Roadmap
This Digital Roadmap outlines our action plan to support the Digital Strategy and Strategic Integrated Plan. This Digital Roadmap outlines our action plan to support the Digital Strategy and Strategic Integrated Plan.
Table of Contents
Strategic Initiatives FY 2022/23 (Year Zero)
These initiatives take a long-term view of digital investments, have the potential to impact and influence all mission pillars of the university, and represent all of our Digital Strategy guiding principles. They are digital enablers, laying the groundwork that will make all other projects and initiatives possible, fostering systems thinking, integration, and architectural standards, and typically have no defined end-date.
| Strategic | Initiatives | Principles/Pillars |
|---|---|---|
| IT Governance Renewal and IT Policy Framework | Renew our governance framework and confirm our IT governance committees and their mandates. Add a Technical Advisory Group (TAG) that will provide information, expert advice and recommendations on technical matters as required to other governance committees. Our Digital Policy Framework will provide a single IT policy that clearly defines the policy instrument structure for IT and the boundaries within which IT at the university operates. The new policy will be supported by functional and technical standards, to be developed and approved within the IT governance framework. | All Principles and Pillars |
| Enterprise Architecture Framework | Establish the Technical Advisory Group (TAG) to develop functional, technical standards for ISSC approval for: • Cloud Computing Standard • Information Security Incident Response Standard • Information Protection Standard Develop an Enterprise Architecture Framework. Implement a Data Centre analysis to determine current data centre footage across all units and identify if there is a need for additional data centre capacity (i.e. a third data centre) to accommodate growth while providing reliability, as well as safeguarding service availability and data integrity against continually increasing levels of cyberattack. | All Principles and Pillars |
| Enterprise Resource Planning (ERP) Revitalization | Conduct an options analysis of expenditures and opportunity costs to develop renewal options and a multi-year investment plan for Carleton’s ERP (BANNER, FAST, HR, etc.), which is increasingly diverting resources to maintain, secure, and upgrade due to technological debt incurred from years of customization. | All Principles and Pillars |
Enterprise Initiatives FY 2022/23 (Year Zero)
These are projects that address strategic priorities, involve cross-functional collaboration (including the Information Technology Services department), and have a defined end-date. They are aligned with some of the mission pillars and guiding principles, and are broader in scope than the Organizational Initiatives due to their cross-functional nature.
| Enterprise | Initiatives | Principles/Pillars |
|---|---|---|
| Research Administration | Research Management System (RMS) Modernization: Consolidation of research administrative systems and data sources, improving the current researcher experience, which requires knowledge of multiple systems as well as administrative support. | User Focused Inclusive Responsible Agile Research Org. Excellence |
| Student Experience | Micro-credential initiatives: Phase 1: Business analysis for registration, using Banner for implementing capture and recording. Future phases: ISSC fall 2022 planning session will consider larger institutional context, including open educational resources, modules, and non-credit initiatives beyond current student registration processes and semesters. cuMobile: Improved student self-service capability, including anytime/anywhere access via a new cuMobile app, to which new services can be more readily added. | User Focused Inclusive Agile Student Experience |
| Student Administration | Ongoing Banner related projects and enhancements to meet legislative and operational requirements, including: • u-Achieve (Academic Audit), • OUAC-to-XML (Ontario Application Centre requirements), • Academic Continuation Evaluation (ACE), • Carleton 360 with Student Admin, etc. | User Focused Agile Student Experience |
| Teaching & Learning | TLS integrations enhancements: • Ongoing Brightspace integrations—peer assessment, grading workflows, anti-plagiarism, remote proctoring, collaborative tools, and learning analytics—to consolidate access to tools for instructors and students through a single portal. • More technology-enabled learning spaces. • XR Space for Future Learning Lab will support experimenting and innovating with digital tools for teaching and learning. • Increase number of multimodal student-centred learning spaces across campus. | User Focused Inclusive Agile Teaching & Learning |
| Organizational Excellence | Ongoing administrative Banner projects and enhancements to meet operational requirements, including: • HR Enterprise Review • HR Digital Imaging (Banner Document Management for HR) • HR Job Requisition • HR Seclon Pension System Replacement • Banner 8 retirement (including Carleton Central) • Banner 8 Admin Pages Turndown Enterprise communications: Campaign Monitor email marketing system for meeting operational requirements by university departments, including the Department of University Communications and the Department of University Advancement. | User Focused Responsible Agile Org. Excellence |
| IT Infrastructure Modernization | Evergreening and capacity: Annual replacement of 20 percent of campus digital infrastructure, comprising thousands of network components and hundreds of servers as they reach their lifespan of four to five years. This requirement reduces equipment failures, addresses performance issues due to demand growth, and avoids prolonged outages and degraded user experience. Identity and Access Management (IAM): IAM is a cornerstone for all services. Modernization will improve security, simplify access, provide better management of multiple roles, and more robust and scalable authentication. This is a prerequisite for improvements to on-boarding (and off-boarding) of students, staff, and faculty. Developed organically over several decades, Carleton’s existing IAM systems and processes are not well positioned to support the university’s current scale (hundreds of thousands of accounts), future growth, or the increasing frequency of multiple roles per person (e.g. employee, faculty, teaching assistant, student, alumni, affiliate.) Digital Access Management: Security-patching, life-cycle management, strategic procurement, and evergreening all depend on knowing what digital assets the university has. Provisioning of a campus-wide IT Asset Management (ITAM) system, available to all units to permit inventorying digital assets (hardware, operating systems, applications, services) is a prerequisite first step. | User Focused Inclusive Responsible Agile Research Student Experience Teaching & Learning Org. Excellence |
Organizational Initiatives FY 2022/23 (Year Zero)
These are divisional or departmental projects funded and resourced internally and thus do not necessarily require funding decisions, but which the university would benefit from having visibility at the ISSC. The reasons will vary but the underlying strategy and intent is to improve the level of transparency and collaboration within the university.
| Organizational | Initiatives | Principles/Pillars |
|---|---|---|
| Emergency Notification System Renewal | Office of Risk Management (ORM): The Emergency Notification System (ENS) project seeks to replace the current ENS to enhance internal and external communications and messaging to the Carleton community in an emergency. The new ENS will allow the university to reach thousands of community members across various mediums (mobile app, desktop computer, and email), with an ability to integrate and expand messaging to social media, digital signage, campus phones, and additional technologies as our community grows. | User Focused Inclusive Agile Org. Excellence |
| Maximo | Facilities Management and Planning (FMP): This project will upgrade the current on-premise enterprise asset management system, IBM Maximo, with the latest, cloud-based version on this system. Anticipated benefits are a more modern, user-friendly interface with less maintenance and support activities required by FMP, simplifying future upgrade activities. | Agile Org. Excellence |
| Faculty Tenure, Promotion, and Awards System | Provost’s Office: The outcome of the project will be a new centrally managed system to support confirmation, tenure, promotion, and awards processes efficiently, effectively, and securely that will be used by five faculties, 50 academic units and approximately 125 applicants per year. | User Focused Inclusive Agile Student Experience Teaching & Learning Org. Excellence |