Service & Support Abstracts

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Career Development | Customer Support | Management | Technology | Training & Development

Career Development [Top]

  • The Art of Productive Meetings
    Laurie Fox, SUNY Geneseo
    Lucas Friedrichsen, Oregon State University
    Mo Nishiyama, Oregon Health & Science University

    Meetings are a necessary part of working in higher education. This presentation will cover the fine points of planning, preparing, and participating in effective meetings. We will also discuss remote attendance, scheduling, formal vs. informal meetings, and etiquette.

  • Elevating your Career and Making a Difference: The SIGUCCS Mentoring Program
    Beth Rugg, SIGUCCS, Professional Development Chair

    Need help defining your goals, identifying strengths or just need sounding board for new ideas? Are you a seasoned member who can share resources and experience? Come to this session to learn about SIGUCCS newest membership benefit: a formal mentoring program. Established in fall 2012, this program gives SIGUCCS members the opportunity to define and achieve their personal professional development goals in a safe partnership. This presentation will discuss the program guidelines, implementation strategies such as forming an advisory committee and pairing interested mentees and mentors, outcomes from the first year such as success stories and lessons learned as well as how you can be get involved in the second round in 2014.

  • Minimal Computing-Minimizing Technology to Maximize Work/Life Balance
    Scott Saluga, Oberlin College

    I have been in Higher Ed IT for almost 20 years. I have always followed the "KISS" Principle. Keep it Simple, Stupid has been my mantra for some time. It is easy in our modern world to throw money at a technology to do that one thing that helps us in our work. The problem is that those "one things" tend to accumulate over time to become an unwieldy mess. Over the last few years I have noticed that I use less and less individual software, tools and techniques than I have in the past and have honed my computing to a minimal level to get more and more completed. I have pruned my work life down to the bare essentials and found a level of contentment and peace in my work that allows me time to serve on staff committees while maintaining a high level of quality in my assigned tasks. Whether it be via laptop, tablet or phone, I find myself using the tools and skills that allow me to get what I need done with minimal effort and then focus on other duties. I find that other aspects of my work life have adapted as well. This paper or discussion will expand on my mantra of minimal computing to maximize work/life balance.

  • App Development in User Services: oxymoron or incubator?
    Darin Phelps, NYU School of Law
    Brian Yulke, NYU School of Law
    Lisa Barnett, NYU School of Law

    User Services attracts all types. This talent develops differently, and opportunity can knock on many doors. At NYU Law, we had a few Helpdesk technicians who took a web development class. And when our new exam software came without robust administrative/management tools, opportunity did knock. We started off in PHP, scarfed some data from our database guys, and cobbled together a working web app in about 6 weeks. It wasn't pretty, but it got the job done. One year later, our next iteration implemented a framework (Zend), version control (Git), and staged environments (development/testing/production). Yet another year later, we added new features, satisfying both administrative and student clients. Today we now have a small, versatile team that handles lightweight projects, and fits them into a Helpdesk schedule to accommodate an ever-growing demand for new web applications. Remarkably, we do this all without sacrificing our core mission of providing top notch user support. While it does require better time management, it's amazing to see how flexible your Helpdesk can be with their time. Coming from the user services group, we have a solid relationship with the end users and consequently understand their needs better than traditional programmers. Working with the core development team allowed our Helpdesk programmers to learn faster, and helped the real code-monkeys understand valuable user support fundamentals ... making them better, too! Finally, this created professional development opportunities within the organization ... while we found equilibrium in User Services, you could also have internal moves within your larger organization. Either way, you can keep organizational knowledge and make the entire IT department stronger. And while not for everyone in your group, you can reward individuals who take initiative, have an interest in learning new technologies, and show strong time management skills.

  • Ask The Futurist
    David M. Zach

    This session will be a follow-up to the joint keynote presentation given by David Zach.

