ITMIT Technology Strategy Roadmap Overview September 2014 DRAFT

IT@MIT Technology Strategy & Roadmap Overview September 2014 DRAFT v 0. 1

Lifecycle IT Portfolio Management & Investment Strategy Mission Critical Potential Mission Critical * The “Institutional” IT@MIT portfolio includes all IT systems, services, & infrastructures that are provided for Institute-wide use. “INSTITUTIONAL” IT@MIT PORTFOLIO* Differentiating (or Closing a Modernization Gap) Deploy-at-Scale, Grow, Replace, or Modernize Deploy (Invest) Non-Differentiating (or Compliance Activity) Run, Maintain, or Optimize Manage (Seek efficiencies) IT Modernization Funds, Infrastructure Modernization Funds, or TNSC Funds GIB Funding, or Deferred Maintenance Funds Discovery, Pilot, or Sandbox Sunset or Alternatively Source Innovate (Invest) Software Development Funds Retire (Reallocate) GIB Funding

Major Changes in Technology Are Pushing IT into a “Third Age” IT Craftsmanship Most of the world is here IT Industrialization Digitalization Major Changes § Commoditization § Productization § Consumerization § Social/Mobile/ Cloud/Big Data ADAPT MONETIZE OFFER IDEATE CREATE ENGAGE Focus Technology Processes Digital Services Capabilities Programming, system management IT management, service management Digital business models Engagement Isolated, disengaged internally and externally Treat internal community as customers, unengaged with external community Treat internal community as partners, engage external community Outputs and Outcomes Sporadic automation and innovation, frequent issues Services and solutions, efficiency and effectiveness Digital services and user experience innovation

Transformation Required for IT@MIT From To IT-enabled services that still look and feel as fresh as the late 1990 s IT services developed and packaged for intuitive, mobile, self-service use Individual IT units that struggle to keep pace with the evolving needs of their respective constituency groups A thriving ecosystem of IT service providers – enabling DLCs, faculty, researchers, students, and staff to easily create new services and platforms IT projects that take too long – and cost too much – with overreliance on sequentially-paced “waterfall” development methodologies Skillful use of fast-paced “agile” development methodologies, and automated deployment processes The effects of a long history and culture of “making” things – which tends to favor “building-over-buying” – even for nondifferentiating services Reducing development overhead by providing software-as-a-service, platforms, APIs, and other open features that can be easily extended by IT service providers within the MIT community

Transforming IT@MIT should be seen by its constituents as: Fast § Days/weeks § Prompt, reliable response Agile § New technologies § Unexpected needs § The variety of MIT Service-Oriented § Simple, elegant, useful services § Engaging user experience § Self-service Innovative § New and creative § Enabling high velocity innovation across MIT

2020 Vision for IT@MIT What it means: MIT’s 2020 IT Vision has two complementary and mutually supporting elements: • • IT excellence through modernization; and A strategic focus on enabling members of the MIT community to innovate IT services in response to the diverse needs of their respective research, education, student life, and administrative functions. • IT services will be packaged for intuitive, mobile, selfservice use • Faculty will be able to leverage APIs and data to create new services and platforms for teaching and research • Students will be able to leverage APIs and data to create new applications and sites by properly using institutional data that can be made available to them • DLCs and administrative units with suitable capability will be able to independently create new services and platforms that address their specific needs • DLCs and administrative units in need of greater assistance from IS&T will be better served by IS&T’s enhanced capacity • Individual members of MIT’s increasingly global community will be able to create new data and applications • IS&T will have greater capacity for supporting innovation

Portfolio of Enabling Services Enterprise System App. Programming Interface (API) Services Infrastructure Services Rapid End-User Solution Development Services Workplace Support Services Technology Developer Digital Content and / Creator Support Document Storage Services Portal and Web Publishing Services Business Intelligence & Information Management Services Business Process Support Services Creator & Consumer Support Services

Five Features of the New IT@MIT Operating Model 2. Pace Layering 1. Enabling Services 3. Bi-Modal Development 4. Dev. Ops 5. Hybrid Cloud

1. Enabling Services • • ser • vice: Comprehensive combination of tools and capabilities: there when needed, easy to use/“consumer ready” en • ā • bling: Empowers a community member to easily build something useful and/or innovative Students learning and experimenting Faculty teaching and communicating Researchers analyzing & discovering Institute staff serving the community

Life Without Enabling Services Without the enabling services, members of the community must each solve a variety of technical problems before they can focus on their core challenge. Storage Development tools Servers Testing Security Multiple cloud service providers

