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IT Strategic Plan March 2019 Info-Tech Research Group, Inc. is a global leader in providing IT research and advice. Info-Techs products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. 1997-2015 Info-Tech Research Group Inc. Info-Tech Research Group 1 IT Strategy Looking Forward and Accomplishments Mandate Scope Project charter Risk appetite 2. Assess drivers and constraints 3. Evaluate current state of IT Business / internal Holistic Business Goals /Change Business capabilities Business initiatives IT budget and spend Inflight IT initiatives IT SWOT Success measures External Focus-area specific End user profile Assessments (MGD) PESTLE factors Performance data Confirm Initiatives and Roadmap 4. Develop a target state vision 5. Confirm initiatives 6. Build a roadmap IT vision statement Gaps

Business-driven priorities IT mission statement Transition options High-level economics IT guiding principles Initiatives Organizational change IT Strategic goals Risks Target-state options Roadmap Objectives and measures Approval Industry trends Business SWOTs Updated WIG Focus areas Business capabilities and services Opportunities to innovate IT sourcing Implications for IT Technology Landscape Appetite for IT spend IT strategy map 8. Revamp 1. Determine mandate and scope Update Target and Level Set 7. Execute Business Context and Changes IT Operating Model Info-Tech Research Group 2

Executive Summary Reviewed in session with no changes noted Situation . Palm Beach State College (PBSC) is continuing to implementing its College Strategy. Updates to this Strategys with a renewed focus on Student Retention, provides IT with the an excellent opportunity to refine its own strategy to support the Colleges continuing drive towards its bold vision to the future. Complication IT has achieved a tremendous level of accomplishments in the last year. Yet the demands on the department continue to grow, underlining the need to re-look and update at the IT Strategy so that it is relevant, measurable and sets a recalibrated vision to the future. Resolution To update the IT Strategy with based on changes in the direction from Students, Senior Management, College departments and from all IT staff. To review and update as needed, the key components of IT Strategy, including the current Wildly Important Goal. To communicate the updated IT Strategy and to work as a business partner to help the College achieve its business goals. Info-Tech Research Group 3 Activity 1 Business Context and Changes Info-Tech Research Group, Inc. is a global leader in providing IT research and advice. Info-Techs products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. 1997-2015 Info-Tech Research Group Inc. Info-Tech Research Group 4 Goals Cascade (Original from IT Strategy 2018) Business-Driven A goals cascade ensures that IT-related initiatives support the strategic goals of the organization. The exercise will help garner support for the projects IT selects and prioritizes, and help resolve conflicts over the distribution of scarce IT resources. Business Business Goals Goals Business Business Capabilities Capabilities Achieve Achieve aa healthy healthy and and diverse diverse culture culture Engage

Engage IT Vision & Mission Build Build learning learning environments environments IT IT Initiatives Initiatives IT IT SubSubGoals Goals IT IT Goal Goal Capability TBD TBD IT IT Goal Goal Capability TBD TBD IT IT Goal Goal Capability TBD TBD IT IT Goal Goal Capability TBD TBD IT IT Big Big Bet Bet Connect Connect to to community

community Evaluate Evaluate and and align align offerings offerings Expand Expand Apply Apply strategic strategic enrollment enrollment mgmt. mgmt. Maximize Maximize resources resources Improve Improve Customer Customer Experience Experience Accelerate Accelerate completion completion Excel Excel Grow Grow talent talent Escalate Escalate continuous continuous improvement improvement IT Guiding Principles Info-Tech Research Group 5 Conduct a PESTLE analysis 1.1 Conduct a PESTLE analysis. Step 1.1.3: Social trends Political Step 1.1.2: Economic trends Examine social factors such as gender, race, age, income, disabilities, educational attainment,

employment status, and religion. Examine technological factors such as servers, computers, networks, software, database technologies, wireless capabilities, and availability of Software as a Service. Examine legal factors such as trade laws, labor laws, environmental laws, and privacy laws. Examine environmental factors such as green initiatives, ethical issues, weather patterns, and pollution. Step 1.1.4: Technological trends Step 1.1.6: Environmental trends Have each group identify relevant trends under their respective categories. You must relate each trend back to the business by considering: Social Step 1.1.5: Legal trends o Why do we care? Use the prompt questions on the next few slides to help the brainstorming process. Legal o How does this affect my business? Have each team present its list and have remaining teams give feedback and additional suggestions. Info-Tech Research Group Environmental Examine economic factors such as interest rates, inflation rate, exchange rates, the financial and stock markets, and the job market. Technological Step 1.1.1: Political trends Examine political factors such as taxes, environmental regulations, and zoning restrictions. Economic

Break participants into teams and divide the categories amongst them: 6 Macro Industry Trends Potentially Affecting Palm Beach State College (PESTLE Update Discussion with IT Dept.) Status of macro-economy impacts the number of students that are able to go to college Depending on how the economy changes our capacity needs could change due to student population State and federal grants/funding Can impact the level of funding we receive Regulatory economics can impact student loans De-regulation and tax structure have an impact on economy and may continue to heat up economy and more jobs impact on College in terms of less students enrolling Also new technologies could have an impact The key to attract students is to have flexible options for programs at the College Also to promote experiential learning more helps with speed to market/employment opportunities for students, develops new skills for students New approaches like an e-Portfolio will help document student work/applied experience Economic Political Budget changes Decrease in capital funding Legislature controls and inequity in the system; needing to increase funding aligned to other schools Immigration laws