  • Creating Your Master Mind: Personal and Professional Development Through Master Mind Groups
    Ben Arnold, University of Northern Iowa
    Lucas Friedrichsen, Oregon State University
    Mo Nishiyama, Oregon Health & Science University

    Do you find it easier or more enjoyable to pursue your personal or professional goals in concert with other like-minded people? If so, a "mastermind group" might be just the resource you have been searching for. A mastermind group, as described by the renowned business author Napoleon Hill, is "The coordination of knowledge and effort of two or more people, who work toward a definite purpose, in the spirit of harmony." By gathering regularly with a like-minded set of people, one can find camaraderie, advice, differing points of view, and perhaps most importantly, accountability. The mastermind group stands in contrast to a mentor/mentee relationship because in the former, each participant stands to gain from the relationship equally.

    This session will seek to explore the concept of the mastermind group through the experiences and success stories of one such group. Topics from initial formation of your group all the way through ensuring that everyone moves forward cohesively will be covered.

Customer Support [Top]

  • The Path to Google: Selling Ice to Eskimos
    Chris King, NC State University

    Higher education conferences over the past few years have been full of presentations, papers, and panels on the processes involved in migrating a campus and its people to Google Apps for Education. While it is useful to hear about marketing tchotchkes, data validation, and the pros and cons of web clients, what seems to get ignored is the process that led to the decision to move to Google Apps in the first place. At North Carolina State University, where students were already using Google Apps, the decision to move employees involved almost as much time and effort and heartache as the technical migration. As the users saw it, they had a working system, even if that system only worked because of huge expenditures of time and money both on the backend server maintenance and the client need to implement terribly complex workarounds for simple functionality. The end result: a 94-page white paper and the realization that it's hard to sell ice to Eskimos, even if you show them that their ice has already melted. This paper and presentation will discuss the information gathering and needs assessment done by NC State prior to the decision to move employees to Google Apps, and the successes and difficulties involved.

  • The Dirty Hungarian Phrasebook of Tech Support
    Chris King, NC State University

    In tech support, the customer is rarely right. Customers have a tendency to approach problem resolution by coming to their support staff with a solution rather than just discussing the visible issues and letting the professionals do the rest. Customers don't necessarily know what they need, but they can be extremely vocal about what they don't know, and it is up to the support staff member to hear one thing and understand what it means down the line. In the 2012 SIGUCCS closing keynote, Brian Janz likened this to a patient demanding a type of surgery before the doctor has even heard the symptoms. This paper and presentation will discuss the dying art of translation, and discuss methods for communication, rapport, and technical association that will empower front-line staff to hear what customers are saying and translate it into useful information for problem resolution.

  • Facebook : How We Lost Control and Found Empowerment
    Cate Lyon, Whitman College
    Robert Fricke, Whitman College

    Whitman College Technology Services (WCTS) constantly strives to find new and interesting ways to engage and connect with our student body as well as to empower our student staff. Additionally, social media engagement has been challenging; of the three separate Facebook pages associated with WCTS, the most recent update was several months ago. A marriage of problem and solution was discovered: we let go of control and let our student staff manage our Facebook presence. This solution not only allows us to better engage the student body but also gives our student staff more responsibility and "real world" experience.

  • Front Line Help Desk at Rice University
    Richard Roberts, Rice University
    Diane Yee, Rice University

    This paper is a description of work at the Rice University Help Desk, from the perspective of a staffer working in the cubicles. It includes a description of the range of Help Desk customers, individuals and organizations, at Rice and their needs. I discuss how the interaction with the customer is critical to the work and about my methods of customer interactions by telephone and text. The paper includes a limited discussion of volume and ticket processing statistics (my workload). The paper discusses recent evolution of services offered and changes we anticipate. The paper discusses the tools we use, and in are in the planning stages of implementing at Rice. I talk about the practical work at the phones and the keyboard. A slide presentation will accompany the paper.

  • Leverage Your Mac to Support Multiple OS Environments
    Kendall Wylie Jr., Virginia Commonwealth University
    Thom Mattauch, Virginia Commonwealth University

    Would you like to use a single machine to support multiple platforms? Would you like a single point of support for Windows, Mac, Chrome OS, Android and more? Then look no further. This session will demonstrate how the VCU helpIT Center is leveraging Virtual Box to provide a single point of support through the iMac. In this session we will demonstrate how to set up and use Virtual Box to load various environments and will demonstrate the use of the system to provide support to your users.

