Abstract
When Indiana University prioritized support to match the demands posed by an expanding environment of pervasive computing, it put its decision-making strategies to the test. This research bulletin discusses the decision-making process that enabled the IT organization to recognize the need for a new support system, determine the structure of that system, find the capital to create it, and bring it from concept to production in less than two years. These principles, and the thinking behind them, have relevance to other colleges and universities.