3. Agenda Strategy within Educational IT Operational IT: Shifting the balance Best Practices: Gaining strategic influence using Kaseya
4. Strategy in Education IT IT in the business ties to the “product” That doesn’t map to Education IT Operations are all that’s left
5. How IT becomes strategic in “Business” Better IT means faster time to market for product development Flexible architecture More responsive processes & streamlined systems IT fosters product innovation Out innovate the competition Latest and greatest internet Web 2.0, mobile, social, etc IT is responsible for ‘brand’ protection + enhancement Governance / compliance automation Uptime/Reliability of service IT’s operational metrics tie to business metrics i.e. Website traffic as it relates to customer experience Or Cost of a trade transaction going through the system faster IT enables end user and sales force productivity An enterprise app that makes end-users do their job faster Enabling mobile means sales can close more deals
6. Business ≠ Education Administrators want CIOs to keep computers running Time to Market isn’t measurable Budget is driven by politics and always is constrained Multiple stakeholders: too many cooks in the kitchen Product is a ‘well rounded student’ – much harder to measure than $$$ Generated
7. So how do you apply “Business IT” to “Education IT”? Goal #1: Improve Time to Market & Innovate Your Product i.e. Don’t let IT Service be a bottleneck Support your teachers’ paths to innovation – new devices, new learning software packages, etc Create initiatives that foster additional ways to reach students (online learning, ubiquitous computing, etc) Engage students in IT Service/Support to teach them the trade
8. So how do you apply “Business IT” to “Education IT”? Goal #2: Protect your brand by tying operational metrics to business metrics Don’t show up in the newspaper (keep operational budgets low, prevent visible outages, protect students from ‘big bad internet’ Establish baselines of metrics on operational costs and publish how you’re driving them down Keep constant control of the environment across every endpoint and use those metrics to understand the impact on education
9. So how do you apply “Business IT” to “Education IT”? Goal #3: Improve End User and Sales Productivity “Hug” your end-users – make them happy by improving service levels Have them help you sell what you’re doing! Make the Invisible become Visible (and vice versa) Become ‘Proactive’ to Shift the Balance
11. Operational IT works along 2 lines Preventative vs. Responsive Visible vs. Invisible
12. Preventative vs. Responsive Preventative Patch management Password changes Diagnostics Asset lifecycle management Datacenter moves Domain changes Responsive Disk space Broken applications Malware Connectivity Widespread viruses Natural disasters
13. Visible vs. Invisible Invisible Patch management Password changes Diagnostics Asset lifecycle management Datacenter moves Visible Installing software Upgrades New devices/printers/machines Connectivity Performance Domain changes Disk space Broken applications Malware
14. The IT Balancing Act Viruses Broken apps visible Mal-ware Natural disaster New devices Out-ages PW change New soft-ware Disk space Up-grades Domain change preventative responsive Asset mgmt DC move Diag-nostics Patch Mgmt invisible
15. The IT Balancing Act 1% Virus Broken apps Natural disaster visible Mal-ware New device 24% New software Out-ages PW change Disk space Up-grades Asset mgmt Domain changes preventative responsive DC move Patch Mgmt 75% Diagnostics invisible
16. The IT Balancing Act Broken apps Virus Natural disaster visible Mal-ware New software PW change New device Out-ages Asset mgmt Up-grades Patch Mgmt Domain changes Disk space DC move preventative responsive Diagnostics invisible
17. Demonstrate value Preventative Make it more visible WITHOUT being painful Automate to reduce costs Do it right the first time & let your users feel the advantages Responsive Automate to become proactive Empower your end user Minimize low-quality interactions Have a plan B Exercise complete control
19. Set aggressive targets (and hit them) 1 Create a strong baseline Invest in automation K12 SDK Agent Procedures Agent procedures can be scheduled or run on demand. Automate regular tasks or provide End User Self Service.
20. Publically reduce your operational budget 2 Use reporting data to show financial cost reductions & communicate your value Spend extra budget on strategic initiatives K12 SDK Report Templates Reports can be scheduled or run on demand. Detailed inventory of your hardware, software and licenses with accurate up-to-date data.
21. Cut costs, NOT quality of service 3 Don’t outsource, automate Kaseya Console
22. Anticipate needs & plan ahead 4 Gain visibility ITRP initiatives K12 SDK Organizational Templates Organize District systems and assets down to the classroom level
23. Be proactive when managing reactive support 5 Call when the problem happens instead of fixing it when they call you Kaseya Live Connect
24. Engage the community (it takes a village…) 6 5,000 MSPs, universities, 1,000 school customers Universities and K-12 Schools
29. Empower the end user 9 Self service Individualized installations and images Empower the end user but keep central control K12 SDK User Roles Predefined User Roles restrict access to Kaseya functions based on job responsibilities, such as Inventory Management.
