desktop devices, and the client base will consist of faculty,
staff, and student lab systems.
The scope of the project will consist of evaluating the following features against existing tools, primarily
Absolute Manage (systems management), Deploy Studio (image deployment), and LabStats (software usage):
•
•
•
•
•
•
•
•
Security Update Management
Imaging and Deployment
Self Service Applications for the end user
Self Provisioning
Encryption Management
Group Policy Management
Functionality for non-privileged end users
iOS device management
The initial cost for the pilot will be funded by ATS. If it is decided to proceed with a larger scale or campus wide
project, an analysis of the cost vs perceived benefit of the product will be provided to Governance.
The initial support will be provided by the ATS Systems and the ITS Systems Management teams. These two
groups will be charged with identifying best practices and policies for the usage of this tool.
Project Charter
Page 2 of 5
JAMF Casper for Mac Systems
Management
Document Version 1
If the benefits of the product determine that wide-scale adoption is appropriate, the project would
recommend a phased approach to transitioning to the new service. An initial phased roll-out would be to units
supported by ATS (~3200 Mac OSX devices) and MITS (~1000 Mac OSX devices). Upon completion of the initial
roll-out, the product would be made available to other CSUs, upon determination of service level agreement
and standard operating procedures.
It should be noted that the Information Security Office (ISO) has already reviewed an early demo installation
of JAMF Casper, and provided ATS and the vendor with a list of their concerns (the concerns were relatively
minor, and the vendor indicated they would address them in the next product release). A full review of the
product’s security posture will be initiated as part of the pilot.
Project Goals
The success of the project will be measured based on three primary criteria: compliance, systems
management, and end user experience.
•
•
•
Compliance – does the product provide more effective and end user friendly methods than existing
products to achieve compliance in end user computer devices?
Systems Management – will the product provide for more efficient management of Mac OSX systems?
Will its implementation lead to reduced support costs per system (i.e., desktop support
technician:supported devices ratio)?
End User Experience – will the implementation of the tools providing non-administrative access
privilege escalation and the self-service application portal provide a positive computing experience for
end users?
Project Schedule and Staff
The project is expected to kick off in fall 2015 and be completed by May 2016. Phases are defined in the
following table.
Fall 2015
Phase
Sep
Oct
Nov
Spring 2016
Dec
Jan
Feb
Mar
Apr
Governance approval
Product acquisition
ISO review
Server Installation / software Jumpstart
Basic Configuration
Configuration, evaluation and testing of
primary features
Deployment to client systems
Configuration, evaluation and testing of
other features
Project Charter
Page 3 of 5
May
JAMF Casper for Mac Systems
Management
Document Version 1
Continuous improvement / feedback from
customers
Report to Governance
The project is estimated to require approximately 75% to 100% of an FTE (Systems Manager) during the
installation and configuration stages. This will be split between two primary FTEs, with assistance from other
team members as needed. The roll-out, continuous improvement and feedback phases are expected to
require approximately 33% to 50% of an FTE (Systems Manager).
Project Management and Governance
This project shall be governed by the Architecture and Infrastructure Committee (AIC), as it involves the
potential selection of a campus-wide systems management tool. The project will be managed by a designated
ATS Project Manager using standard practices.
Role
Name(s)/Organization(s)
Executive Sponsor(s)
Brad Van Schouwen, Director (ATS)
Project Manager
TBD (ATS)
Technical Lead
Tony Peyer (ATS)
Project Team
Matt Thyng (ATS) Zack
Varner (ATS) Carter
Francis (ITS-SM)
Cam Beasley (or designate) (ISO)
David Pavkovic (ITS Systems)
Information Security Officer
ITS-Systems Point of Contact
ITS-Customer Support Services
Point of Contact
Scott Richardson (ITS)
Stakeholder(s)
Tim Fackler, Associate Director (College of Liberal Arts)
Project Facilities and Resources
The server and application (both production and development instances) will be housed on the UT-VMG and
MySQL Cat-I Server infrastructure, and funded by ATS (approximate cost is $500 annually). Resources will be
required from outside of the project team, to assist with the initial provisioning of the server and database (ITS
Systems) and the security review of the product (ISO). Initial costs for the JAMF Casper implementation
include the initial ‘JumpStart’ installation with Casper technicians ($6000) and annual license costs for 500
clients for one year ($10/client).
Project Charter
Page 4 of 5
JAMF Casper for Mac Systems
Management
Document Version 1
Impact Analysis
As previously noted, the wide-scale adoption of JAMF Casper for Mac client management could impact both
central and distributed IT units across campus. If a recommendation to adopt the project is warranted upon
completion of the project, an analysis of the potential impact to distributed units will be provided, addressing
funding, recommendations for usage, tenanting vs stand-alone systems, and other issues as identified.
Assumptions
If wide-scale adoption of JAMF Casper is approved, it is recommended that staff with expertise in contract and
vendor negotiation be retained for the engagement with the vendor, to ensure best terms and pricing.
If wide-scale adoption is approved, it is expected that management of the core servers will be migrated to ITS
Managed Server Support (ITS-MSS) while ownership of the service/application will remain with ATS and ITSSM staff.
