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Hi All --

I am looking for some exemplar web service structures. Currently our only web design and developers report into Communications, which means the broader web design/dev needs are not being met in any sustainable or supportable way.  We have discussed moving the team to report to me as CIO, but I am not certain that will solve the issue completely, as it is probably as much about capacity and skills as it is about reporting lines. In addition, I understand the need in a content heavy environment, such as Communications, to keep some of that work in a more close-knit agile team environment.

I'd love to hear about structures and team make-ups that you think have produced great results.

Thanks, Mara


Mara Hancock
CIO, VP-Technology
California College of the Arts
Mobile Phone: 510-407-0543 | Desk Phone: 510.594.5080 | Fax: 510.594.3758
technology.cca.edu | Email: mhancock@cca.edu


********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss.

Comments

Message from luikart.7@osu.edu

Mara,

I suggest that you review practices related to DevOps (http://en.wikipedia.org/wiki/DevOps).  We structured a web development team in this way and realized a lot of benefit, including an ability to attract and retain software engineers who saw themselves as IT (not marketing or communications) professionals.

In my experience, really talented software engineers aren’t attracted to jobs that report to marketing or communications leaders who know little about IT.  Building a DevOps team may also allow you to position software engineers/developers to move quickly from Web to mobile App development.  

Best Regards,
Rob



From: Mara Hancock <mhancock@CCA.EDU>
Reply-To: The EDUCAUSE CIO Constituent Group Listserv <CIO@LISTSERV.EDUCAUSE.EDU>
Date: Tuesday, November 26, 2013 at 10:14 AM
To: "CIO@LISTSERV.EDUCAUSE.EDU" <CIO@LISTSERV.EDUCAUSE.EDU>
Subject: [CIO] Web Services

Hi All --

I am looking for some exemplar web service structures. Currently our only web design and developers report into Communications, which means the broader web design/dev needs are not being met in any sustainable or supportable way.  We have discussed moving the team to report to me as CIO, but I am not certain that will solve the issue completely, as it is probably as much about capacity and skills as it is about reporting lines. In addition, I understand the need in a content heavy environment, such as Communications, to keep some of that work in a more close-knit agile team environment.

I'd love to hear about structures and team make-ups that you think have produced great results.

Thanks, Mara


Mara Hancock
CIO, VP-Technology
California College of the Arts
Mobile Phone: 510-407-0543 | Desk Phone: 510.594.5080 | Fax: 510.594.3758
technology.cca.edu | Email: mhancock@cca.edu


********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss.

********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss.

Mara We currently have two offices (Communications and IT) that share responsibilities for Web. IT has two web developers who manage all the services that have a web presence – fairly extensive integration with other systems (like our ERP), as many systems are moving closer to web based or browser rather than client. Our Communications department is responsible for content – marketing the message – but only on the university web site. We are trying to get them more involved in other resources that demand content – like the portal home page which is their responsibility. Communications is also responsible for the SEO process and analytics in an effort to understand the visitor experience. We have a web steering committee that meets every other week consisting of IT and Communications staff members who review issues and projects associated with both the main university web site and other resources delivered through the web that are UArts branded. Tom Thomas H. Carnwath | Vice President | Technology and Information Services The University of the Arts | 320 South Broad Street | Philadelphia, PA 19102 | Tel: 215-717-6440 [cid:77A6EA3C-780B-4975-91BA-B5E65D2AAE9A] Need Assistance? Call Oops (215-717-6677) to get answers. OTIS will never ask for your personal information or password in an email. Never share this information with anyone. This message and any attachment may contain confidential or privileged information and is intended for the intended individual named as addressee. If you are not the intended recipient of this message, please notify the sender immediately by return email and delete this message and all attachments from your system. Any unauthorized disclosure, use, distribution, or reproduction of this message or any attachments is prohibited and may be deemed unlawful. Please consider the environment before printing this email. From: Mara Hancock > Reply-To: The EDUCAUSE CIO Constituent Group Listserv > Date: Tuesday, November 26, 2013 10:14 AM To: "CIO@LISTSERV.EDUCAUSE.EDU" > Subject: [CIO] Web Services Hi All -- I am looking for some exemplar web service structures. Currently our only web design and developers report into Communications, which means the broader web design/dev needs are not being met in any sustainable or supportable way. We have discussed moving the team to report to me as CIO, but I am not certain that will solve the issue completely, as it is probably as much about capacity and skills as it is about reporting lines. In addition, I understand the need in a content heavy environment, such as Communications, to keep some of that work in a more close-knit agile team environment. I'd love to hear about structures and team make-ups that you think have produced great results. Thanks, Mara Mara Hancock CIO, VP-Technology California College of the Arts Mobile Phone: 510-407-0543 | Desk Phone: 510.594.5080 | Fax: 510.594.3758 technology.cca.edu | Email: mhancock@cca.edu ********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss. ********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss.