2. Pace Layering Developing and managing systems differently based on user needs: Pace of Changes: Daily or Weekly Monthly or Quarterly Semi-annual Changes to Base Code Sets

3. Bi-modal Development The ability to use different development approaches as appropriate: Agile/Iterativ e Design driven by user experience Systems of Differentiation Systems of Record Waterfall/Se quential Governance Change Systems of Innovation

4. Pairing “Dev. Ops” with “Agile” Leveraging Agile & Dev. Ops Methodologies, Cultures, & Principles to Boost Productivity Traditional app testing, release, and deployment processes create a time & space barrier between developers and ops staff Traditional “Waterfall” app development processes create a time & space barrier between business unit staff and developers Admin Units & DLCs Developers Adopting Agile development methodologies removes this barrier, and engages business unit staff in short iterative sprints – incrementally developing and expanding functionality Operations Embracing Dev. Ops culture & principles removes this barrier, and engages ops staff in automating and accelerating the release/deployment of new (or updated) apps

5. Hybrid Cloud MIT-built services and solutions run in the public cloud, and/or MIT’s private cloud, as do third-party solutions used by MIT IT Units Acting as Providers and Brokers Traditional IT MIT’s Private Cloud “Hybrid” Cloud Public Cloud

Cloud Services Broker Cloud Provider 1 Cloud Provider 2 Public Cloud Provider 3 IT Service IT Broker Outsourcer Service Consumption Traditional On-premises Customer Private Cloud

Adopting a “Cloud-First” Approach Software-as-a-Service (Saa. S) Platform-as-a-Service (Paa. S) Infrastructure-as-a-Service (Iaa. S) On-Premises Solutions Flipping the IT Portfolio • Cloud services should be the first option for new services and for replacing legacy services • When evaluating solutions, favor those that can be run on cloud infrastructure • Select services that run as high up the stack as possible – selecting Saa. S over Paa. S and Paa. S over Iaa. S • Develop and apply rigorous data classification and security safeguards • Give strong preference to services with robust sets of APIs

Modernizing Educational and Administrative Systems Pre-1997 Classic Best-of-Breed GL, AP, FA Package HR Package 1998 -2014 Modern ERP Suites Talent Mgmt Recruiting Procurement Custom Proc AP FA HR PR GL Payroll Outsourced HR/PR Procurrement Core ERP: GL, FA Adm SF SR Financial Aid Custom Mainframe After 2014 Hybrid ERP Student Financials Custom Mainframe FA Data Warehouse Integration T&E SF Data Warehouse Admissions Custom Mainframe Student Records Custom Mainframe SR Adm FA Public and/or private cloud

IT@MIT Ecosystem An ecosystem of integrated technology tools and capabilities based on next-generation technology will deliver the enabling services and support the work and innovation of the MIT community: Business and Academic Applications Cloud Management Platform Self-Service Portal Legacy applications Application Development and Life Cycle API Manager Cloudbased Database and Mgmt BPM & Work flow User Experience and Web Content Mgmt BI and Analytics Mobile Integration (onprem and cloud) Cloud Management Platform Public Cloud Server Virtualization Private Cloud Server Virtualization Public Cloud Physical Infrastructure Private Cloud Physical Infra External Saa. S Applications

Building the Ecosystem To reach the end-state, MIT can leverage existing tools and skills. New components will be added over time. Business Logic Cloud Management Platform Self-Service Portal Legacy applications Application Development and Life Cycle API Manager Cloudbased Database and Mgmt BPM & Work flow Web Content Mgmt BI and Analytics Mobile Integration (onprem and cloud) Cloud Management Platform Public Cloud Server Virtualization Private Cloud Server Virtualization Public Cloud Physical Infrastructure Private Cloud Physical Infra Relatively complete solution Parts of solution in production Not started or experimental External Saa. S Applications