  • Social Media: Multiple Channels to Capture Multiple Audiences
    Katherine Derby, University of New Hampshire

    In a recent tweet, Entersys CMO Vala Afshar (@ValaAfshar) likened the phrase, "we use Facebook, we're a social business" to saying, "we have sneakers, we're ready for the NBA." Afshar's point hits home with those working in communications, marketing, and social media. In the real world, building and maintaining a social presence for a company or entity takes a lot of skill, talent, and resources; creating a Facebook page for your business or group doesn't mean you've effectively leveraged social media. Join me for a discussion and trips to maximize and target your audiences using the latest social media tools and find out how UNH Information Technology is leveraging social media to improve customer support.

  • Lion Taming: Desktop Management of Apple Devices
    Nikolas Varrone, SUNY Geneseo
    Shawn Plummer, SUNY Geneseo

    As Apple devices have become more popular on our campus, management is a greater necessity. SUNY Geneseo's desktop management of Apple devices has evolved from treating them as individual, personal devices to deployment built, domain bound, remotely accessible, and profile manager controlled computers. We will demonstrate how we use Apple Profile Manager, Netinstall, and other tools to tame our Apple desktop deployment.

  • Customer Service: Then and Now
    Ashley Weese, Iowa State University
    Dana Peiffer, University of Northern Iowa

    Technology changes on a more frequent basis then ever before, but what is often overlooked is how customer service demands are changing along with it. We've seen that, as the customers needs change, so does the expectation of support. In the not so distant past, we worked with customers who wanted us to "do it for them," however, the newer generations coming to campus have much different expectations. We see two new, but very distinct types of customer technology levels, those who know just enough to be dangerous and those who just want step-by-step instructions so they can do it themselves. Offering a different variety of support is also evolving. Customer service troubleshooting used to only involve face-to-face contact or over the phone. Now, we can offer email, chat, crowd sourcing, and even self-service via a knowledgebase. Being able to keep up with the technology is one thing, but adjusting and renewing the customer service skills and training technicians on how they are offered, is a whole new ballgame. One of the greatest HelpDesk challenges today is to be able to recognize the type of customer you are dealing with and adjust your Customer Service style very quickly in order to best assist that customer.

Management [Top]

  • Strategification, Synergizing Efficiencies, and Meetingitis: What your bosses _really_ do.
    Robert Howard, Armstrong University

    Once upon a time, most people in a leadership role held some sort of functional IT expertise. Somewhere along the path to manager, director, or CIOs, many of us became meeting loving idiots along the way. Well, not really idiots, but losing touch with the daily realities of front line service could make it seem that way. Here is your opportunity to get a glimpse into the various checkpoints along the management path and the sort of competencies that must be developed – by design or experience – and how that impacts everyone in the organization. What do you gain along the way? What do you lose? How can you stay connected with all levels of the organization and the institution? This will also give you a glimpse into how you can connect with your universities mission in whatever role you hold. We will talk plainly of what exactly is the point of strategy, missions, visions, and the challenges facing the modern university and how that impacts YOU. You can hear from someone who worked from the front lines to a CIO role across three universities, and we can talk of that path and you can feel free to ask questions relating to your own experiences and career goals.

  • Bring Your Own Computers Project in Kyushu University
    Naomi Fujimura, Kyushu University

    We have been providing students with computer terminals for education of information processing since 1979 in Kyushu University. The computer terminals varied from general purpose computer terminals to personal computers (PCs). The number of PCs increased dramatically for thirty years. The number of lectures with PCs has also been increasing rapidly for information literacy, CALL (Computer Assisted Language Learning), and so on. We always tried to arrange the terminal rooms as many as possible to provide the good and comfortable ICT (Information and Communication Technology) environment for students. However, we never have the budget to arrange enough terminal rooms. On the other hand, the price of PCs hes been getting cheap. As a result, our students of 95% in first grade have their own PCs around when they enter the university. According to the above situation, we have changed our policy, and decided to abandon terminal rooms. We expect all students to bring their own PCs and use them in their classes. We are going to start the new ICT environment for education on this April 2013 after many discussions of meetings and committee. It took about two years to start up the Bring Your Own PCs project. The followings are the important point to begin the BYOP project in Kyushu University.

