CIT Microcomputer Services

Environmental Scan and SWOT Analysis

DRAFT

15 November, 2005

Environmental Scan

Environmental Scanning is the process of examining the internal status of an organization and the external context in which it is situated. Environmental Scanning is about using information about the world in our decision-making. Principles of ES are:

· Explore both sides of the ledger to gain a complete picture.

· Think macro and micro.

· Use multiple lenses to look at the same information or situation.

· Think beyond felt needs and opportunities

Three Levels of Environment:

· Task (Clients and/or Customers) Environment.

· Industry (Peers Institutions, State Influence, etc.) Environment.

· Microenvironment.

1. Social

2. Technical / Scientific

3. Economic / Occupational

4. Environmental / Green Issues

5. Political.

Each direct report should prepare an Internal and External Environmental Scan of their department using the following format:

Format for Internal and External Environmental Scan

Organizational Environment:

1) Mission Vision and Goals:

a. Do you have a mission statement? If so, what is it?

Microcomputer Services Mission

The mission of Microcomputer Services is to provide tools for the educational, research and service processes by serving as the resale administrator of microcomputer hardware contracts for the University of Vermont. To this end we will provide the ongoing service and hardware support necessary to maintain a high level of customer satisfaction at the best value possible.

b. Do you have a vision statement? If so, what is it?

Microcomputer Services Vision

Our vision is that everyone at UVM has access to needed, supported, and serviced information technology resources. Integrated hardware and software support for students', employees', and departments' personal computers across campus--a "one-stop shop" for sales and service of hardware and software.

c. Have you defined goals for your department? If so, what are they?

Microcomputer Services Goals

• Our key overarching goal is to always run our operation as customer centric as possible -- making very effort possible to increase customer satisfaction by understanding and meeting the needs of students, faculty and staff.

• Continue to enhance our web business interfaces -- making the web experience as user friendly and efficient as possible. As required, work with external agencies to develop appropriate web interfaces (e.g., UMaine/CCRA collaboration to develop a web store). Develop more of a technology focus by continuing to pursue new lines of business not previously handled through our operation (i.e. Tablet PC, PocketPC, Laser Printers, Adobe, enhanced software licensing etc.).

• In collaboration with the various IT units on campus it is viably important to pursue a cohesive supportable desktop/laptop infrastructure. Work to establish a comprehensive plan to combine education, standardization, communication, and client support services for all university departments. Although it would be very aggressive, we do need to be focusing more on student IT needs in the areas mentioned as well. Continue to work in support of programs and projects such as CAPS, the Business School departmental/student requirement, Education and Engineering recommendations, the Medical College departmental/student requirement, and the wireless initiative.

• The Learning Resource Center (LRC) is strategic to UVM and the way education is delivered in the classroom. The Depot has been very involved in the procurement and delivery of technology and services to the LRC. Through supporting the LRC and its initiatives we have consulted with units on, and off campus (Extension Service, Continuing Education), to implement similar technology solutions for the purpose of instruction. Continuing to align our operation with mission critical activities such as this will be of great value to the institution as a whole.

• Through collaboration with the other departments within the CIT division, we would propose the development of a customer centric service strategy that delivers software and hardware services from a single "central office."

This has been a long-term goal of our unit. Walk-in help is a foundation from which we should build.

• External Partnerships, Training, and Staff Development-

We need to be constantly looking at and evaluating our services and the vendors that provide services to us (i.e. companies that repair microcomputer boards, manufacturers, etc.). Pursue the most efficient supply-chain and transaction processing business models available in todays IT marketplace (i.e. use of credit cards to procure goods as opposed to P.O.s and invoices, UMaine/CCRA web store). Working collaboratively with service providers such as Wang and Competitive Computing will be necessary to provide the comprehensive IT services required by the University.

A continued internal focus regarding training in all facets of staff development, both individually and professionally, is a significant goal for our department. Staff development will be more important than ever; customer service, team building, and collaboration and communication skills will be paramount to the continued success of our operation.

2) Organizational Structure

a. Attach an organizational chart

See CIT organizational chart.

3) Faculty and Staff:

a. What is your faculty and staff profile?

Staffing

(1) Manager

(1) Business Manager

(1) Information Specialist

(1) Service Manager/DBA

(2) Computer Analysts

(1) Distribution/Analyst (wages)

(6) Part-time student consultants

Sue Parizo

Title: Information Specialist

• Vendor interface for ordering departmental, student, and faculty/staff information technology products

• Build custom quotes for departmental, student, and faculty/staff customers interested in specialized technology products

• Consult with customers on the purchase of information technology products

• Maintain catalog and price lists

Barb Patnode

Title: Business Manager

• Responsible for the day-to-day financial management

• Vendor interface for invoices, inventory, and price protection

• Consult with customers on the purchase of information technology products

Jon Reisenweaver

Title: Computer Analyst / Server Administrator

• Hardware and software troubleshooting and repair of campus computer systems

• Managing the department’s file server

• Monitoring the departments networking infrastructure for failures

• High level technical consulting

Paul Bussiere

Title: Computer Analyst

• Install and troubleshoot Apple and Windows operating systems and applications – in person or over the phone

•Troubleshoots and repairs Apple, Dell, IBM and Gateway computers onsite and in-house

•Manages the service department’s phone calls

•Yearly certification requirements for Apple and Dell computers

Joe Parent

Title: Computer Analyst II/DBA

• Responsible for management of service area; interfacing with vendors and customers; maintaining in-house database and web site development; service and repair of customers' personal computers.