Proof-of-Concept Projects: Validating Key Components of Our Proposed Platform-based Ecosystem Strategy Centrally Developed Apps - i. Pad MIT App using Mobile APIs - Room Inventory App using Mendix - Reduced Load Petition App using Mendix - HR Compensation App using Mendix - Metadata Management System App ✔- Integration of Gradebook & Class Membership Apps with MITx using MSF APIs - Timesheet App using Mendix & SAP APIs Centrally Developed Apps Locally Developed Apps ✔ - Integration of Class Membership Service Locally Developed Apps with Sloan’s Active Directory using MITSIS APIs ✔ - Vacation Tracking App for IS&T ✔ - CSAIL P-Card Receipt App using Mendix & SAP APIs - RLE Lab Management App using Mendix & SAP APIs 3 rd Party Developed Apps ✔ - Summer Session Faculty Effort App using SAP APIs Party 3 rd. Party Developed Apps Application & Integration Platforms (APIs & Cloud Middleware) APIs & Platforms ✔- APIs for MITSIS Student Accounts ✔- APIs for MITSIS Academic Records ✔- APIs for Mobile Apps ✔- Open. ID Connect for Authentication - WSO 2 as API Management Platform On-Premises – Legacy “As Is” Systems & Systems-of-Record ✔ - “As Is” use of SAP as a System-of-Record Platform for the Summer Session Faculty Effort App, & for the IS&T Vacation App ✔ - “As Is” use of MITSIS as a System-of-Record Platform for the Membership App, & for the Gradebook App - Knowledge Base API as a Drupal Extension ✔- Mendix Application Development Platform ✔- SAP APIs for Summer Session Faculty Effort App ✔- Shibboleth Delegated Authentication for Touchstone - Integration Platform Service using SAP Process Orchestration/Integration Private Cloud – New Systems & Services - Cognos Multi-tenant Platform ✔ - Self-Service Private Cloud Platform using Public Cloud New Software-asa-Service (Saa. S) System ✔- Dropbox Net-gen Storage Services Platform Openstack Note: An application programming interface (API) is an architectural construct for controlling the sharing of content and data between applications, systems, and platforms.

Collaborate with IT Service Providers on Four Types of Initiatives to Nurture and Grow Existing Enabling Services Initiatives to Launch New Enabling Services Initiatives to Modernize Administrative & Educational Systems Initiatives to Improve IT Unit Capabilities

Types of Projects within Each Initiative Nurture and Grow Existing Enabling Services 1. 2. 3. 4. 5. Share MIT API & Reusable Code Repositories Mature Rapid Development Service Automate MIT Infrastructure as a Service Extend & Integrate Web Publishing and Hosting Enhance Data Management and Business Intelligence Launch New Enabling Services 1. 2. 3. 4. Research Computing Shared Services Content Management Services Cloud-Based Email, Office Productivity, & Collaboration Tools Support Services for IT Service Creators Modernize Administrative & Educational Systems 1. 2. 3. 4. Projects to Improve Decision Making Administrative Systems Modernization Education Systems Modernization Data Warehousing & Analytics Modernization Improve IT Unit Capabilities 1. 2. 3. 4. 5. Training to Close Skills-Gap Agile Service Dev. & Support Teams Dev. Ops Practice Development Develop Project and Portfolio Management (PPM) Capabilities Establish Initial Enterprise Architecture

Initiative Impacts Should Help Inform Priority Setting High Impact/Low Contribution Quick Wins High Impact/High Contribution Priorities Direct Impact on MIT Community § § § Content Management Initiatives Cloud-Based Email, Office Productivity, & Collaboration Tool Initiatives § § Not Done Foundational § § § Low Impact/Low Contribution MIT API & Reusable Code Repository Initiatives Rapid Development Service Initiatives Data Management and Business Intelligence Initiatives Support for IT Service Creators Initiatives Administrative & Education Systems Modernization Initiatives MIT Infrastructure as a Service Initiatives Agile Service Dev. & Support Teams Initiatives Portfolio Management Capabilities Initiatives Low Impact/High Contribution To Growth of IT@MIT Ecosystem

Roadmap and Major Milestones 2015 2014 2017 2016 Infrastructure § API & Reusable Code Repositories as a Service § MIT App Dev SDK Web Publishing § Rapid Dev. Service Mature & Hosting Expansion § § Rapid Dev. Project B Mature and Grow § § § Rapid Dev. Project A § New Enabling Services § Data Analytics Service § Meta & Master Data Mgmt Email & Productivity (Google & Microsoft) § § § Data Hub § Content Mgm’t (Video Platform) Content Mgm’t (Dropbox MITWide) § Content Mgm’t (Objects) § § Admissions Svc. Academic Sys. Student Finance Sys. § Service. Now Full Rollout Edu Sys Rollout Plan § HR/Fin/Pro Rollout Plan Edu. Sys. POC § Error Handing § § § HR/Fin/Pro POC Edu. Sys. Market Scan § HR/Fin/Pro Market Scan § Modernization Initiatives § § Helpdesk Interface Service. Now – Request Portal § PPM Team § Service Consulting/Support Team Agile Development Team IT Unit Capabilities

Transformation of IT @ MIT Distributed IT Capacity for New Projects Central (IS&T) Capacity Consumed "Keepingthe-Lights-On" Traditional IT Resource Profile Early “Wins” (Proof of Concepts) Systematic Redesign Efforts Transformed “Agile” IT Ecosystem Profile The expansion of IS&T, DLC, and administrative unit capacities for innovation will be facilitated by the adoption of open APIs and “platformbased” models that are designed to create and connect ecosystems of diverse participants as producers and consumers of IT services.