We have set up a well-functioning partnership, University Web Services, which is a sort of virtual department, but really consists in a strong partnership between our Strategic Systems group in IT, University Relations, the Library, and our Center for Teaching and Learning.  Each of those provides hands-on, working, talented staff for the team to use. We created this structure for a CMS implementation and website redesign project, but it worked so well we have recreated it as, as I said, a virtual department.    We started off with it responsible for the main website and blog services, but we are now expanding it to include our new “portal”, which we prefer to call a gateway for students, that is under development using the same technologies as the main website and which will replace our current portal when it is finished.   We also have a small Web Steering committee, which consists of leadership from IT, University Relations, and the Center for Teaching and Learning that provide connection to executive management and cover for the team to execute on delivery of improved services, rather than being mired in politics.  We also have around 300 departmental web editors contributing contents, so overall there is a 3 tier structure: Web Steering, University Web Services, and the across-the-campus web editor community.

 

The “magic”, if you will, is in developing and evolving a shared vision to guide the direction – through conflict and frank discussion, and tolerant of not always reaching consensus - and in building a partnering environment that simultaneous promotes and advocates for talent, for the University’s goals, and for departmental needs.

 

--

Richard Gambrell, Director Strategic Systems, Information Technology, UTC



 

Mara,

There are some very good suggestions provided here.  Please allow me to provide another...you may want to take a "lead from behind the scenes" approach and keep Web Services where it is.  The website can be a major point of interest as well as contention among university community members and everyone seems to know best about layout, colors, photography, links, information, etc.  If your website is running well and off the campus RADAR then you may stand a chance in bringing it to the IT area but if it is already a major point of contention then there may be other ways to move this ahead.  First, if it is under-resourced in another unit then just moving it to IT seems to do little to change this so I wouldn't expect the results to change much either.  Marketing and Communications is a critical function for student recruitment and until you have students visit campus the website IS the university.  We had Web Services in IT until about 2 years ago when we hired a new Executive Director of Marketing.  She articulated a great vision for this group and it fit much better in her area than IT (it always did, we just lacked the vision). The model presented to Cabinet was to realign Web Services with Marketing because of the external focus and allow IT to move ahead with a web portal project which is internally focused.  This has worked out well but it took a lot of effort and planning.  A couple of key things that made this work:

- Moved to hosted Drupal with Acquia with IT funding the hosting costs (this helps ensure It and Marketing are discussing upgrades and the path forward).  This keeps the IT staff and Web Development staff talking.
- Graphics was moved to the Marketing area as well and co-located with Web Services outside of IT.  This ensures continuity between website and printed materials where necessary.
- This was all part of a new marketing and branding initiative so the outside firm was a great help in moving this along.  They understood Drupal so there was close collaboration between what they created and what could be developed in Drupal.

My recommendation would be this...instead of bringing this under IT, perhaps working with Marketing, Web Services and other key campus members to ensure they have the resources needed to be successful is the best path forward for your campus (could IT offer up some resources to set the example?). Often it is difficult for one VP to get the attention they need for resources but when you have a few VPs with the same message and interests then things seem to move ahead better. It seems to me that this is more of a resource and prioritization issue than an organizational issue but if your Marketing group doesn't have the vision for managing this group, by all means, move it to where the university is served best.

Take care!

Curtis

Curtis White
Vice President, Information Technology
Ashland University
Ph: 419.289.5777
Cell: 419.606.3582
Skype: cltrwhite


Does anyone remember the days when Marketing/IT engagement only occurred when you thought you found a way to get agreement from the graphic designers to replace their Macs with PCs?  Anyway...

Golden Gate University has three people in IT with a hand in web services:<?xml:namespace prefix = "o" ns = "urn:schemas-microsoft-com:office:office" />

One Web Developer that builds and supports functionality that didn’t come out of the box with our CMS. This includes calendar/event management, news feeds, authentication and a few homegrown web applications such as a stipend payment management system, and appointment scheduling systems for advisors and tutors.
One Applications Integration Engineer that builds and supports integrations between Colleague, GroupWise, Oracle HR and Finance, ADP, Raiser's Edge, Moodle, Salesforce, internal and external websites, and external lead generation partners. They also support integration between Salesforce and Colleague which serves as a rules-based retention alert system.
One Systems Administrator who supports our CMS and non-web related applications. 

In Marketing and Communications, we have

A Director executing on print and digital marketing strategies developed in collaboration with an external ad agency.

One Online Marketing Strategist responsible for the overall design, content and SEO for our forward facing site and intranet, making sure  they're aligned with the marketing strategy. They also maintain our social media presence and train content editors in using the CMS and writing for a web audience.

For the most part, this arrangement works out well. Users know to contact the IT helpdesk for technical issues with the website or CMS.  They know to contact MarCom if they need help with using the CMS or they are requesting significant changes such as creating a new template, creating a new subsection, or relocating a section within the sitemap.  When a request requires IT to build new functionality, MarCom will determine its value relative to the development cost and make sure it doesn’t take away from the site's purpose. If everything checks out, MarCom submits the request to IT Services to build it and acts as a PM between us and the user.

