IT Board Update Portland Community College 2017 Office of the CIO 1
Agenda 1. IT Strategy 2. InfoSec: Defense in Depth (DiD) 3. Portfolio Management Appendix: IT Strategy Additional Slides 1
IT Strategy 3
Our Vision Information Technology To be a natio ional nally rec ecogni ognized ed standa andard rd for Higher gher Educ ucat atio ion Info nform rmat atio ion n Tech chno nology ogy organi ganizat ations ns by prov oviding ding predicta dictable, ble, qual ality ty and d cost st effe fectiv tive serv rvice to Portl tland and Comm mmunit unity y Col ollege ge and d driving ng exce cellenc nce in educ ucatio tion n throu ough gh tech chno nolog ogy y inno novat ation on. 3
Our Mission Enable Student Success We leverage technology, innovation and the passion of our employees to support opportunity & equitable student success. Optimize Enterprise Architecture By making the right technology and investment choices through intentional design practices, we ensure our solutions are optimally aligned to stakeholder need and are intelligently architected, maintainable, sustainable, equitable and inclusive. Secure the Institution The privacy and protection of our students, faculty and staff is our primary concern. We achieve this by executing a pro-active and ongoing strategy against all forms of cyber attack. In doing so, we protect the institution from risk and ensure regulatory compliance. Deliver Operational Excellence We embrace a culture of process efficiency, productivity and client service. We strive for district wide consistency of internally and externally facing IT services, while being agile enough to support local needs. 4
A Collaborative Framework 5
Strategies Optimize Deliver Enable Student Secure the Enterprise Operational Success Institution Architecture Excellence Adopt standard Execute on 2016 Align IT to academic Organize for success methodology InfoSec program plan Maintain policy, Be a data informed Make sustainable Be educational governance and operation technology choices futurists controls Identify stakeholder Maintain operational Own a culture of Improve the student sustainability needs and strategies vigilance experience Complete Provide best in class Promote cybersecurity Support data-driven current/future state awareness services decision making gap analysis Leverage technology to Develop and maintain Be compliant Be a model for DEI support those most an IT roadmap in need 6
InfoSec: Defense in Depth (DiD) 8
Defense in Depth (InfoSec Roadmap) Network Servers End Points JAMF & Apple End Point NSX/Microsegmentation Network Access Control (NAC) Management F5 Upgrade and Application DUO 2-Factor Authentication & Tenable Vulnerability Assessment Not Started Firewalls Secure VPN DDC Server Support Strategy & Dark Web/Anonymizers McAfee End Point Protection In Progress Password Manager Pro Server Zone Migration & SandBlast Patch Management Separation of Environments (SOE) Done/Ongoing 24/7 Network Operations Center High Value Workstation Support CheckPoint Firewalls Access Control & Separation of Network Zones Data Center Security & Facilities Duties (SOE) (DMZ, DDC, InfoSec, etc.) Network Redesign Project (NRP) Virtualization (VMWare) Active Directory Data Forensics People “Data at Rest” Strategy Splunk SIEM NCSAM “ED to AD” & SHA -2 Password Communication MalwareBytes Encryption (Message from CIO, Phishing Videos, etc.) Compliance Programs Virtru Email Encryption EnCase eDiscovery (Red Flag, PCI, Penetration Testing, NIST) IT Staff Engagement (Program/Roadmap, Annual Network & Server Monitoring Banner Data Defense Cyber Security Offsite, Policy: ISP & AUP (SolarWinds, Apcon, Extrahop) Management Buy-In, etc.) Google Analytics & CheckPoint Educate Leadership Google Security Reporting (Regulatory Compliance, etc.) Incident Management Consolidated Backups Engage Board of Directors (JAR, Red Flag, etc.) Michael Northover CIO | October 2017 Access Control & Encryption Cyber Team CIO Priority 7
Gartner InfoSec Maturity Score 2016 2016 …is 3.1 and your re for All: 2.9… 2017 2017 …is 3.8 and your re for All: 2.9… CIO Priority and IT Strategic Goals 13
Portfolio Management 11
PMO: 2016-2017 Portfolio Manager & Enterprise Architect working to develop IT Governance strategic IT Governance framework Single Sign On Engage Stakeholders “Intake & Prioritization Committee” IT Procedures & Training Implement Platform (TeamDynamix) Establish PMO Portfolio Management Goals & Strategy Michael Northover CIO | October 2017 14
PMO is meeting Client Expectations by… Managing the IT portfolio Portfolio of projects maintained and visible on IT PMO Spaces and TeamDyna ynamix ix via Single-Sign-On (SSO). Intake and Prioritization process on a 4 week cycle with 20+ cross-discipline stakeholder participants. Providing a single source of truth for IT projects All active and backlogged projects in a single software platform. Project portfolio communication across various venues. Most recent project status, issues & risks visible to stakeholders. B ecoming PCC’s authority on Project Management Baseline standards, processes, and framework established for IT project management. Continuous improvement of standards, processes and framework through client and staff feedback. Establishing a culture of transparency & project delivery Championing a performance-focused project environment. Developing project management discipline and professionalism at the organizational level. 15
Historical Active Projects by Health Project Dashboard Portfol tfolio io Maturity urity Number of Projects closed 2017 to date: 79 79 Average Numer of Projects Closed per month 2017: 9 16
Key Current Initiatives Mission Critical Banner9 Upgrade • Identity Management • Public Safety Upgrades (partnership with Public Safety) • Strategic Equitable Student Success Web Projects • ERP Assessment • YESS & SEM Engagement • Operations/Infrastructure F5 and Application Firewalls • Server Zone Migration & MicroSegmentation • Apple Management • District Imaging • Managed Print Services (partnership with Auxiliary Services) • Information Security Splunk/SIEM • Data at Rest • 17
Questions? Michael Northover, CIO
Appendix: IT Strategy Additional Slides Enable Student Success Optimize Enterprise Architecture Secure the Institution Deliver Operational Excellence 5 Steps Launch Process 17
Enable Student Success Support opportunity & equitable student success through technology Align IT to academic plan Support data-driven decisions Be responsive to Faculty needs Leverage data science to support learning Leverage governance and committees to synch analytics goals and plans Evolve from descriptive data to prescriptive data Establish PMO for prioritization and stakeholder Create an enterprise BI platform strategy visibility Support KPIs for student life cycle that drive Partner on instructional technology, distance student success learning and non-credit Partner with Institutional Effectiveness Ensure ERP systems meet the current and future needs of the college Leverage technology to support those most in need Be educational futurists Partner with ASPCC and Student Services to help Create a digital strategy for PCC underserved students Be strategic advisers to college leadership Support Open Educational Resources Research, promote and adopt forward looking IT Partner with Disability Services on Accessibility strategies excellence Collaborate with faculty to align IT capabilities Free software through vendor contracts with curricula strategies Provide internships and work-study opportunities Improve student experience Implement HR solutions to retain great faculty Some Key Initiatives Strive for zero disruption of student experience “We need technology in every classroom and in Support the student lifecycle through IT every student’s and teacher’s hand, because it is Accessibility Compliance Leverage technology to address onboarding and Learning Analytics & Data Science the pen and paper of our time, and it is the lens wayfinding challenges through we experience much of our world.” Student Information Systems (SIS) Be device agnostic and mobile first Leverage ASPCC, customer surveys and student feedback to improve services David Warlick, educator, author, programmer 18
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