30. Have a Plan B 10 Immediate lockdown Increased responsiveness Emergency planning
32. Central Standardization &Automation of IT Services PatchManagement Computer Audit and Discovery PC Remote Control/RemoteSupport RemoteDesktopManagement LAN and Systems Monitoring Software Deployment & SystemsManagement Service Desk and Trouble Ticketing Backup andDisasterRecovery NetworkPolicyManagement Cross Platform Support Security, Vulnerability Assessment Power Management (User State) Machine"Personality“Management
33. What’s Kaseya? Coordinated management distribution technology IT Service & Support Automation Framework Proactive - call end-users when or before problems happen, instead of vice-versa Let the Machines Heal Themselves Automate 80% of typical support requests If machines break, they fix themselves
34. Kaseya Base Components Ability to manage any system, anywhere Browser based console Comprehensive software and hardware inventory of Windows and Mac Systems Track assets like monitors and printers without an agent System Monitoring , Alerting and Resolution Automation of routine procedures (defrags, disk clean etc) Microsoft Patch Management Software Deployment and 3rd Party Updates Remote Management with Kaseya Live Connect End User Self Service Ticketing Reporting
35. Agent Network Topology Distributed Kaseya Agents Deployed as a service to client systems 001011100101 0010101001011 001011100101 VSA VSA 0010101001011 Agent Loads as local System Service Establish the connection OUTBOUND Port 5721 Asks server, “Any Instructions?” on 30 Second Intervals Performs the Tasks Encrypted Communication 2003 + Server MS SQL IIS , DOT Net, ASP, ASPX Dynamic Content Behind firewall
36. For More Information Javier Esteve - javier.esteve@kaseya.com Anthony Juliano - ajuliano@landmarkventures.com Visit Our Education IT Resource Centerhttp://www.kaseya.com/industries/education-it-res.aspx Learn More About Kaseyawww.kaseya.com/PPSresources
Do you feel like a business partner or just a service provider? Do you struggle to make your voice heard in larger organizational decisions?
If you’re the CIO of a large Fortune 500 company, the strategy for being viewed as influential sounds straightforward: attach yourself to revenue generating projects and measure value in $ROI. But what if you’re the CIO of an Education organization? These business world strategies don’t translate as easily for Education CIOs. Technology in academia tends to be squarely focused on operations and support, which can sideline IT’s bigger goals and broader decision-making role in favor of “just keeping the lights on.” To make matters worse, most end-users only ever get to see the “bad side” of operational IT, i.e. when a teacher’s machine isn’t working or a student’s internet connection goes down. If you’re a CIO in education, all of the baselines most CIOs deal with are magnified, because you’re dealing with very unique users in a very constrained environment. You don’t get extra money to play around with strategic issues. You’re accountable to parents, trustees, school boards, and all of the money you spend is tightly locked down or even politically charged.
If you’re the CIO of a large Fortune 500 company, the strategy for being viewed as influential sounds straightforward: attach yourself to revenue generating projects and measure value in $ROI. But what if you’re the CIO of an Education organization? These business world strategies don’t translate as easily for Education CIOs. Technology in academia tends to be squarely focused on operations and support, which can sideline IT’s bigger goals and broader decision-making role in favor of “just keeping the lights on.” To make matters worse, most end-users only ever get to see the “bad side” of operational IT, i.e. when a teacher’s machine isn’t working or a student’s internet connection goes down. If you’re a CIO in education, all of the baselines most CIOs deal with are magnified, because you’re dealing with very unique users in a very constrained environment. You don’t get extra money to play around with strategic issues. You’re accountable to parents, trustees, school boards, and all of the money you spend is tightly locked down or even politically charged.
As you can see, very little of our preventative work is seen by the user. This is typical…preventative work is invisible, even though it takes up a huge amount of our time as CIOs. At the same time, most of what users DO see is during problems. With this kind of interaction, no wonder IT is seen as a utility!Let’s look at it another way…
This balance makes it look like we spend all of our time doing visible stuff, but it’s really more like this…
The reality is that almost all of the work you do in keeping an operational IT system running is both preventative AND invisible to the user.
In order to gain strategic influence, educational CIOs need to demonstrate the ways in which they can add vale. This can happen by cutting costs, by putting more tech into schools, and most importantly by exposing the work that’s being done on the back-end in a positive, user friendly way.
Here’s what Kaseya does.(wheel)2. Agent architecture3. Integration & automation.3 paradoxes in reverse order - ratio of machines (managing fiefdoms, and device, anywhere, doesn’t have to be on VPN) - allow for freedom but always have the ability to control a machine remotely. Application blocking, keyword filtering - kaseya allows you to do ops cheap and easy – do more w/ less. Automate, don’t spend resources continuing to play the ops game, so you have more tiume for straegy. But alspo, turn ops into strateguy – gather data, understand data, IT resource planning.