    • Procedure to make the agreement in the university
    • How to decide the PC model, Windows or Mac, in each department
    • Software (windows, Office : EES contract with Microsoft)
    • Anti-Virus software (Symantec Endpoint Protection)
    • Wireless LAN (IEEE 802.11n, 80% of lecture rooms and so on)
    • Firewall (P2P file exchange software)
    • Seminar for all new comers (Software installs, network configuration and so on)

    We will report the detail in the above points. It was a difficult and hard work. For example, I visited sixteen faculties and/or department to explain the new policy and how to proceed on the project in order to get the cooperation and help.

  • We Have The Technology: Rebuilding a Department from the Ground Up
    Allan Chen, Menlo College

    It is always important for departments - at all levels, from staff to managers to directors - to constantly evaluate how well their structure matches the needs of the institution. Sometimes, changes are needed. And sometimes the transition from one model to the next can be less than smooth. We can just hope that lessons are learned and things end up better at the other end of the tunnel. At Menlo College, because of a number of staff changes - including departmental leadership - a strategic plan to increase specialization has had a ripple effect through the entire IT organization. Taking 2 of 3 Help Desk staff and diverting them to other operations and trying to lean on students for support has had its ups and downs. Bringing on board an Administrative Systems manager has resulted in knowledge transfer issues. This presentation will cover these programmatic and strategic planning that went into these changes and cover how the process has gone, is going, and what we hope to do as we move forward.

  • Innovate through Crowd Sourcing
    Thom Mattauch, Virginia Commonwealth University

    In March 2012, Virginia Commonwealth University's VP for Finance and Administration created a team of innovators called team IMPACT. The task for team IMPACT was to create a team that would then create a methodology for vetting innovative ideas and to brainstorm ideas to push through this methodology. One of the ideas that came out of this project was to implement a system by which the team could gather the ideas of the entire university community. The team began the task of procuring and implementing a crowd sourcing solution. In February of 2013, team IMPACT began piloting a program called VCU Ideas, powered by Idea Scale. Through this product team IMPACT can capture the ideas of the university as well as allow the university community to vote on the ideas. This crowd sourcing enables team IMPACT to keep their fingers on the pulse of the university.

  • Personality Inventories and Cognitive Frames: Understanding the Balance in Managing and Leading IT Organizations
    Kenneth Janz, Winona State University
    Robin Honken, Winona State University

    With the complex dynamics of higher education and the ever-changing nature of information technology, leaders/managers find it difficult to effectively lead the effort to integrate technology into the academic and administrative culture of higher education institutions. Leadership and organizational literature is rich with ideas, theories, and models about viewing organizations. Because we work in complex organizations, these models provide tools that enable a leader/manager to understand environments and people. This presentation will combine the personality inventories of DISC with the cognitive frames of Bolman and Deal (1997) and Birnbaum (1998). This will create a platform for conversation for both current CIO's and staff aspiring to leadership positions.

  • Motivating Skill-Based Promotion with Badges
    Peter Wallis, University of Washington
    Michelle Martinez, University of Washington

    In response to a state-wide freeze on pay increases beginning in 2009, the Learning Technologies unit at the University of Washington moved from a seniority-based to a skill-based promotion system. We almost immediately encountered a problem of motivation, as busy students did not take action to develop necessary skills. In 2013, we are piloting a badges program to encourage skill development. We have already seen early success, and can provide an overview of the current badge landscape, detail our implementation, and valuable lessons learned. Though our focus is on student staff, our findings are applicable to professional development at all levels.

