Technology Roadmap

Fiscal Year 2022-2025 (Last Updated: 12/19/2022)

To position Ohio State as a modern, globally minded institution, we must integrate technological innovation into our teaching, research, scholarship, and operations. Additionally, we must develop a strong technological infrastructure, standardize core processes, increase efficiencies, integrate strong safety and security protocols, and ensure that we deliver the best possible technology resources to support our faculty, students, and staff.


Note: OTDI’s work is further described in the context of OAA’s Technology and Digital Innovation Strategic Charter; content that is also called out in the charter is denoted by italic, underlined text.


 

We will achieve our goals through work in five focus areas in FY23:

  1. Strive to Become a Digitally Transformed Organization
  2. Expand Educational Opportunities
  3. Simplify Access to Research Technology
  4. Inclusive Excellence and Engagement
  5. Expand Shared Services and Office of Technology and Digital Integration (OTDI) Continuous Improvement
     

An Overview of Our Goals

To do this, we will:

  • Strive to become a digitally transformed organization. Currently, Ohio State does not have the full technological infrastructure to meet the needs of our students.
    • Enhance our student enterprise software over the next three years.Expand Buckeye360 (Salesforce CRM [Customer Relationship Management] Platform): Salesforce is a critical to modernize and build more effective lead generation / recruitment / marketing / communication processes.
    • Build/enhance robust data integration, reporting and analytics to improve the digital experience.Start Buckeye Experience Optimization effort (Consolidated Person/Identity and related services): Construct an enhanced technological ecosystem centered around Buckeyes – opposed to systems or organizational structure – to record and understand each person who wants to, currently, or previously has engaged with Ohio State as part of the numerous relationships an individual may have with the university.
    • Collaborate with partners across the university to develop a digital “front-door” strategy to be implemented within three years.
  • Simplify access to research technology. Research is a critical piece of Ohio State’s mission and technology is essential to many aspects of research. Our goal is to accelerate time to insight and time to publication, decrease administrative hurdles, and enable researchers to easily access a suite of research tools by making technology easy and flexible.
    • Complete tech infrastructure for the Interdisciplinary Research Facility (IRF), including onboarding plan for those moving to the IRF building.
    • Create Research Enclave Service at Ohio Super Computing Center (OSC)
    • Publish resources for researchers
    • Launch research tech consultation service
  • Identify core technology processes that are shared across the institution and centralize operations when needed. This will ensure that all areas of the university have access to the most sophisticated technology while also keeping certain processes managed by local units.
    • Help more units adopt Managed Institutional Technology Services (MITS).
      • Develop a defined service for Shared Directory and Endpoint Services and formalize a transition plan.
    • Transition existing MITS partners to the MITS2 model in FY23: CFAES, OAA, Ohio State, Newark/COTC.
    • Simplify Workday
    • Stand up a web “experience” service: Enhance our Drupal 9 platform and establish a support model that allows our team to expand support more easily for new sites and clients across the university.
  • Implement systems that are secure by design. We are committed to implementing systems that address cybersecurity, privacy, and accessibility standards.
    • Design and deliver a Cloud Platform Security & Trust Strategy so that implementation of cloud technologies is secure, resilient, private, and digitally accessible.
    • Provide Security Intelligence through risk metrics to the University: KRI (Key Risk Indicator Dashboard). This will allow units across the university to understand their risk posture and vulnerabilities to make better decisions that increase security.
    • Expand implementation of OneTrust cookie banner to support Google Analytics, paid advertisements, and other trackers across websites, email, etc., especially for our international community members.

What do we need to do differently to achieve success?

To achieve these goals, we will need to change some of the ways we make decisions, collaborate, exchange ideas, and manage our work.

Leadership

  • Clear direction and expectations for success from university leaders and clear funding sources for the work requested by university leadership.
  • Empower decision-making across OTDI to achieve goals set forth by leadership.

Engagement

  • Give each other grace as we are redefining OTDI teams and scope to support new initiatives and university mission. 
  • Adjust to new ways of working from an org structure and cross-functional, matrixed approach.
  • Expand voices that are involved in the process of refining our organizational culture.
  • Consistency in processes and procedures between customer groups.