Strategic Planning Timeline ✔ Jan-Jun • Listening Tour & Community Engagement (Consensus Vision, Goals, & Guiding Principles) ✔ Jul-Aug • Formulate Findings & Develop Strategies for Realizing the Vision • • Sep-Oct • Community Engagement in Finalizing IT Strategies Nov. Dec • Approval of IT Strategic Plan & Publication of Implementation Roadmaps Consult IT Leaders, IT Partners, SIPB, & ISTAB Consult IT governance and advisory committees Consult key IT@MIT stakeholders Solicit community feedback

Questions, comments, or suggestions?

IT@MIT Communications Strategy & Roadmap Overview September 23, 2014 DRAFT v 0. 1

Four-Part Communications Roadmap 2014 Fall 2015 Winter Community Awareness Spring Community Awareness Create Clarity within IT Teams 2016 Summer Fall Winter Community Awareness Sustaining Transparency & Clarity within IT Teams Governance Committees Engaged in 2 -Way Interactions with Constituencies Nurturing the IT Service Provider Ecosystem

Awareness-Building & Feedback-Gathering

Building Clarity within IS&T

Proposed Governance Communications

Nurturing the IT@MIT Ecosystem

Questions, comments, or suggestions?

IT@MIT Transformation Risks September 23, 2014 DRAFT v 0. 1

Net Risks Impact of Risk High Low IT Staff Unable to Make the Extensive Retraining & Retooling; Badges: & Recruit Top Talent Mindset & Skillset Shifts Ineffective on ati t API Management Platform & Processes l Gov & Management u ns Co Steering of APIs Unable to Cmts Fail ing Cod l a es i Create a to Embrace dg Soc Ba Uneven ng & Thriving Strategies ini Community Ecosystem of Tra Readiness Service (Capability) Providers Perceived as Shift of Work (&/or Communication Costs) from IS&T to Others Low Likelihood High

IT@MIT Governance & Investment Models September 23, 2014 DRAFT v 0. 1

IT@MIT Governance Roadmap Strategic 2017 - Target Level 3 2014 - Current Level 1 Projectcentric • Transparency of decision making • Roadmaps for service & system groupings • Initial allocations of IT modernization investments • Defining characteristic: Investment/governance processes are typically ad hoc (or egalitarian), reactive, & limited to IS&T-supported services, systems, & infrastructure Level 2 • Institute-wide IT inventory & assessment of capabilities • Awareness of admin unit & DLC needs & priorities • Project selection & prioritization criteria established • Executive sponsor oversight applied on a project-by-project basis • Defining characteristic: Investment/governance processes are typically at the project-level (and focused on project milestones) instead of at the program-level (and focused on programmatic outcomes) • IT policy & data governance processes established • Institutional IT portfolios defined & established • Processes established for lifecycle management of mission-critical & non-missioncritical, and differentiating & non-differentiating systems & services • Processes established for investing in efforts of crossfunctional innovation teams • Processes established for postimplementation reviews for major programs • Two-way communications established between governance committees & constituency groups • Defining characteristic: Investment/governance processes are typically at the program-level

Lifecycle IT Portfolio Management & Investment Strategy Mission Critical Production Service Delivery Teams Innovation Teams Potential Mission Critical * The “Institutional” IT@MIT portfolio model could be used for all IT systems, services, & infrastructures that are designed for Institute-wide use. “INSTITUTIONAL” IT@MIT PORTFOLIO* Differentiating (or Closing a Modernization Gap) Non-Differentiating (or Compliance Activity) Deploy-at-Scale, Grow, Replace, or Modernize Run, Maintain, or Optimize Deploy Manage (Invest Resources) (Seek Efficiencies) IT Modernization Funds, Infrastructure Modernization Funds, or TNSC Funds GIB Funding, or Deferred Maintenance Funds Discovery, Pilot, or Sandbox Sunset or Alternatively Source Innovate Retire (Invest Resources) (Reallocate) Software Development Funds GIB Funding Reinvest freed-up resources Optimization Teams

New Operating Model for IT@MIT • ASC 2: Administrative Services Coordinating Committee • SSSC: Student Services Steering Committee • MITCET: MIT Committee on Educational Technology • CRC: Committee of Research Computing • FITP: Faculty IT Policy Committee • ISTAB: IS&T Student Technology Advisory Board • SIPB: Student Information Processing Board