Leverage IT Resources to Better Align with and Enable the Plan for Pitt

The Plan for Pitt

Providing technology and solutions that enable the Plan for Pitt:

• Advance Educational Excellence
• Engage in Research of Impact
• Strengthen Communities
• Promote Diversity and Impact
• Embrace the World
• Build Foundational Strength

IT Assessment Report

A study compiled by consultant Deloitte found that, while many core IT services are centralized at CSSD, there are a significant amount of IT services decentralized across campus impacting efficiency, effectiveness, and risk management.

Some examples of decentralization include:

• FIS runs and operates PRISM HR and Financials from hardware to applications, resulting in duplicate services, solution selection, and data sharing capabilities
• Pitt has over 19 help desks on campus using at least 16 different ticketing systems
• With at least four other data centers across Pitt campuses, about a third of all physical servers reside outside of CSSD

Pitt spends over $132M on IT

IT Spend by Budget

41% charged to CSSD 59% non-CSSD

IT Spend on Hardware and Software

48% University-wide 46% specific responsibility centers 6% other

IT Spend

54% goods and services 46% salaries and benefits

Pitt has the equivalent of more than 620 full-time IT staff

• 37% in CSSD; 63% across non-CSSD units
• 97 schools and departments have IT staff

Operational Excellence

For innovation to happen, IT must be “hitting on all cylinders.” As such, we are committed to:

• Continuous improvement of all IT services
• Stakeholder engaged and transparent processes for selection of enterprise systems and services
• Service Level Agreements (SLA) with campus on performance of critical systems and infrastructure
• Dashboards for community consumption—indicating performance and availability levels of critical systems

Further, we are planning the creation of the following capabilities:

• IT Project Management Office (PMO) to bring standards and processes to our projects
• Business analysis expertise to lead business process reviews and improvements
• Evaluating the feasibility of creating Lean/Six Sigma leaders as further process review resources

However, operational excellence is not just CSSD. We need all staff involved IT:

• Committed to continuous improvement of environments they support
• Open to training to keep current with technologies that benefit their units
• Willing to participate in University-wide initiatives and provide leadership on experimental initiatives