 

Scott Ciliberti
Chief Information Officer, IT Services
Golden Gate University
(415) 369-5365
 
 

>>>

From: Mara Hancock <mhancock@CCA.EDU>
To:
Date: 11/26/2013 7:14 AM
Subject: Web Services
Hi All --

I am looking for some exemplar web service structures. Currently our only web design and developers report into Communications, which means the broader web design/dev needs are not being met in any sustainable or supportable way. We have discussed moving the team to report to me as CIO, but I am not certain that will solve the issue completely, as it is probably as much about capacity and skills as it is about reporting lines. In addition, I understand the need in a content heavy environment, such as Communications, to keep some of that work in a more close-knit agile team environment.

I'd love to hear about structures and team make-ups that you think have produced great results.

Thanks, Mara


Mara Hancock
CIO, VP-Technology
California College of the Arts
Mobile Phone: 510-407-0543 | Desk Phone: 510.594.5080 | Fax: 510.594.3758
technology.cca.edu | Email: mhancock@cca.edu


********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss.

********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss.

Thank you all for your insights and documentation. This is all very helpful. As Curtis and others point out, it isn't a simple equation of reporting lines. So much of the success depends on the capacity, ability to execute,  and strategic vision of the current team and then how and where that may need to be augmented to achieve the bigger goals of the College. Your experiences will certainly help me in this assessment and I may be coming back to some of you for further advice as I hone in on my recommendations.

Best, Mara
 

Mara Hancock
CIO, VP-Technology
California College of the Arts
Mobile Phone: 510-407-0543 | Desk Phone: 510.594.5080 | Fax: 510.594.3758
technology.cca.edu | Email: mhancock@cca.edu




Would you (or anyone else on this list) have a job description for an “Applications Integration Engineer” position?  It is something we don’t currently have a position for and use a “Web Programmer/Analyst” to build data transfer and integration with 3rd party systems. I am interesting in seeing how this position might differ in duties

Thanks

Mike Cunningham

VP for Information Technology Services/CIO

Pennsylvania College of Technology

 

 

 

Mike,
I have a position that reports to me titled "Project Coordinator/Systems Integrator". 

The position description is:
Support of University enterprise systems using current software and development tools. Research and implement current and emerging technologies used to enhance Ellucian Banner and interface with other third party systems. Function as project coordinator of business process development, installation and maintenance of administrative information systems, systems analysis and re-engineering.

What we have listed as duties are: (Numbers re meant to represent percentage of time spent)
25
Analyze, design, program, test, and implement systems for supporting and improving University operations. Obtain information pertaining to enterprise and database application incidents and requests. Perform problem analysis, and resolution. Communicate with University management and vendors regarding problem/request analysis and solution.
25
Project manage the development and implementation of technology solutions to meet university goals. Technical solutions include a wide range of applications tools, hardware and software installs, and software application development in a complex database and web environment. Consult with administrative units to obtain project specifications for the development, design, and implementation of business process solutions. Communicate with University management and vendors regarding project design, development, status, implementation, and quality control. Coordinate, document, and monitor project tasks from conception to implementation.
25
Develop and maintain collaborative partnerships with vendors of the Enterprise applications.
15
Coordinate and perform systems integration of third-party applications to enhance the quality of service for information processing.
10
Conduct multi-platform data access and electronic data transmission.

If you have any questions feel free to email me.
Lori

--Lori Tirpak
Oakland University
University Technology Services
Director of Enterprise Systems
Rochester, MI  48309-4401
(248)370-3158








 


Mike,
I have a position that reports to me titled "Project Coordinator/Systems Integrator". 

The position description is:
Support of University enterprise systems using current software and development tools. Research and implement current and emerging technologies used to enhance Ellucian Banner and interface with other third party systems. Function as project coordinator of business process development, installation and maintenance of administrative information systems, systems analysis and re-engineering.

What we have listed as duties are: (Numbers re meant to represent percentage of time spent)
25
Analyze, design, program, test, and implement systems for supporting and improving University operations. Obtain information pertaining to enterprise and database application incidents and requests. Perform problem analysis, and resolution. Communicate with University management and vendors regarding problem/request analysis and solution.
25
Project manage the development and implementation of technology solutions to meet university goals. Technical solutions include a wide range of applications tools, hardware and software installs, and software application development in a complex database and web environment. Consult with administrative units to obtain project specifications for the development, design, and implementation of business process solutions. Communicate with University management and vendors regarding project design, development, status, implementation, and quality control. Coordinate, document, and monitor project tasks from conception to implementation.
25
Develop and maintain collaborative partnerships with vendors of the Enterprise applications.
15
Coordinate and perform systems integration of third-party applications to enhance the quality of service for information processing.
10
Conduct multi-platform data access and electronic data transmission.

If you have any questions feel free to email me.
Lori

--Lori Tirpak
Oakland University
University Technology Services
Director of Enterprise Systems
Rochester, MI  48309-4401
(248)370-3158








 


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