  • Mixing and Matching Usage Data: Techniques for Combining and Mining Varied Activity Data Sources
    Owen McGrath, UC Berkeley

    Digital systems underlie a surprisingly wide range of teaching and learning activities in higher education today. While some pieces of the online digital infrastructure (e.g., learning management systems, digital libraries) are more obvious, the scope and reach of digital systems now increasingly extend to activities as they occur even inside lecture halls, classrooms, and other teaching facilities. Interactive student response systems, lecture capture systems, and digitally controlled smart classrooms are examples of technology trends that bring along with them an unprecedented amount of instrumentation quietly collecting lots of data about teacher and learner activities in and across various spaces. Individually, these usage data sources offer metrics that are important for understanding and supporting a particular service. If combined, the varied data sources potentially open windows onto even more interesting activity patterns and relations. However, these sorts of mosaics can be difficult to assemble due to the volume and variety of data involved. Data mining techniques can be useful for exploring and discovering user activity patterns that might be hidden in large and varied data sets. This paper surveys several basic data mining techniques that can be used to gather and analyze user activity information mixed and matched from varied sources. The techniques are demonstrated using examples drawn from academic computing scenarios where methods for mining combined data sets can prove insightful.

  • Parallel Reporting: The Future of Support
    Gursimran Koonjul, Carnegie Mellon University
    Kimberly Hennessey, Carnegie Mellon University

    Academic environments are evolving and require more cross-disciplinary relationships and cross-functional support. Collaborative learning spaces are more difficult to support with just isolated singular-departmental employees. As more and more institutions are compelled to do more with less, a niche for IT professionals with varying interests and skills sets could be multi-disciplinary and cross-departmental support. Moving forward, parallel-reporting employees may indeed play a vital role in supporting technology for teaching and learning environments. The parallel-reporting structure is often associated with the "matrix" management structure of the 1970's and 80's (employees with analogous skills from separate groups assembled for work assignments). The matrix model is considered difficult and outdated by most organizations due to the numerous structural and strategic traps. In a parallel-reporting model, there are several requirements from both management and from the employee to ensure efficient success. At Carnegie Mellon University, the collaboration of Computing Services and the College of Fine Arts requires a unique support model for technology services and academic technology spaces available to faculty, staff and students, including a 24/7 Multimedia Studio Computer Cluster, Sound Room, and Equipment Lending. The foundation of this model includes a parallel-reporting staff consultant cross-disciplined in both the arts and technology: a Multimedia Clusters Support Specialist. This position has a dual-reporting relationship with both Computing Services' Clusters Support Services team, and with the College of Fine Arts Dean's Office. How how this position developed? We highlight the challenges and lessons learned of our Multimedia Clusters Support Specialist position.

  • You Can't Do It All! Using Student Leaders to Manage the Team!
    Karen McRitchie, Grinnell College

    Most student staffing models in Information Technology Services departments are managed by one staff member who coordinates schedules, training, payroll, team-building and all other things relating to a student staff team. Often this IT staff member has regular responsibilities as well as managing the students employed by his/her department, which limits the time that can be invested in the student staff. At Grinnell College, we have a team of 75-100 students who work for the Information Technology Services department. They provide services to the Audio-Visual Center, library, computer labs, help desk and other technology areas. In order to manage such a large group effectively, students have been used as leaders/managers and they help in the operations of the student staff team. By utilizing a student leadership team, we have not only off loaded some of the operational tasks to them, but also have given them the opportunity to be mentored in a management position, which gives them experience in a supervisory role for future career opportunities. At Grinnell College, the student staff in IT provides service to the campus in supporting technology, but they are also given many opportunities which will contribute to the foundation that they have started in their career journey. Student leaders are a large part of this strategy.

Technology [Top]

  • Energy Overhead of the Grapical User Interface in Server Operating Systems
    Heather Brotherton, Purdue University
    J. Eric Dietz, Purdue University
    Fredrick Mtenzi, Dublin Institue of Technology
    John McGrory, Dublin Institue of Technology

    Evidence of graphical user interface server operating system energy overhead is presented. It is posed that data centers would have substantial energy savings by eliminating graphical user interface operating systems.

