«Conditions Leading to the Review The Campus Information Technology Plan (CITP) Cost Savings Subcommittee (CSS) was formalized at the first meeting of ...»
Campus IT Planning Committee – Cost Savings Subcommittee Report
Conditions Leading to the Review
The Campus Information Technology Plan (CITP) Cost Savings Subcommittee (CSS) was formalized at the
first meeting of the CITP on February 2, 2010. The subcommittee was charged with identifying cost
savings approaches that will generate at least $15M recurring over time while providing high quality
information technology (IT) services to meet the University’s strategic goals. The timeline for the work was very aggressive, requiring a final report by March 30, 2010.
Goals Consistent with the goals referenced in the CITP Charter, we propose cost savings approaches that will generate $15M recurring over time. We focused on the recurring target of $10M recurring by fiscal year 2012 since the timeline for the last recurring $5M is not specified.
The actual savings in IT energy consumption, IT related strategic sourcing and the impact of potential consolidation will have a significant impact on the strategies selected for the last $5M. While the Page 1 recurring targets were defined in our charge, our desire to capture opportunities for efficiency while insuring responsiveness to IT needs of all units was unconstrained.
Cost Saving Recommendations Several clear themes emerged from the strategies adopted by our peer institutions, those proposed by professional IT consultants, reports from the IT Management Operations Review Team (MORT) and
ideas generated within our own campus community. The first initiatives we explored were:
Data center management Computing lab management Print management License agreement management IT strategic sourcing Each group used some combination of reaching out to IT professionals in the content area and diving deeper into existing reports and recommendations. Leveraging existing resources was a key component of our strategy given the compressed timeline. Details of each initiative were documented in a standardized recommendation template to ensure consistency in our full assessment of each issue.
While we made significant progress assessing each initiative, we stopped short of suggesting detailed implementation plans. The sequencing of implementation, as well as related financial implications, will be determined once a decision is made to pursue a specific initiative.
Next, we split some of the existing initiatives into finer sub-initiatives and pursued some additional
areas. The second round of initiatives were:
Virtualized desktop infrastructure (VDI) Software license management Renegotiation of current major IT contracts Desktop energy savings Video conferencing solutions Cost savings realization On-going assessment of new initiatives Our recommendations provide a high level definition of and proposed course for action of the initiatives we believe will yield significant savings and maximize our opportunities to achieve our goal within the desired timeframe. Implementation details will vary depending on the final decision and the timing of the CITP sponsor.
Recommendations Details for each recommendation will be included as attachments in our final report.
A data center is a facility to house computer systems and their components.
identifying existing data centers, anticipating the future need for data centers, establishing standards and processes for creating new ones, and developing plans for consolidating existing data centers and for a data center energy plan.
As technology has spread throughout campus, data centers have been created in an ad hoc fashion to meet the immediate needs of departments and colleges. These facilities were developed by adapting existing rooms, placed in the corner of laboratories or offices, or included in new building projects. The resulting patchwork of small data centers has increased the complexity of providing adequate utilities to buildings, managing the institutional utility costs, and meeting the continuing growth of cyberinfrastructure.
Computing Lab Management
This recommendation proposes review and analysis of campus computing labs to determine the optimal number, management, and type of labs maintained. This effort will attempt to strategically locate high quality computing labs and embrace innovative approaches to learning while striving to consolidate or repurpose underutilized labs to save equipment and support costs along with space recovery for other uses.
With nearly 280 computing labs on the West Lafayette campus, Purdue makes a significant investment to supply, manage, and upgrade these labs, both centrally and at the unit levels. There is currently no overall plan that addresses the changing needs, emerging technologies, funding, or space within these labs.