Decrease levels of diversity due to students being exported Funding For us to be able to be innovative and provide customer service they need funding When there are hot topics like gun control that requires security which could take funding away from innovation A collection of funding sources technology refresh fund a possibility Cannot count on the capital funds to be there; this year a distribution to enable wage increases for faculty Shift to operating as go to the cloud Next fiscal year could see major changes with the changes in budget/ financing IT priorities important to CFO Bills being passed If we lobby against bills then we could have backlash from the senator that we lobbied against Data, Data, data is key for data-driven decisions patterns, data structures and visualization Bold Italics = updated items before session Bold Green Italics = updated items from session Info-Tech Research Group 7 Macro Industry Trends Potentially Affecting Palm Beach State College (PESTLE Update - Discussion with IT Dept.)

Need for a student driven app(s) More self-serve solutions Not getting the funding to hire more employees so we need to be able to do more with less Use Skype for Business for offsite meetings, without having to travel for work This capability could be extended for similar uses Workday Flipped classrooms Technology for badging/new credentials A key challenge is that there are still 750 perhaps 800 applications on campus this is a major issue to manage these and can lead to vulnerabilities from a security standpoint Priority to reduce and optimize the number and diversity of applications New generation different way of learning and with less attention span need tech to help Technology can help competitive spirit and standing of the College and students Tech like You Tube can help with student engagement and motivation IT can influence students to do better new ideas; need both electronic and personal input 350 Wi-Fi access points installed; need another 500 to cover the campus Technological Social Training surveying the community to see what they want Demand for new technology Students are starting to lean more towards more technology in the classrooms and more engagement in the classrooms Desire for increased communication Communicate with staff/faculty to understand technological wants/needs President wants initiatives to improve the IQ of students Working technology how incorporate into their programs Opportunities integrate some things in this with into student programs Things working on - want the students to be last person standing with new AI Put together the governance and policies of what the new classroom looks like Commuter school challenge Touchpoints to help bolster their understanding of their accomplishment; paid by certificate

Very diverse student population Lack of skills for the new economy will be critical Need to recognize that automation could lessen the impact of cheep labor in other countries Need to prepare students for the onslaught of AI, automation and innovations more hands on experience and more student engagement Bold Italics = updated items before session Bold Green Italics = updated items from session Info-Tech Research Group 8 Macro Industry Trends Potentially Affecting Palm Beach State College (PESTLE Update Discussion with IT Dept.) IT plays a role - refreshing of equipment with an eye to energy efficiencies that we can gain from these refresh cycles, including in classrooms As we build new buildings, most of these buildings diminished or destroyed cellphone coverage inside of these buildings As we want to make our customers happy we need to think about technologies like cell repeaters Electric vehicles are becoming more common May need to provide charging stations becoming more and more of a need Possibility of providing a microwave transmitter for news updates as opposed to having all the news trucks parked on the south end and drive in Solar and other sustainability technologies for new buildings and for retro-fitting Environmental Legal In 2016 there was new regulation around protecting distance learners In 2018 the Senate is looking at overhauling higher education Expanding bright future scholarships Could bring in more students Clarifying laws around expressive activities

on campus Could look at technology as a way to express themselves Arming of teachers or other armed security resources New laws passed - expressive activities; a lot less regulations More accommodations for this Security study done for the campus; Could increase collaboration between IT and Security Safe environment Bright Futures lottery money to student More 2+2 Educate sooner Focus on Math and English Bold Italics = updated items before session Bold Green Italics = updated items from session Info-Tech Research Group 9 IT Implications from the Business Goals/Themes (Capabilities) Reviewed during the Dev Day session and no changes noted Theme 1: Innovation In order to achieve the vision and mission of PBSC, IT will have to be innovative Will be a need for an innovation program The right culture will need to be in place to foster innovation Enhance the communication and collaboration technologies for the College. Theme 2: Infusing Tech into Students Lives Implementing an effective student portal so that students can get access to the information they need, when they need it Theme 3: Micro-Credentials IT needs to be able to enable students to be able to get micro-credentials in order to further along their pathway to a career . Info-Tech Research Group 10 IT Implications from the Business Goals/Themes (Capabilities) Reviewed during the Dev Day session and no changes noted Theme 4: Guided Pathways for Students Opportunities to use technology to enable PBSC to become a guided pathway college (Data Analytics, creating dashboards for student information, allowing for more in-person touchpoints with students) Theme 5: Funding Reinvention With the upcoming reduction in funding it is important to be able to reinvent services in order to make them more efficient and serviceable to a larger student population and reduce the complexity of over 750 applications Theme 6: Grow Talent/Skills Must be able to grow internal talent with the use of career development plans, training, and an emphasis on consistent recognition of work that exemplifies the core values of PBSC and also translates to the four disciplines of execution Info-Tech Research Group