  • Concerto – Digital Signage on the Cheap
    Todd Swatling, Vassar College

    Concerto Digital Signage is free and open source software (FOSS) developed by students at RPI and designed for the way educational institutions work. Being a web application, it has minimal requirements for both server and client, allowing it to run on commodity hardware. Concerto facilitates distributed, yet targeted, announcements in a way that encourages interdepartmental communication. I will discuss the Concerto implementation at Vassar College, using and re-using old and low powered hardware for cost savings, tying into our emergency alerting system, and harnessing screensavers to increase coverage to wherever PC's are already deployed.

  • Gulliver's toss: Google's Chronic Big Load to University Mail Server and Its Sudden Resolution
    Yoshiaki Kasahara, Kyushu University
    Eisuke Ito, Kyushu University
    Naomi Fujimura, Kyushu University

    Traditionally, Kyushu University has been providing email service internally using its own domain name for staff members and students of the university. Around January 2012, we noticed that the high load of the university authentication server, and we realized that one of causes was the access from the mail server for students (called Student Primary Mail Service). Detailed analysis showed that there was chronic big load produced by Gmail's Mail Fetcher, especially toward nonexistent accounts removed due to graduation. In this paper, we explain the situation and reasons of the big load induced by Gmail, its possible countermeasures, and its sudden resolution by Gmail's silent change.

  • Education goes the Distance with IPTV
    Robert Sobczak, University of Maine System

    In the mid 80's, a study showed Maine being ranked the 48th state with students continuing to Higher Education. The major stumbling blocking: the distance from a student's home vs. the distance to a nearby college campus. In September 1989, the University of Maine System began using ITFS (Instructional Television Fixed Service-utilizing 2.5 Ghz Microwave, better known as Wireless Cable) to reach the entire state, and help to help close the distance gap between the student and campus locations. 40+ High School sites and 10 College Centers were established all over state. Starting with 2 channels, live interactive classes were presented from 7am to 10pm Monday thru Friday. 8am-2pm on Saturday. Classroom teaching originated from 12 Broadcast Classrooms at the seven Campuses of the UMS between a DS-3 Fiber Optic backbone. By 1994, the system was offering classes on 4 channels at over 100+ locations statewide. This included businesses who signed on to offer on-premises classes and a project called Classroom to the Home over a few cable companies. In 2006, the Portland region was converted to Digital ITFS (4 standard definition video channels occupying one 6 Mhz channel). Due to budget cuts, in Fall 2010, ITFS was switched over to IPTV (Internet Protocol Television). Using Standard Definition, digital TV signals now stream to a limited number of locations statewide. The session will be with Power Point, Video and Photos. I'll probably have a handout as well. The plan is to go over a short history, then introduce the new technologies and how they play a roll today. During the 23 years of ITV, UMS has used Fiber Optic Point to Point Conferencing, Polycom Video Conferencing, recently added Panopto class capturing for smaller classrooms, the use of Blackboard and Video Streaming.

  • Implementation and Operation of the Kyushu University Authentication System
    Eisuke Ito, Kyushu University
    Yoshiaki Kasahara, Kyushu University
    Naomi Fujimura, Kyushu University

    Nowadays, a university needs to build and maintain a centric ID database and authentication system for better ICT services. In 2008, the headquarters of Kyushu University had defined medium-range policy of ICT infrastructure preparation, and the policy had indicated construction of a centric authentication system. According to the policy, the authors elaborated an installation plan of the Kyu(Q)shu University authentication system (QUAS, for short). Since 2009, Information Infrastructure Initiative of Kyushu University, to which the authors belong, has been issuing ID cards to all employees, and also operating LDAP servers. This paper introduces the action plan and outline of QUAS. This paper also describes two recent topics of QUAS. One is high load of LDAP servers because of rapid increase of mobile devices, and the other one is development of a multifactor authentication Shibboleth IdP.