Three categories of computing laboratories emerged from an inventory taken late last year. General Purpose Open Computing Labs are defined as spaces providing access to computers for individual or group work on a non-scheduled, walk-in basis. Instructional Computing Labs are spaces providing instructors access to computing resources for the purpose of instructing students, usually on a scheduled basis. These computing labs are considered instructional whether they are scheduled for one class or multiple classes. Specialized Computing Labs are spaces typically providing non-standard hardware configurations, specialized or customized software, or space needs that are not provided
centrally. Estimates of the number of computers and labs are as follows:
General Purpose Labs – approximately 1,200 computers in 60 rooms Instructional Labs – approximately 3,500 computers in 180 rooms Specialized Labs - approximately 800 computers in 40 rooms
The management of print material is currently distributed across campus. The level of active print management and the types of equipment and expendable items used to meet printing needs varies significantly across organizations (sometimes to the individual office level). Leveraging effective practices that are currently implemented in some areas and standardizing a number of activities surrounding the printing of materials creates the opportunity to realize efficiency savings while protecting flexibility and enhancing print functionality in strategically important areas. The print
management initiative includes a broad set of recommendations:
Identify opportunities to consolidate printers, copiers, scanners, and fax machines into networked, multi-function machines (energy savings and strategic sourcing) Evaluate service/maintenance contracts for printers, copiers and faxes, and use output to create recommendation for consolidating and/or reducing service/maintenance contracts (strategic sourcing) Propose a standardized printer and multi-function machine and maintenance contract factoring in efficiency rating (energy and strategic sourcing) Propose a strategy for sustaining progress in proactively managing printing after initial implementation of core ideas Investigate the advantage of providing a service to management printers Establish a strategic sourcing program for paper and toner for desktop and networked printers.
Add print release stations to networked printers. This promotes a greener Purdue by reducing wasted paper and toner. Several times a day multiple print jobs are sent to a printer just to be thrown in the recycle bin. This can be due to a person realizing they have one more change to make or because they just forget to go pick up the print out. This waste will be eliminated by adding print release stations. Print release stations also increases security at the printer as no print jobs will print until a person walks up to the printer and enters their career account ID releasing the print job to print; and increases the viability of reducing some of the desktop printers that are there for security reasons.
Identify effective print management practices such as dual sided and monochrome printing and establish them as defaults for printers.
Implement a system for tracking the number of pages printed by individual. As noted in the student based print management system on average Purdue is printing approximately 40% fewer pages per day as a result of print tracking.
Analyze ways number of pages could be reduced over time (less printing).
License Management With IT playing a significant role within the University’s strategic goals, and with the newly formed Purchasing Strategic Sourcing department, we have an opportunity to leverage the dynamics and synergies of IT procurement, University strategic goals and strategic sourcing. At the heart of leveraging these dynamics for the University is the need to have a central IT discipline and focus. The license
management initiative includes a broad set of recommendations:
Centralized License Agreement Management o IT Strategic Sourcing - Ideally, this would be positioned under the responsibility of Purchasing Strategic Sourcing and would incorporate all IT contract life cycle administration. This would involve developing strategic sourcing opportunities, Page 4 developing strategic partnerships and the administration of contract life cycle management (RFx, negotiations, contract execution, contract performance, renewals, terminations and the management of an online software license database) of all IT related contracts.
o Centralize software management and license administration. In order to be able to save money on software purchases, it is imperative that we have a centralized software database that allows us to identify existing license agreements, right size licenses based on need, and identify the kind of licenses that are most cost effective. As part of the purchase process, IT will be expected to check with this database to determine if there is an existing agreement or if there may be some benefits as well as registering the new purchase in the database. The other part of this recommendation is for some IT governance mechanism to oversee the offering of license servers on campus so that application usage can be well understood and that as usage drops, licenses can again be right sized which could include dicontinuation. All of this helps us stay in compliance as well as pay what we owe, not overpay. It also allows us to get the best pricing for all of campus.
IT Contract Renegotiation o Currently, contracts are reviewed and renegotiated on their anniversary dates. They are renegotiated by the individual, group, or Contracts and Licensing. In the future, there needs to be a process that includes negotiation to the payees’ satisfaction and a point of IT approval for contracts, licensing, hosting, in-house support, and associated centralized data collection.
Contracts and Licensing currently maintains a portfolio of more than 900 software contracts for a total worth of more than $8,000,000 with various IT related vendors. As soon as practicable, review all contracts and licenses maintained by the Contracts and Licensing group, prioritize based on annual renewal costs and likelihood of savings, and then renegotiate..
Software License Management o Currently, any software license management that occurs is done locally, at the department level. We recommend consideration of collaborative software license management to take advantage of the existing software licenses. This will produce a level of savings, due to fewer needs to purchase individual or multiple licenses. In addition, we recommend consideration of collaborative purchases of site licenses to capitalize on the potential for strategic sourcing.
We recommend that consideration be given to collaborating across all units by sharing information regarding software licenses. Tracking and inventory systems should be used to determine when software is no longer being used and put back into the central pool for re-use. Future software requests should be compared against the database to determine whether the needed software license is already on campus when possible, and cost effective site licenses should be established, and contract information maintained in a centralized database.