Portfolio Management

  • Increase transparency, insight, and visibility to what we are working on across the OTDI portfolio.
  • Measure and track progress toward resolution of technical debt.
  • Be proactive in application portfolio management resulting in continuous rationalization and data intelligence to drive key decisions and optimization.
  • Give serious consideration to what we should stop, change, or pause.

Resource Management

  • Measure and track progress toward resolution of technical debt.
  • Be proactive in application portfolio management resulting in continuous rationalization and data intelligence to drive key decisions and optimization.
  • Free up time for team members to dedicate to continuous improvement activities.
  • Refocus people on work that is achievable.

Process Improvement

  • Improved exception process for tech controls.
  • Improve central list of software that we can use when requests come in – legal, privacy, security, and accessibility review.
  • Streamline existing processes to focus on the risk assessment, exception reporting, and control assessment processes.

 

Empower Teaching and Learning

Creating more opportunity and access to educational resources​

Technology accelerates our community’s ability to solve the grand challenges of the 21st Century. It enables new learning programs in our global gateways, creates new partnerships with businesses, and sparks connections to our passionate Ohio State alumni. Capitalizing on the momentum from a new era of faculty, innovation, entrepreneurial spirit, and increasing partnerships, as well as a growing comfort with online delivery and marketplace receptiveness, we will create new flexible pathways for learning at Ohio State, supporting both enrollment goals and statewide workforce development to match the skills of the Ohio workforce with the needs of employers. We will expand innovative programs that reduce cost, increase success for all Ohio State students, and enhance academic reach. In FY23, we plan to complete the following work:

  • Develop plan and begin the process to enhance our student enterprise software over the next three years.
     
  • Build/enhance robust data integration, reporting and analytics to improve the digital experience.
    • Buckeye Experience Optimization effort (Consolidated Person/Identity and related services): Construct an enhanced technological ecosystem centered around Buckeyes – opposed to systems or organizational structure – to record and understand each person who wants to, currently, or previously has engaged with Ohio State as part of the numerous relationships an individual may have with the university.
    • Preference management and individual rights will be incorporated so that university community members can choose how the university collects, uses, and shares their personal information in certain cases (opt-in, opt-out, consent).  Also, community members can access their personal information to make sure it’s accurate and make changes, if necessary.
    • Migrate RAE to Databricks: Provide same service as Reporting and Analytics Environment (RAE) via vendor platform; add advanced analytics (ML [Machine Learning] / DS [Data Server] ) capabilities.
    • Create and expand Data and Integration Services community of analysts and developers: Tableau community of practice, API (Application Programming Interface) user groups and office hours, accessibility support; security and user audits of Integration and Data Services (IDS) systems.
    • Clearly defined OTDI strategy for how university business areas should utilize the reporting framework.
    • Develop foundational data sets, data catalog, and data definitions and classifications support university staff to explore trends, expand analyses and drive decisions.
       
  • Collaborate with partners across the university to develop a digital “front-door” strategy to be implemented within three years.
     
  • Expand Buckeye360 (Salesforce CRM [Customer Relationship Management] Platform): Salesforce is a critical part of this effort to modernize and build more effective lead generation / recruitment / marketing / communication processes.
    • Student Academic Excellence Functionality Enhancements: Work with SAE business owners and Student Technology Solutions team on prioritization of SAE Salesforce enhancement requests. Then schedule and complete implementation of highest priority items.
    • Salesforce Marketing Cloud Enhancements.
    • Expansion into Professional Colleges: including but not limited to College of Pharmacy, College of Dentistry, College of Optometry, The John Glenn College of Public Affairs.
    • Support Distance Education Online Programs / Lifelong Learner Initiative: Priority work to grow online programs enrollment/revenue. Salesforce is a critical part of this effort to modernize and build more effective lead generation / recruitment / marketing / communication processes.
       