  • Sustainable Automated Software Deployment Practices
    Dan Herrick, Colorado State University
    John Tyndall, The Pennsylvania State University

    Many organizations follow the same error-prone, time-consuming, and redundant procedures to install software manually, whether as part of a master image or on individual computers. Usually this involves visiting a system, executing some sort of interface, selecting a subset of modules or configuring certain options, and waiting for the installer to complete. There is another way: automated software deployment, which affords greater efficiency, consistency, and ultimately, service. This paper discusses the organization and detailed implementation of automating software installations and updates using silent and unattended methods, with various levels of administrative intervention, from help desk to systems administrator. We also describe different approaches to creating such an environment for both "mass" devices (e.g., public computer lab systems) and individual devices (e.g., faculty/staff desktop systems). Key concepts include leveraging management software and resources you may already have (i.e., the "zero budget" approach) versus efficiency gains from third-party resources, high-level administrative toolkits along with low-level control methods, and developing a workflow for automated and semi-automated software installations.

  • Slaying The Desktop Management Dragon With Configuration Manager 2012
    Ben Arnold, University of Northern Iowa

    Today's desktop computing environment is complex enough. Software eccentricities, security threats, demanding students and faculty members; why make your life harder than necessary as a desktop administator? A strong and flexible workstation management platform is an absolute must in these trying times. Microsoft's System Center 2012 Configuration Manager is about as robust a tool as they come. Deploy software and operating system images with ease. Another Java exploit is in the wild you say? Don't shudder--own that update process! Certain large software companies got you down with the threat of a software license audit? Sleep soundly knowing the asset intelligence built into ConfigMgr has your back. This session will seek to explore the ways ConfigMgr can make your life easier as a desktop admin (even cross-platform!). Even hardened desktop admins should come away with some new tricks for their bags!

  • A Centralized Storage System with Automated Data Tiering for Private Cloud Environment
    Mikifumi Shikida, Japan Advanced Institute of Science and Technology
    Hiroaki Nakano, Japan Advanced Institute of Science and Technology
    Shuichi Kozaka, Japan Advanced Institute of Science and Technology
    Masato Mato, Japan Advanced Institute of Science and Technology
    Satoshi Uda, Japan Advanced Institute of Science and Technology

    We implemented a private cloud environment with the aim to improve convenience for users and achieve lower cost, higher energy efficiency and more streamlined management by centralizing hardware resources. This year, we have replaced storage system for the private cloud environment to centralize the management of large research data sets created and accessed by individual students, researchers and teams. Since the system has automated data tiering feature for movement of data between SSD and SAS drives, we can provide a combination of both high performance and high capacity to manage a large volume of data.

Training & Development [Top]

  • Meeting the Technology Needs of the Differently-abled Student
    Carol Sobczak, University of Southern Maine

    Draft: IT provides training with various software and hardware applications to students with a wide range of disabilities. With the elimination of an Assistive Technology Support Specialist, IT was faced with the continued collaboration with the students' with disabilities office to provide assistive technology training to students. USM has AT stations in various locations across a three campus array. Hardware/software includes: Braille printer, scanners, Dragon NS, JAWS, Kurzweil, pdf to MP3 conversion.... simplified documentation of training procedures.. enhanced knowledge of software available; costs, training needs... All public institutions must comply with federal laws.... Who should be interested? lab managers, IT trainers, HelpDesk personnel, library staff...

  • Migrating from Novell to Active Directory
    Jody Gardei, Ferris State University

    Ferris State University is currently in the process of migrating from Novell to Active Directory for file and print sharing. Myself and at least one other colleague would like to share our experience with this project from the initial planning stages to implementation, including breakthroughs made along the way that helped us to fine tune the migration, the selection of tools for workstation migration, web access to files, and password assistance, and customer communications. All of ITS at Ferris has had a part in making this transition a success.