11 Wildly Important Goal for IT in Support of the College ? Improve Customer Experience Info-Tech Research Group 12 The Wildly Important Goal - Original Improve Customer Experience The wildly important goal for the IT department at PBSC was first identified as improving customer service and later altered to encompass improving all customer experience. This came from the desire to not only provide a high-quality customer experience, but to also execute on the following: Streamlined IT processes Transparency through improved communications with stakeholders Info-Tech Research Group 13 The Wildly Important Goal Updated in session Increase Student Engagement The wildly important goal (WIG) for the IT department at PBSC for the IT Strategy was changed to Increase Student Engagement in recognition of the focus of student retention by the College. The original WIG of Improve Customer Experience was agreed by the IT Dept. to be covered by the new Increase Student Engagement WIG, as students are the primary stakeholder group and focal point for all aspects of the College. This means that IT will continue, as with the original WIG, to not only provide a high-quality customer experience, but to also continue to execute on the following: Streamlined IT processes Transparency through improved communications with stakeholders Info-Tech Research Group 14 Wildly Important Goal Points Discussed (1) Whirlwind transforming the College and Lives Over last year, the accomplishments towards the Top Box WIG of Improving Customer Experience: Top Box/survey increase from 76% to 82% Sub-WIGS: Lead measures overachieved targets as recorded in Teams Executing the IT Strategy successfully Demonstrating Trusted Partner status increase from 41% to 87% Incident resolution times reduction towards 66% SLAs by June new 6 in place; gone from 0 to 9 and working towards 12 Executive Dashboard New targets: Sustainment and higher levels of graduations Reboot and re-think programs and student experience more career mentoring, peer-peer forums, pathways Retention Students and Councilors/financial aid (analyze connection via higher data availability/accuracy) Engagement student success desire and motivation; building on PESTLE discussion:

Measures of course success and retention Soft skills and data to track engagement Number of learning spaces updated Badging and acknowledgment e-Portfolio and Dashboard (like Ready Player 1) Incentives Info-Tech Research Group 15 Wildly Important Goal Points Discussed (2) Student Indicators: Thresholds: Classroom experience Interventions Assessments driven by data analysis to identify students at risk and provide assistance Student engagement survey in classroom Actionable results Compare students in programs and compare completions as success measures For Instructor effectiveness get direct input from students Drop-off rates across semesters - done for Business Department - expand this to other departments Provide students with the tools to be successful Work with Academic Affairs Need to analyze how technology can help the College to engage students better Look at the data available and create different data measures and capture methods Spaces to increase retention collaboration of IT and College departments this is already well underway with the Ideas 2 Innovation campaign/program Success/service centers Info-Tech Research Group 16 Activity 2 Update Target and Level Set Info-Tech Research Group, Inc. is a global leader in providing IT research and advice. Info-Techs products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. 1997-2015 Info-Tech Research Group Inc. Info-Tech Research Group 17 Vision and mission statements clearly articulate ITs aspirations and purpose The IT vision statement communicates a desired future state of the IT organization, whereas the IT mission statement portrays the organizations reason of being. While each serves its own purpose, they should both be derived from the IT implications.

Samples Characteristics Vision Statements Describe a desired future Focus on ends, not means Aspirational Memorable Concise To be a trusted advisor and partner in enabling business innovation and growth through an engaged IT workforce. Source: Fernandes, What is a Vision Statement? Mission Statements Articulates a reason for existence How to achieve the vision Concise Easy to grasp Sharply focused Inspirational IT is a cohesive, proactive, and disciplined team that delivers innovative technology solutions while demonstrating a strong customer-oriented mindset. Source: Hull, Answer 4 questions to get a great mission statement. Info-Tech Research Group 18 The Vision & Mission of IT VISION To aspire to excellence as a leading and innovative academicfocused service organization, that helps facilitate dynamic partnerships in order to provide value to Palm Beach State College. MISSION Information Technology will provide the highest quality and sustained technology based services, in the most efficient manner, to facilitate the College mission as it applies to the teaching, learning, management, and community service. Info-Tech Research Group 19 The Vision & Mission of IT (updated in session) VISION To aspire to excellence as a leading and innovative academicfocused service organization, that helps facilitate dynamic partnerships in order to provide value to Palm Beach State College.

MISSION Changed (see bolded enlarged words) in Dev. Day Session Information Technology will provide the highest quality and sustained technology based solutions and services to advance the College mission as it applies to the teaching, learning, management, and community service. Info-Tech Research Group 20 Goals Cascade Noted in the session, but need to be discussed/changed as needed by IT Management Team and then reviewed with the IT Dept. Business Business Goals Goals Business Business Capabilities Capabilities Achieve Achieve aa healthy healthy and and diverse diverse culture culture Engage Engage Updated Business Capability noted in Dev. Day session and agreed to be a focus in the IT Strategy Expand Expand IT Vision & Mission Build Build learning learning environments environments Connect Connect to to community community IT IT SubSubGoals Goals 1.1