  • Student Optimization
    • BuckeyeLink 2.0: Solidify direction, prioritize, and begin development
      • Goal: Replace existing OneCampus vendor solution saving $40K+ annual cost.
      • Goal: Implement foundation of new platform that will iterate over time to evolve features and functionality in conjunction with university needs and goals.
      • Goal: Enhance student experience by providing web-to-case support functionality with Buckeye360 (Salesforce).
      • Goal: Establish a new front door for all students.
    • Admissions Systems Solution: evaluate options, set direction, prioritize with executive leadership, and begin acquisition process.
    • Degree Audit & Transfer Credit Solution: evaluate options, set direction, prioritize with executive leadership, and determine if we will purchase a new system or upgrade existing uAchieve/Degree Audit & Transfer Credit Solution (DARS) system
       
  • Enhance Data Security
    • Design and deliver a Cloud Platform Security & Trust Strategy so that implementation of cloud technologies is secure, resilient, private, and digitally accessible.
    • Provide Security Intelligence through risk metrics to the University: KRI (Key Risk Indicator) Dashboard. This will allow units across the university to understand their risk posture and vulnerabilities to make better decisions to increase security.
       
  • Privacy
    • Expand implementation of OneTrust cookie banner to support Google Analytics, paid advertisements, and other trackers across websites, email, etc., especially for our international community members.
       
  • Communication and Collaboration
    • Upgrade of CIC on-prem to PureCloud (CIC [Customer Interaction Client] in in the cloud) to remove on-prem infrastructure and improve service features for customers.
    • Upgrade Skype for Business Telephone service with Teams Calling to remove on-prem infrastructure and improve service features for customers.

 

Expand Educational Opportunities

Creating more opportunity and access to educational resources

Technology accelerates our community’s ability to solve the grand challenges of the 21st Century. It enables new learning programs in our global gateways, creates new partnerships with businesses, and sparks connections to our passionate Ohio State alumni. Capitalizing on the momentum from a new era of faculty, innovation, entrepreneurial spirit, and increasing partnerships, as well as a growing comfort with online delivery and marketplace receptiveness, we will create new flexible pathways for learning at Ohio State, supporting both enrollment goals and statewide workforce development to match the skills of the Ohio workforce with the needs of employers. We will expand innovative programs that reduce cost, increase success for all Ohio State students, and enhance academic reach. In FY23, we plan to complete the following work:

  • Create a transformative vision for online education Have a common understanding of who we are expanding educational opportunities to as part of the Lifetime Learning initiative and the vision the university is working to achieve.
     
  • Strategically advance the university's technology-empowered teaching and learning plan via a vision anchored in a learner-centric experience.
     
  • Develop alternative curriculum programming for market-aligned digital skills to prepare enrolled students for the workforce and serve broader, more diverse populations looking to learn through Ohio State's offerings.
     
  • Right set the enterprise learning technology toolset and infrastructure to match resources and university priorities of accessibility and inclusivity as it relates to data and teaching and learning improvement.
     
  • Align physical space planning with effective practices in course delivery, university values of accessibility and inclusivity, MITS partners’ needs, and presidential goals.
     
  • In partnership with the College of Engineering, launch theVirtual Desktop Initiative (VDI) as a university-wide pilot.
     
  • Create and launch a student technology loan program in time for Autumn Semester 2023 with two primary areas of focus for the first academic year:
    1. Curricular Continuity for courses designed to require iPad+Pencil functionality
    2. Support for Tech Insecure students, as identified by membership in various support programs, or by referrals from Advising + Student Advocacy.
       
  • Expand educational opportunities for the Ohio State community and OTDI team members around technology resources.
    • Grow C4U (Cybersecurity for You) engagement.
    • Expand Integration and Data Services (IDS) training opportunities and materials: Collaborate on technical skills and delivery across multiple IDS skills areas and deliver to both OTDI, other Ohio State tech teams, and potentially staff/students. Provice continuing education and certification.
    • Retrain service owners.
    • Provide baseline project management training to all service owners and managers.
    • Common understanding of organizational change management

 

Simplify Access to Research Technology

Reduce IT complexity for the Ohio State research community​

It is critical to change the way we provide technology support to researchers. Our vision for the future is to provide easy access to tools, resources, and support. When successful, researchers will have the full range of IT tools and services they need, know what they are and how to access them, and have the skills and support to easily leverage them. In FY23, we plan to complete the following work:

  • Complete tech infrastructure for the Interdisciplinary Research Facility, including onboarding plan for those moving to the IRF building.
  • Create Research Enclave Service
    • Model/Identify relationship with Ohio Supercomputer Center (OSC) for compute and storage
    • Service for research payment to subjects
       
  • Publish resources for researchers
    • Share tech resources by research “persona”
    • Menu of options for existing services/tools
       
  • Launch research tech consultation service
     
  • Deploy compliant email encryption client solution for researchers (Virtru)

 

Inclusive Excellence and Engagement

Cultivate belonging in OTDI and give Ohio State community a stronger voice in our work​

People are at the center of OTDI’s ability to drive transformational change that impacts the world. This focus area is two-fold – how we strengthen our OTDI culture and how we engage the university community in determining what work we do for the university. We commit to focusing our efforts on building a community of inclusive excellence that is rooted in our shared values, principles, beliefs, and behaviors. Engaging the university community in decision-making about technology allows us to ensure we are delivering the technology and practices that the university needs to be successful. In FY23, we plan to complete the following work:

  • Diversity Culture and Belonging
    • Develop a comprehensive OTDI-wide culture and belonging plan that aligns with OAA and promotes personal growth of OTDI employees.
    • Begin the process of weaving together culture, Diversity, Equity, Inclusion and Justice (DEIJ) and affinity groups to align resources and strategy for meaningful and sustainable impact.
    • Continue to support ongoing work of DEIJ Taskforce, Affinity Groups, and Culture Team.
       
  • Portfolio Management: Hire portfolio management role, begin the process of creating transparency and cross-team collaboration, design educational resources.
     
  • Common Governance model and advisory approach across OTDI: Reevaluate our governance and advisory across OTDI and implement a new model.
     
  • Cultivate key relationships across the university for sustaining, seamless, frictionless, and productive partnerships needed to support our shared technology ecosystems.

 

Expand Shared Services and OTDI Continuous Improvement

Ensure our systems and services support the needs of the university community​

People, Process, and Technology are at the heart of our digital transformation journey and continuous improvement is what fuels our evolution. People do the work. Processes make work more efficient. Technology helps people do their work and automate processes. Holistically, we achieve organizational efficiency by balancing the three and optimizing the relationships between people, process, and technology.

This work is ongoing and never ends. Simplicity, transparency, collaboration, and consistency are at the core of our work. We are multi-dimensional with a focus on technology, services and the people skills needed to be successful. This year, we will work to align and optimize these dimensions supported by key measurements of success and impact amidst economic challenges, both internally and externally. Our ability to rise above these challenges together as one OTDI team will be the ultimate measure of success this year. In FY23, we plan to complete the following work:

  • Continue to evaluate and implement opportunities to streamline our organization to better align leadership, skills, customer focus, service pillars, and OTDI partnerships.
     
  • Transition existing MITS partners to the MITS2 model in FY23: CFAES, OAA, Ohio State Newark/COTC. Will require resources from Finance, Service Management Office, IT Service Desk, Infrastructure and others. The quality of the existing data will determine the level of effort for each unit. Bad data = more effort.
  • Upgrade and enhance key OTDI systems:
    • Upgrade:
      • Operational Data Store (ODS): system stabilization, mitigate security risks
      • Enterprise Integration Platform (EIP): Cloud-Native Components (Kubernetes [K8s], WSO2 Integration Platform Components, Jenkins/GitLab servers & pipelines)
      • Enterprise Storage and Server Infrastructure.
      • ServiceNow
    • Expand:
      • Domain Driven API (Application Programming Interface) gateways for Enterprise Integration Platform [EIP]
      • BuckeyeLearn API via EIP (democratize and open data)
      • Infrastructure APIs via EIP (democratize and open data)
      • Auto-archive stale Tableau content (improve user experience)
      • New Data@OSU site with SCI and TDAI (better documentation, improve user experience)
      • ERIK support and enhancement (better documentation, improve user experience)
      • Cross-functional dashboards (democratize and open data)
      • Event streaming solution (add faster, real-time business data processing capabilities)
      • Data Catalog tool integration (improve user experience)
      • COVID related TODOs (democratize and open data)
         
  • Stand up a web “experience” service: Enhance our Drupal 9 platform and establish a support model that allows our team to expand support more easily for new sites and clients across the university.
    • Drupal 9 platform enhancement
    • D7 to D9 migrations
    • Stable release and continued support of the Buckeye UX (BUX): This platform agnostic design system will make it easier for units to stay up to date with branding and accessibility standards, will help us reduce duplicating design and development efforts across teams, and get us one step closer to providing users a more consistent experience while navigating university websites and digital properties.
       