Risks
The project may result in a recommendation to not adopt JAMF Casper for wide-scale campus use. As such,
any funds and time dedicated to the project will not be recovered.
JAMF may make changes to the core product, be purchased by another vendor, or have other issues that can
result in the product having diminished support or reduced functionality.
Revision History
Version
Date
Updater Name
Description
V1
2015-10-05
James J Lewis
Initial version completed
Project Charter
Page 5 of 5
Training Requirements for IT Support Staff
Requirement
UT Austin Information Resources and Security Policy, Section 5.22.3
(http://security.utexas.edu/policies/irusp.html#section_5_22_3)
5.22.3. This section to be made effective on September 01, 2015 so as to allow the campus time to plan
and transition. All IT Support Staff (e.g., help desk, desktop support, server support) responsible for
managing university owned IT devices are required to obtain an industry recognized certification, based
on an IT training program defined by the Information Security Office working in conjunction with campus
IT Governance, as a way of demonstrating professional skill-set. Access to specific university IT tools and
services will only be made available to professionally trained IT Support Staff.
5.22.3.1. IT Support Staff are expected to obtain and document continuing professional education
credits each year as defined in the IT training program.
5.22.3.2. Certification exceptions will apply for IT Support Staff who have already clearly
demonstrated mastery of necessary IT skills.
Compliance
•
•
•
Supervisors are responsible for ensuring proper training for all new IT support staff is taken in a
timely manner. While SANS certifications are highly recommended by the Information Security
Office, it is understood that supervisors may need to choose a certification that best fits the role
and responsibilities of the IT support staff in their organization.
Supervisors must also identify the new IT support employee role in the central group / role
management resource (e.g., OHS). Only employees in designated IT support roles will be able to
access various IT support tools).
Supervisors are responsible for ensuring their IT support staff receive on-going training and
professional development.
o It is recommended that the supervisor designate approximately 1-2% of their IT support
salary budget to ongoing IT training efforts.
o Additional opportunities for ongoing training include attending technical seminars or
online events, reading technical publications or books, attending a technical product
presentation by a vendor, attending technical training for a vendor product, attending
general IT training, teaching an IT related course, hosting an FYI on campus.
Exceptions
•
•
All IT support staff with existing IT certifications and/or 5 or more years of technical IT
experience will be considered compliant with this requirement. There is no requirement for
additional documentation to be provided to the Information Security Office.
Supervisors will be empowered to evaluate the compliance of their respective IT support staff
with this requirement based on skill-set, experience, and specific employment requirements and
objectives. There is no requirement for additional documentation to be provided to the
Information Security Office.
Available Training Resources
•
Some number of SANS OnDemand seats will be available every semester to those who are
interested. The cost of the training will be covered by the ISO, but the department will be
required to cover the costs of the certification exam (approximately $500). This is an exceptional
deal given the training is valued at over $5000 per course.
•
A number of other training programs are available, but these will typically require the local
organizational unit to cover those associated costs. Some popular certifications are as follows
(this is not a comprehensive list of the IT certifications that are available):
o
o
o
o
•
Apple Certifications
Microsoft Certifications
Linux Certifications
CompTIA
Training materials are also available via Lynda.com (a service that is made available via campus
funding):
o
o
o
o
o
o
Go to www.lynda.com.
Click on Log In option on the upper right of the window.
In the right side window that opens, under Log in through your organization or school,
type utexas.edu.
An EID Authentication page will open.
Log in with your EID and password.
If you are asked whether to create a new Lynda.com account or merge an existing
account, create a new account.
•
Many campus organizational units take advantage of Safari Books Online (an online technical
book resource). The cost for this service is approximately $300/person/year.
o If supervisors are interested in adding subscriptions for IT support staff they can contact
the Information Security Office to get started (security@utexas.edu). Requests should
include a billing account number as well.
•
Local UT specific training resources are also available online and can be reviewed on demand by
IT support staff. The following topics may be of interest to an IT support staff member who is
new to campus:
o
Information Security
 ISORA
 Stache
 Incident Response
 Personally Identifiable Data Breach Notification Plan
 FireAMP
 Information Resources Use and Security Policy
 Minimum Security Standard for Systems
 Minimum Security Standard for Application Development & Administration
 Acceptable Use Policy
 International Travel Guidelines
 ISO Procedures
 Other ISO Policies and Standards
o
Networking
 UTnet Utilities (forthcoming)
 NetContacts
 Network Operations Manual
 BACS Operations Manual (forthcoming)
 DNS Management (forthcoming)
 VoIP Training (forthcoming)
o
System Management
 Minimum Security Standards for Systems
 Approved Encryption Methods
 How Not to Login as Administrator (and still get your job done)
 Absolute Manage / SCCM (forthcoming) / Puppet (forthcoming)
 Virtual Servers (and the UT Virtual Machine Gateway)
 Commodity Servers
 IT Inventory and Procurement Management
 Managing Administrative Access
 Data Center Co-location
 Leveraging Splunk
Questions
Please send any questions you might have regarding these IT Training requirements to the Information
Security Office (security@utexas.edu).