1.1 Build Build aa Student-Centric Student-Centric Student Student Portal Portal 1.2 1.2 Update Update Classroom Classroom Technology Technology 2.1 2.1 Improve Improve Cloud-Based Cloud-Based Collaboration Collaboration Technology Technology 2.2 2.2 Implement Implement Business Business Intelligence Intelligence Evaluate Evaluate and and align align offerings offerings Grow Grow enrollment enrollment and retention and retention IT IT Initiatives Initiatives Capability Accelerate Accelerate completion completion Excel Excel Grow Grow talent talent Escalate Escalate continuous continuous improvement

improvement IT Guiding Principles Improve Improve Customer Customer Experience Experience Capability Increase Increase Student Student Engagement Engagement Maximize Maximize resources resources 3.1 3.1 Work Work Towards Towards Having Having Guided Guided Pathways Pathways for for Employees Employees 3.2 3.2 Permeate Permeate 4DX 4DX Methodology Methodology into into Department Department and Team and Team Plans Plans WIG WIG // IT IT Big Big Bet Bet Capability Info-Tech Research Group 21 IT Maturity Model reviewed in the

session Innovator - Transforms the Business Reliable Technology Innovation Business Partner - Expands the Business Effective Execution on Business Projects, Strategic Use of Analytics and Customer Technology Trusted Operator - Optimizes the Business Effective Fulfillment of Work Orders, Functional Business Applications, and Reliable Data Quality Firefighter - Supports the Business Reliable Infrastructure and IT Service Desk Unstable - Struggles to Support Inability to Provide Reliable Business Services Info-Tech Research Group 22 Current IT Capabilities Starting Point (MGD) Info-Tech Research Group 23 Info-Tech Research Group 24 Top 6 - 2018 Info-Tech Research Group 25 The Management and Governance Diagnostic heatmap improvement over the last year was explained to the IT Dept. in the session it shows a great level of improvement as per the input from the Team itself. The importance of this result is the demonstration of the pride and accomplishment of the entire team. Of the two red IT processes, HR Management remains a key focus, as Release Management is part of the Change Management Process for the College, as Edith explained at the session, and is seen as in green (high importance to the business and highly effective). Info-Tech Research Group 26 Top 6 - Updated Info-Tech Research Group 27 Assessment of the Colleges current state IT capabilities IT Strategy Systems Analysis Financial Management OCM

Application Development System Management Vendor Management Quality Management System Integration IT Governance Business Intelligence Disaster Recovery Business Relationship Management Business Requirements & Process Analysis Enterprise Architecture Procurement Project Management Servers & Storage Management Data Management Security End User & Devices Service Management Change & Release Management Demand Management GIS Resource and Workload Management Telephony & Network Management Business Continuity Service Desk Compliance, audits, external regulations

Existing capability In design mode Talent Management Risk Management Production Support Asset Management Performance Management Knowledge Management Application Portfolio Management Project Portfolio Management Communication and Transparency Doesnt exist Info-Tech Research Group 28 Target IT capabilities The Target IT Capabilities the skills and tools to execute IT processes, were overviewed to the IT Dept., with no changes noted and seen on track to accomplish IT Strategy Systems Analysis Financial Management OCM Application Development System Management Vendor Management Quality Management System Integration IT Governance Business Intelligence Disaster Recovery Business Relationship Management

Business Requirements & Process Analysis Enterprise Architecture Procurement Project Management Servers & Storage Management Data Management Security End User & Devices Service Management Change & Release Management Demand Management GIS Resource and Workload Management Telephony & Network Management Business Continuity Service Desk Compliance, audits, external regulations Existing capability In design mode Talent Management Risk Management Production Support Asset Management Performance Management Knowledge Management Application Portfolio Management Project Portfolio Management Communication and Transparency

Doesnt exist Info-Tech Research Group 29 Perform a SWOT analysis for IT ACTIVITY Overview A SWOT analysis identifies the organizations current IT capabilities and classifies potential disruptive technologies as the first step toward preparing for them. Leverage Info-Techs IT SWOT Analysis Template as you work through this activity. An analysis will provide: a) A summary of current capabilities and technologies. b) A process for identifying opportunities for technology-driven innovation. c) A structured decision-making method Instructions: 1. Break the group into two teams. 2. Team A - internal strengths and weaknesses. 3. Team B - external opportunities and threats. 4. Teams brainstorm items that fit in their assigned grids, using the prompt questions on the next few slides. 5. Pick someone from each group to fill in the grids on the whiteboard. 6. Group discussion about the items on the list identify implications for IT and opportunities to innovate as you did for the other business and external drivers. Info-Tech Research Group 30 IT Department SWOT Analysis The IT SWOT was not done in the session and is recommended to be updated with the IT Management Team and then reviewed with the whole IT Dept.. Strengths Service desk Great leadership (Edith), great team, good communication, good relationship with customers look for constant improvement in how they review tickets Strong client support team Do a good job of supporting the business When they need us, were here A lot of years of knowledge in the department Technology is a strength Can be very responsive to needs