  • Develop a defined service for Shared Directory and Endpoint Services and formalize a transition plan, including a transition plan for the IRF building. 
     
  • Continue to transition from osuwireless to eduroam for Wi-Fi services.
  • Reduce technical debt and modernize systems so that long term costs can be minimized, and agility can be improved.
    • Web Apps
      • Build 100% of our new applications in a serverless environment, to reduce the overhead and footprint of our applications. This will eliminate the need for monthly patching, database upgrades, and server upgrades which are very costly and time consuming in terms of testing, execution, and work impact. This will also reduce our overall middleware and infrastructure dependency.
      • Refactor 2 legacy applications to be serverless to reduce ongoing maintenance cost to the team and increase longevity.
    • Mobile Apps
      • Complete annual iOS and Android refactoring to stay 'current version minus one' compatible with iOS and Android versions.
      • This increases our ability to use new features such as Apple Watch, Google Wear, Location, Personalization, etc. as Apple and Google roll out features on their platform.
    • MITS Applications
      • Reduce technical debt and risk by migrating applications to a safe environment where core expectations are in place including logging, source code management, and continuous integration/deployment so that there will be an improvement in reliability and maintainability of these on-premise local applications.
      • Move web applications from old hardware (OAA/ESUE web servers) to the modern web hosting maintained by Middleware/Infrastructure so that the olddomain can be decommissioned, and the applications can exist on a modern web hosting environment with reliability, logging, load balancing, etc.
    • Buckeye360 Applications: Refactor existing integrations into serverless architecture to reduce the daily and weekly maintenance and overhead of these integrations, while also allowing for more flexibility and reusability of these integrations in the future. This will reduce costs and improve the team's capability to deliver new integration requests that are incoming.
    • Student Web Applications: Build 100% of our new applications in a serverless environment, to reduce the overhead and footprint of our applications. This will eliminate the need for monthly patching, database upgrades, and server upgrades which are very costly and time consuming in terms of testing, execution, and work impact. This will also reduce our overall middleware and infrastructure dependency.
       
  • Improvement and Efficiencies through Automation work in major applications for access and certifications.
    • Simplify Workday security by creating personas that are based on a user’s position. Personas being reviewed first include Sponsored Program Officers (OSP), HR Consultants and Administrative Assistantst.

 

  • Upgrade PeopleSoft Campus Solutions
    • Apply Quarterly PUM and SFA Updates.
    • Implement Major Tools Upgrade to 8.59.
    • Implement new Fluid User Interface for navigation.
    • Begin work on Major Tools Upgrade to 8.60 for FY24 implementation.

 

  • Improve the Workday Experience
    • Continued Improvements to Grants reports in Workday.
    • Redesign and implement Internal Service Delivery process improvements.
    • Implement Supplier Portal in Workday allowing suppliers to review information for their accounts with Ohio State. This will include bulk creation of guest accounts for active suppliers as well as reviewing the process of creating guest accounts for new suppliers once project is live.
    • Implement Native Workday Purchasing to simplify the requisition user experience for anyone that does purchasing. This native functionality will replace a component of GHX services, decreasing overall cost of GHX.
    • Continue to support HR Optimization efforts to improve the Workday user experience.
    • Review the Workday Support model with key business stakeholders and bring forth any collectively recommended efficiency opportunities to executive leadership.

 

  • Improve Operational Activities
    • Consistent tools and processes for service owners.
    • Provide operational efficiency & expansion to current solutions and services.
    • Well-defined portfolio management for applications, integrations, databases, and supporting technology toolsets.
    • Establish common administrative processes across OTDI.