• High level technical consulting

Andy Gingras

Title: Asst. Director for Microcomputer Services

• Microcomputer Services management

Long-term temporary employee:

David Huffman

Title: Distribution/Analyst

• Manages the delivery and distribution processes

• Install and troubleshoot Apple and Windows operating systems and applications; in person or over the phone

b. What is their education level?

Education and service commitments range from high school graduates with 25+ years of service to a B.S. degree with 10 years of service. We also have staff with military education and special IT certifications.

c. What is your department’s workforce diversity?

Female: 29% Male: 71% Veterans: 14%

i. Organized Bargaining Units?

None of our staff are currently represented by a bargaining unit.

ii. Contract Employees?

We do hire contract employees for short-term project needs.

iii. Special Health and Safety Requirements?

4) Other information needed to have a complete scan of your Organizational Environment (to be determined by each Direct Report) Suggestions:

1. What are your major technologies, equipment, and facilities?

Operating Environment

Tightly integrated sales, service, distribution, and support processes designed to give one-stop customer services delivery.

IT Environment

FileMaker driven web interface developed internally and running on a Macintosh platform. Independent servers handle the web ordering interface and FileMaker Pro database, and are linked via a high speed server to server gigabit ethernet. Sales and service databases are integrated into a common data warehouse to maximize efficiency.

b. What is the regulatory environment under which you operate?

HIPPA

FERPA

Vermont Sales Tax

UBIT

Organizational Relationships:

1) What is your organizational structure and governance system? What are the reporting relationships between staff and senior leaders?

CIT/CIO/CFO

2) What are your KEY customer and stakeholder groups? What are their KEY requirements and expectations of your services and operations? How do you know?

• All students

• All faculty

• All staff

• Business process owners

• Business information consumers

• Perspective students

Information Technology Planning Council, 2004

http://www.uvm.edu/cit/projects/itpc/survey/results/ and http://www.uvm.edu/cit/projects/itpc/documents/bot-20041112.html

3) What are your KEY supplier, partner, student, and stakeholder relationships and communication mechanisms?

Externally we have key supplier/partner relationships with Dell, Apple, Gateway, and Microsoft. Internally we have partnerships with key constituents throughout the campus – in addition to our normal interactions with the Business School and Medical College, we are also stakeholders in our relationship to provide services to their respective required student computer purchase programs.

Communications internally and externally are primarily electronic, web based, email, and an occasional instant message. Beyond that we do have regular phone contact with our primary supplier partners. Information is also exchanged via:

• IT Newsletter

• Depot/Computing Web site

• Listservs

• Workshops

• Task forces

• Meetings

Organizational Challenges:

What are your KEY education and learning, operational, human resource and community related strategic challenges?

• Professional development keeping up with changing technology

• Client support ratio insufficient, particularly end-user support, communication, and education

• Coordination with LRG and distributed IT units

• Sustainable funding model

• Customer friendly space

Does your department use a system for performance improvement? If so, describe it.

We maintain customer sales and forecasting data for determining how best to procure computing hardware and software. We also maintain service performance metrics to determine failure rates and alert manufacturers of potential concerns. We also solicit and welcome feedback from our customers.

What are your KEY sources of comparative and competitive data from within your industry?

• EDUCAUSE Core Data

• Green Campus Computing Project

• Technology sections of college rankings

• Campus Computer Reseller’s Alliance (CCRA)

SWOT Analysis

A scan of our internal and external environment is an important part of the strategic planning process.

Internal factors that must be assessed are our strengths(S) and weaknesses (W) and the external factors are opportunities (O) and threats (T). These are referred to as a S.W.O.T. analysis.

Format for conducting a SWOT Analysis

Internal Assessment:

1) Strengths. What are our resources and capabilities that can be used to serve our faculty, staff, students, alumni and public?

• On campus, customer facing, well known, strong customer following

• High quality electronic sales, service, and support tools

• Highly trained, motivated, knowledgeable sales, service, and support staff

• Efficient and effective finished-good and parts supply chain management

• Strong and well established vendor partnerships

• Strong support from division management

2) Weaknesses. What resources and/or capabilities do we lack that hinder our ability to serve our faculty, staff, students, alumni and public?

• Lack of easily accessible location & space for showroom/waiting room

• Staffing limitations do not always allow us to complete projects to keep pace with advancements in technology

• Out-of-date website

• Antiquated ordering system that often requires customers to ask us for product information that otherwise might be autonomously available online.

• Budget

• Very high support ratio – one hardware technician for every 7580 customers

External Assessment:

1) Opportunities. What changes area occurring in technology, the economy, our customers (faculty, staff, students, alumni and public) politics, laws, ethics and society as a whole that would present an opportunity to us?

• On campus partnerships

• We believe that customers as a whole tend to be looking less at cost alone and more at the complete package, and are opting for purchasing where they can receive after-sales service and support, a long-standing feature of our office

• Opening a branch/site in the new Student Center when built

2) Threats. What changes area occurring in technology, the economy, our customers (faculty, staff, students, alumni and public) politics, laws, ethics and society as a whole that would present threat to us?

• General fund providing similar services

• Business continuity

• Peoplesoft transition

• Competitive pressures based on price alone – decentralized purchasing; no mandate for standards or the use of the on campus facility

• The potential for vendors eliminating the program due to cost

• Rising expenses outside of our control

• Reducing cost of computer hardware results in lowered margins, which limit our ability to remain competitive against vendors who offer at only a little less convenience our hardware support, when software support is the same; the "instant gratification" society expects instant responses, which we are not able to provide