The culture has become a strength for the IT department They have a view to the future, to become a cutting edge organization Value people who are innovative Do a good job of matching jobs with peoples skills giving them new opportunities that allow them to grow Looking for new technologies that could be put in place but being smart about the rollout of those technologies Kens management has allowed IT to become a more cohesive group Giving them one focus instead of multiple focuses to set the direction The IT SWOT provided discussion around topics/ areas not covered by stakeholder interviews and analysis around current capabilities. Weaknesses No succession planning The IT budget is not sufficient The college has not made a commitment to dedicate specific funding to technology refresh (status-quo budget) Lack an ability to plan reliably based on the budget Limiting what the department is able to do Budget being prioritized over finding the best technology solution Communication to PBSCs customers Dont have a lot of back-ups for certain positions Single-point of failure The higher up the employee is the higher the risk of losing them to a sister-institution The IT processes are not well documented and monitored A lot of work to document the processes as well as standards Too reactive instead of proactive Info-Tech Research Group 31 IT The IT SWOT was not done in the session and is recommended to be updated with Department the IT Management Team and then reviewed with the whole IT Dept.. SWOT Analysis Opportunities To build upon the progress with the culture of IT Allow the culture to continue being one that enables the employees in IT (allow them to feel like they can fail) Can become a culture that provides frequent and often recognition for good work Opportunity to put new technologies into place Opportunity to complete the initiative of

documenting IT processes, getting the processes in place, and training employees on this As an educational institution they get things cheaper Have relationships with providers that they are able to get things cheaper than competitors because they are an educational institution Biggest opportunity is in classroom technology Ability to make a difference in the way that students learn The IT SWOT provided discussion around topics/ areas not covered by stakeholder interviews and analysis around current capabilities. Threats Sister-organizations stealing employees offering far higher salaries Threat of shadow IT People are consistently going out and finding their own solutions and coming to IT at the last second There have been a number of regulations that are changing the way that IT can operate Such as GDPR Info-Tech Research Group 32 This Activity was overviewed but not done as part of the session; it was agreed to do this review with IT Management Team in a follow-on discussion and then reviewed with the whole IT Dept. for any further input/changes. Activity 3 Confirm Initiatives and Roadmap Info-Tech Research Group, Inc. is a global leader in providing IT research and advice. Info-Techs products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. 1997-2015 Info-Tech Research Group Inc. Info-Tech Research Group 34 Palm Beach State Colleges Target IT Profile (To be Confirmed) The IT organization aims to deliver modern, innovative services that are tightly aligned to core business needs. This will be achieved through integrative and collaborative work with business stakeholders and ensure that business value is achieved through outcome-driven IT investments. It is recommended to re-run the CEO-CIO Alignment Program and the CIO Business Vision Diagnostics, as part of the review/update of the IT Strategy to ensure that these target state directions are still in line with the business. Transforms the Business 5 years

Reliable Technology Innovation Expands the Business 2-3 years Now Effective Execution on Business Projects, Strategic Use of Analytics and Customer Technology Optimizes the Business Effective Fulfillment of Work Orders, Functional Business Applications, and Reliable Data Quality Supports the Business Reliable Infrastructure and IT Service Desk Struggles to Support Inability to Provide Reliable Business Services Info-Tech Research Group 35 Confirm to-be high-priority IT initiatives (to be reviewed) Confirm current, in-progress and to-be IT initiatives. Info-Tech worked with the IT Management Team to review Current/In-Progress and To Be IT initiatives, by reviewing the IT Initiative Profiles and adjusting as needed. High priority initiatives fall within the three groups outlined below: In-progress initiatives Initiatives that are conducted by the IT function and are currently in progress. In-progress/issue initiatives Initiatives that are conducted by the IT function that has run into an issue and needs to be stopped. Or an initiative that requires a decision from a higher authority before continuing. To be initiatives Initiatives that are planned but have not occurred. Info-Tech Research Group 36 Business Capabilities, Vision/Mission and WIG updated from session. IT Capabilities reviewed Business Business Goals Goals Business Business Capabilities Capabilities

Achieve Achieve aa healthy healthy and diverse and diverse culture culture Engage Engage IT Vision & Mission Build Build learning learning environments environments Connect Connect to to community community Expand Expand IT IT SubSubGoals Goals IT IT Initiatives Initiatives 1.1 1.1 Build Build aa Student-Centric Student-Centric Student Student Portal Portal 1.2 1.2 Update Update Classroom Classroom Technology Technology Student Student Portal Portal 2.1 2.1 Improve Improve Cloud-Based Cloud-Based Collaboration Collaboration Technology

Technology 2.2 2.2 Implement Implement Business Business Intelligence Intelligence Evaluate Evaluate and and align align offerings offerings Grow Grow enrollment enrollment and retention and retention Goals Cascade Student Student App App Capability Capability Accelerate Accelerate completion completion Excel Excel Grow Grow talent talent Escalate Escalate continuous continuous improvement improvement IT Guiding Principles Classroom Classroom Standardization Standardization Project Project Cloud Cloud Collaboration Collaboration Strategy Strategy Business Business

Intelligence Intelligence Architecture Architecture Maximize Maximize resources resources 3.1 3.1 Work Work Towards Towards Having Having Guided Guided Pathways Pathways for for Employees Employees 3.2 3.2 Permeate Permeate 4DX 4DX Methodology Methodology into into Department Department and and Team Team Plans Plans WIG WIG // IT IT Big Big Bet Bet Increase Increase Student Student Engagement Engagement Talent Talent Management Management Capability To be reviewed in follow-on session with IT Management and then reviewed with the IT Dept. for input 4DX 4DX for for the the IT IT Strategy Strategy

