IT Vision and Strategy: Driving Factors | Information Technology | University of Pittsburgh

You are here

IT Vision and Strategy: Driving Factors

Leverage IT Resources to Better Align with and Enable the Plan for Pitt

Plan for Pitt graphic

The Plan for Pitt

Providing technology and solutions that enable the Plan for Pitt:

  • Advance Educational Excellence
  • Engage in Research of Impact
  • Strengthen Communities
  • Promote Diversity and Impact
  • Embrace the World
  • Build Foundational Strength

IT Assessment Report

A study compiled by consultant Deloitte found that, while many core IT services are centralized at CSSD, there are a significant amount of IT services decentralized across campus impacting efficiency, effectiveness, and risk management.

Some examples of decentralization include:

  • FIS runs and operates PRISM HR and Financials from hardware to applications, resulting in duplicate services, solution selection, and data sharing capabilities
  • Pitt has over 19 help desks on campus using at least 16 different ticketing systems
  • With at least four other data centers across Pitt campuses, about a third of all physical servers reside outside of CSSD

Pitt spends over $132M on IT

IT Spend by Budget

  • 41% charged to CSSD
  • 59% non-CSSD

IT Spend on Hardware and Software

  • 48% University-wide
  • 46% specific responsibility centers
  • 6% other

IT Spend

  • 54% goods and services
  • 46% salaries and benefits

Pitt has the equivalent of more than 620 full-time IT staff

  • 37% in CSSD; 63% across non-CSSD units
  • 97 schools and departments have IT staff

Operational Excellence

For innovation to happen, IT must be “hitting on all cylinders.” As such, we are committed to:

  • Continuous improvement of all IT services
  • Stakeholder engaged and transparent processes for selection of enterprise systems and services
  • Service Level Agreements (SLA) with campus on performance of critical systems and infrastructure
  • Dashboards for community consumption—indicating performance and availability levels of critical systems

Further, we are planning the creation of the following capabilities:

  • IT Project Management Office (PMO) to bring standards and processes to our projects
  • Business analysis expertise to lead business process reviews and improvements
  • Evaluating the feasibility of creating Lean/Six Sigma leaders as further process review resources

However, operational excellence is not just CSSD. We need all staff involved IT:

  • Committed to continuous improvement of environments they support
  • Open to training to keep current with technologies that benefit their units
  • Willing to participate in University-wide initiatives and provide leadership on experimental initiatives