  • "It's alive! It's alive! We've created a monster!": Implementing a New Test Scanning System at VCU
    Hannah Pettit, Virginia Commonwealth University
    Kendall Wylie Jr., Virginia Commonwealth University

    "Nothing is so painful to the human mind as a great and sudden change." -Mary Shelley, Frankenstein (1818)
    These powerful words that Mary Shelley penned close to two hundred years ago still ring true in contemporary times. While advances in technology have benefitted society and institutions of higher learning, the threat of change still sends even the most tech-savvy individual running scared. Close to two years ago, the VCU helpIT Center began preparing for the "change of a century" by beginning the process of transitioning to a new test-scanning system at VCU. Every department at VCU, as well as the entire student body utilizes test-scanning services provided by our office. Thus, this change affected everyone. Come join us as we discuss our process of transition from our Legacy Scantron test scanning system, to our new gradeIT system (which utilizes Remark OMR). Our presentation will highlight our "plan of attack" we developed to prepare for the transition, the successes we celebrated, as well as the shortfalls we encountered in our attempt to provide a change in services to the VCU community.

  • Raising the Bar on Training at Valparaiso University
    Kevin Steele, Valparaiso University
    Matthew Smith, Valparaiso University

    We have recently overhauled our IT training program that we offer to our students, faculty and staff. Users can now expect that training will be more than software use and how-to's. We have started looking at ways enhance our clients overall use of campus technology. We go beyond the software functionality and take our clients to the apex of relevance and application.

  • Communicating Changes: From :You broke what?" to "Oh, it's just routine maintenance"
    Greg Stauffer, University of Colorado Boulder
    Rochelle Scott, University of Colorado Boulder

    Not so long ago at the University of Colorado Boulder the impacts of daily changes to enterprise services weren't understood by the Office of Information Technology's (OIT) own operations staff, much less the faculty, staff or students they affected. But a change process driven by ITIL processes, a website that gives visibility to changes within the organization, a comprehensive communication plan and regular change advisory board meetings have transformed the process of changing services and communicating their impacts. Now changes to enterprise services at CU-Boulder have visibility to the entire organization, impacts and dependencies are understood, communication to faculty, staff and students is coordinated and surprises and gotchas are minimized.

  • Office 365: Tips to avoid turbulence while moving faculty and staff to the cloud
    Beth Lyons, Cornell University

    Moving more than 25,000 locally hosted Exchange email and calendar accounts to Microsoft's cloud-based Office 365, with almost no disruption to the work of Cornell University's faculty and staff, was a carefully choreographed, well-practiced yet dynamic dance. Key factors included:

    • Close coordination, partnership, and collaboration with Microsoft to plan and implement the migration and to escalate and resolve issues
    • Early and continuous involvement of IT leaders both within the central IT organization and throughout the campus
    • Early campus awareness
    • Early awareness and management of business-affecting changes
    • Targeted email guiding individuals to complete specific to-do's at three weeks before their move date, two weeks, one week, the day of, and the day after.
    • End-user support at the unit level and through the central IT Service Desk
    • Local expertise with Exchange
    • Extensive Cornell-provided web pages on preparing for Office 365 (before and after steps, differences, FAQs, known issues and troubleshooting)
    • CIO periodic updates to the university leadership on plans and progress
    • Weekly updates to the IT community on plans, progress, and known issues
    • Daily conference call with the project team for IT directors to discuss status and issues
  • Scaling the Microsoft Mountain: Deploying Microsoft Solutions for Directory Services, Email and Calendar
    Beth Rugg, Ithaca College

    In 2010, Ithaca College began making significant changes to the desktop environment. Over the course of three years and four different projects, we moved email, calendar and directory authentication to Microsoft. This paper will discuss migrating our users from Novell to Active Directory, moving from a locally hosted email solution to Microsoft Live@edu, moving from Oracle Calendar to Microsoft Live@edu and finally migrating email and calendar to Microsoft Office 365. Each project was unique in scope, involved a separate timeline and implementation schedule and presented its own unique challenges. Some of the highlights of these projects include physically touching 4000 Macintosh and Windows computers as part of the Novell to Active Directory migration, determining what email clients to support for the Live email migration and teaching 1500 users a new way to schedule and manage meetings during final exam week! Once all that was done, we still faced one final migration from Microsoft Live@edu to Microsoft Office 365. This paper will provide a high level overview of these projects, key policy and implementation decisions and lessons learned all from a client services perspective.