Info-Tech Research Group 37 Legend: IT Strategic Roadmap: 2018-2023 to be completed IT Strategy Roadmap to be Initiatives 2018 Q 1 Q 2 Q 3 2019 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Funded Not Funded reviewed and updated by the IT Team and then 2022 2020 Management 2021 reviewed with the IT Dept. Q 2 Q 3 Q 4 Q 1 Q 2 Q 3

Q 4 Q 1 Q 2 Q 3 2023 Q 4 Q 1 Q 2 Q 3 Sub-Goal 1.1 Build a Student-Centric Student Portal Student App Student Portal Fix, Ditch, or Replace PantherNet Integrated Applications Multi-Factor Authentication for Students Workday Finance Implementation Guided Pathways Workday Student Implementation Sub-Goal 1.2 Update Classroom Technology Classroom Standardization Project Info-Tech Research Group 38 Q 4 Legend: IT Strategic Roadmap: 2018-2023 Funded Not Funded Initiatives

2018 Q 1 Q 2 Q 3 2019 Q 4 Q 1 Q 2 Q 3 2020 Q 4 Q 1 Q 2 Q 3 2021 Q 4 Q 1 Q 2 Q 3 2022 Q 4 Q 1 Q 2 Q 3 2023 Q 4

Q 1 Q 2 Q 3 Q 4 Sub-Goal 2.1 Improve Cloud-Based Collaboration Technology Cloud Collaboration Strategy Sub-Goal 2.2 Implement Business Intelligence Business Intelligence Strategy Business Intelligence Architecture Business Intelligence Implementation Info-Tech Research Group 39 Legend: IT Strategic Roadmap: 2018-2023 Funded Not Funded Initiatives 2018 Q 1 Q 2 Q 3 2019 Q 4 Q 1 Q 2

Q 3 2020 Q 4 Q 1 Q 2 Q 3 2021 Q 4 Q 1 Q 2 Q 3 2022 Q 4 Q 1 Q 2 Q 3 2023 Q 4 Q 1 Q 2 Q 3 Q 4 Sub-Goal 3.1 Work Towards Having Guided Pathways for Employees Talent Management Sub-Goal 3.2

Permeate 4DX Methodology into Department and Team Plans 4DX for the IT Strategy Info-Tech Research Group 40 Needs to be reviewed and dates updated by IT Management Team and then reviewed with the IT Dept. Stakeholder Communication Plan Audience Channel Description Timing Assigned IT Leadership Workshop Participation in workshop March 22nd 27th The whole IT leadership team IT Dept. Staff Meeting Had the initial staff meeting for the first day of the workshop March 22nd All of IT IT Dept. Communication seeking input (Microsoft Teams) Updates/discussion on IT strategy Early April All of IT IT Leadership

Meetings Discussion on the high-level WIGs Early April IT senior leadership team Vice President Meeting Directed one-on-one to capture buy-in for the IT strategy Mid-April Ken Presidents Cabinet Meeting To socialize the IT strategic plan in reference to the College strategic plan April 17th Ken College Communication Socializing the IT strategic plan to the College Late April Ken Info-Tech Research Group 41 Appendix Info-Tech Research Group 42 PESTLE considerations for education clients Social Have there been changes in relation to professor or teacher unions? Have there been recent changes in mandated curriculums and their implementation?

Has there been a change in the type and level of funding provided by municipal, provincial/state, or federal governments? Have there been any changes to immigration relations which could impact the student or teacher population? How is the local economy performing? Will that impact the volume of students or funding? Are there certain industry sectors performing better or worse? How will that impact student demand for services? Has there been a push towards providing specific training to fill unemployment gaps? Does the theres an app for that trend impact the organization? Have there been changes in how students interact with the organization? New devices or expectations for connectivity? Has there been an increase in demand for self-serve solutions? How is the organization adapting to telecommuting and online learning? Is the integration of collaboration and media tools impacting the organization? Have there been demographic trends that directly impact the organizations student population? Have there been changes to education-related regulations? Is your organization thinking of adopting more energyefficient technology?

Environmental Technological Legal Economic Political For each prompt below, always try to answer the question: how does this affect my business? Info-Tech Research Group 43 Review these questions to help you conduct your SWOT analysis on the IT department Strengths (Internal) Weaknesses (Internal) How does the IT department succeed at supporting the business? What areas of your IT department require improvement? Which IT services are known for being the most effectively delivered? Which IT capabilities are the most mature? Are the IT departments people professional, knowledgeable, and talented? If your end users were to provide you with constructive criticism, what would it be about? Is the IT budget sufficient? (This can also be a strength) Are the IT processes well documented? Monitored? Are people trained on performing the processes? Is the IT department good at innovating? How strong is IT-business communication and alignment? (This can also be a strength) Opportunities (External) Threats (External) Are there any vendors or external partners that can help the IT department deliver better solutions? Are there any obstacles external to the IT department that will impact ITs ability to achieve success? Do cloud solutions provide us with better alternatives? Has there been an increase in the frequency of security breaches in your industry? Do we plan on taking advantage of technology trends such as the Internet of Things, BYOD, and digital?

Are there any business trends in your organizations industry which would need IT support? Is Shadow IT prevalent at your organization? Have there been regulatory changes that are likely to drastically change the way IT solutions are delivered? Are there any technology trends that your competitors are implementing or thinking of implementing? Info-Tech Research Group 44 Application Portfolio Summary and Observations to be completed based on results of Day 3 and recapped here There is a lot of variety of applications and the goal under our guiding principles is to simplify and reduce the technology diversity The application services and solutions portfolio should be looked at using the guiding principles of college-wide value focus, reuse, buy, build, fit for purpose, and controlled technical diversity in order to reduce the complexity and number of applications This applies largely to the PC stand-alone applications which are making up a large number of the total applications at this time, for which the stated goal is to reduce total desktop applications by approximately 30% Info-Tech Research Group 45 Summary of Current State/Overall IT-Related Activities -Applications (1) Recap Application Description Support Degree of Change Planned Financial Management (Workday) Features: accounting and finance, audit, revenue management, reporting, financial planning, grants management, expenses, procurement, etc. Internal & External Implementation date July 2018 Human Capital Management (Workday) Features: HR management, recruiting, talent management, payroll, etc. Internal & External Implemented (January 1st, 2018)

Student Management (Workday) Features: academic foundations, student recruiting, admissions, curriculum management, student records, financial aid, student financials, etc. Internal & External Implementation beginning August 2018 to be completed Fall term 2020 IT Asset Inventory (TDX) IT asset management Enterprise level External Updated twice a year Endpoint Management (SCCM Inventory) Desktop management and desktop anti-virus app deployment evaluate if can do an application portfolio (software center); could be replaced Internal Ongoing updates OmniUpdate (content management) Moving to a SaaS version Internal and moving to external Moving to cloud Spring 2018 IT Utilities Monitoring will be improving Internal Ongoing updates Info-Tech Research Group 46 Summary of Current State/Overall IT-Related Activities Applications (2) Recap Application Description

Support Degree of Change Planned PC/Local Applications Includes Visual Studio, etc. looking to optimize/ reduce the number of these (academic freedom aspects) as part of Windows 10 Project and Cloud Strategy Internal and for ones to cloud external 2019 to 500 versus 750 (validate the count) Office 365 Email, Skype for Business, Teams External Ongoing updates Active Directory Directory product; authentication of record Internal Ongoing updates TeamDynamix Enterprise Service Management Internal & External Ongoing rollouts and updates TeamDynamix PPM Internal & External Ongoing rollouts and updates Business Intelligence & Data Analytics Description of application Internal Architecture 2018 Initial rollout in 2019

Info-Tech Research Group 47 Summary of Current State/Overall IT-Related Activities Applications (3) Recap Application Description Support Degree of Change Planned Crowdstrike (EDR) SaaS EDR that is also a vulnerability management system External Planned implementation for 4/30/18 Checkpoint Next Generation Firewall Internal Implemented Symantec DLP Internal Planned implementation for 4/15/19 KnowBe4 SaaS Security Awareness, training, phishing External Just Purchased planned implementation for October 2018 Kaltura SaaS Audio/Video Delivery External Ongoing updates Thycotic Privilege access manager (password database and more) Internal

Just purchased Info-Tech Research Group 48 Summary of Current State/Overall IT-Related Activities Applications (4) Recap Application Description Support Degree of Change Planned Fusion Device Management for Crestron connected devices (devices managed to go way up) Internal Updated twice a year JAMF Apple device management (MDM) External Ongoing updates Smartfile SFTP External Ongoing updates Supersign Managing LG displays for digital signage Internal Updated twice a year Cisco Prime and LMS (LAN Management System) Network management Internal Ongoing updates Cisco VoIP VoIP based telephone system Internal

Ongoing updates Info-Tech Research Group 49 Summary of Current State/Overall IT-Related Activities Applications (5) Recap Application Description Support Degree of Change Planned Smart Draw Process mapping Internal & External Just acquired; Implementation By June 2018 SimpleSyllabus Simple Syllabus is a centralized, template-driven platform that enables instructors to quickly personalize and publish interactive class syllabi External Prototype is being worked right now full implementation planned for Spring 2019 Info-Tech Research Group 50 Palm Beach State College In-Progress IT Initiatives (1) Division / Dept. Projects Anticipated Implementation Sub-Goal On-going Whirlwind 2018-2019 Whirlwind

Implemented In-Progress Whirlwind Whirlwind IT Security Information Security Awareness Program Implemented existing program but transitioning to a new tool that allows them to do proactive phishing IT Security CrowdStrike Falcon Host Implemented Whirlwind IT Security Information Security Policy, Standard, Procedure, and Guideline Framework IT Security Security Information and Event Management (SIEM) IT Security Central Log Management IT Security Data Loss Prevention - Symantec IT Security Multi-Factor Authentication (for students) IT Security Single-Sign On Whirlwind Implemented Sub-Goal 1.1 Go Live April 2018 (for Whirlwind students) Implemented (for faculty In place Whirlwind IT Security Information Security Incident Response Team IT Security Security and Governance Updates CISPAC In place IT Security Network Access Control In place (but not for BYOD used for wireless) IT Security Vulnerability Management Program in beta Whirlwind Whirlwind Whirlwind Info-Tech Research Group 51 Palm Beach State College In-Progress IT Initiatives (2) Division / Dept. IT IT IT IT IT IT IT IT IT IT

IT IT IT IT Projects Anticipated Implementation O365 Teams 8/20/18 Wireless Expansion 2018 Symantec DLP Crowdstrike Agent Deploy to Windows Servers Boca: Implement Check Point Next Gen Firewall Gramm-Leach-Bliley Act General Data Protection Regulation (GDPR) Risk Assessment Avanan POC Veteran Success Center 6/13/18 4/15/19 4/30/18 3/21/18 4/23/18 5/25/18 3/15/18 3/28/18 5/14/18 1-Workday HCM/Payroll Implementation Secure CRT Windows 10 Upgrade Tech Refresh Conf Hall - HT103 Boca Raton 1/01/18 5/31/18 6/29/18 2/28/18 Sub-Goal Whirlwind Build a StudentCentric Student Portal Update Classroom Technology Whirlwind Whirlwind Whirlwind Whirlwind Whirlwind Whirlwind Whirlwind Whirlwind Constant integrations will be included in the roadmap Whirlwind Whirlwind Whirlwind Info-Tech Research Group

52 Palm Beach State College In-Progress IT Initiatives (3) Division / Dept. IT IT IT IT IT IT IT IT IT IT IT IT IT Projects Simple Syllabus Enrollment Call Center - CJE 407 Summer Camp partnership with Black Rocket 2-Workday Finance Implementation Guided Pathways: An Institution-wide Project Fix, Ditch, or Replace PantherNet Integrated Applications Cloud SSO and MFA for employees O365 Implementation Exchange Online and Skype for Business ADA Compliance Audit and Remediation of Websites Student SSO for Email and increased Password Complexity Disaster Recovery Environment at NWRDC TDX Implement - College Relations and Marketing (CRM) Revised: Extending Service Management with TDX -College Relations and marketing -Facility Services -Workday Finance -HR Services -Innovation & Instructional Technology Payment Card Industry (PCI) Anticipated Implementation Sub-Goal Whirlwind Whirlwind Whirlwind Student Portal Student Portal Student Portal Whirlwind Whirlwind 2/28/18 4/06/18 4/17/18 7/31/18 8/31/20 1/02/19 4/06/18 1/31/18 1/18/18

4/16/18 7/30/18 Whirlwind Whirlwind Whirlwind 4/16/18 (CRM) 5/16/18 Facilities 6/16/18 Workday Finance 7/16/18 Inn & Inst. 8/16/18 HR 3/01/18 Whirlwind Whirlwind Info-Tech Research Group 53 Palm Beach State College In-Flight and Planned IT Initiatives Division / Dept. IT IT Security Security Security Security IT IT Business Services IT IT IT President IT President Projects Anticipated Implementation Sub-Goal Thycotic Prepare Responses for Auditor's IT Survey 2018 Avigilon - Total server refresh Avigilon - PBG Wellness Center camera deploy. Avigilon - Adding one additional camera on every campus. Valcom - Entire system health check and troubleshoot. Access Control for IT Building - Data Center/Service AV Install ITB 208 AV Install B.O.T (Board of Trustees board room system solution) KnowBe4 KnowBe4 Fast-track AV Install ITA 116 Service Desk 3-Workday Student Implementation Migrate Prod SQL Cluster Boca Remodeling Classrooms to Chemistry Labs

2/27/18 2/23/18 2/16/18 2/16/18 Whirlwind Whirlwind Whirlwind Whirlwind 2/16/18 Whirlwind 2/16/18 5/01/18 6/20/18 Whirlwind Whirlwind Whirlwind 8/29/18 3/02/18 2/21/18 7/24/18 1/02/20 9/29/18 5/15/18 Whirlwind Whirlwind Whirlwind Whirlwind Student Portal Whirlwind Whirlwind Info-Tech Research Group 54 IT Sub-Goal: Build Learning Environments/Connect to Community Goal 1.1: Build a Student-Centric Student Portal Goal 1.2: Update Classroom Technology BUSINESS BENEFITS RISKS & DEPENDENCIES Initiative Name: Student App Funding Need $ for cloud based server Executive Sponsor: President Scope and framework selection Development Will come before the Student Portal Prototype first/testing with a focus group Student App

Will be completely mobile Improved functionality compared to the portal Student App Need for funding Potential lack of student involvement Student Portal Improve the student experience Initiative Name: Student Portal Funding Need $ for cloud based server Executive Sponsors: Dr. Barbatis and Dr. Yohe Determine business requirements Scope of portal and product selection Integrations with other systems Prototype first/testing with a focus group Classroom Standardization Improving the faculty members ability to teach improving the transparency of technology Becomes a differentiator for PBSC having this technology in the classroom Student Portal Need for funding Potential lack of student involvement Integrations (Critical) REQUIRED INITIATIVES (students and departments) (students and departments) Classroom Standardization Funding LEAD METRICS FOR THE WILDLY IMPORTANT GOAL (SUB-GOAL) Bulleted list of lead metrics Initiative Name: Classroom Standardization Project Funding TBD Executive Sponsor: President Pilot areas done Select classrooms to be standardized Vendor quotes and schedule Info-Tech Research Group 55 IT Sub-Goal: Maximize Resources REQUIRED INITIATIVES Initiative Name: Cloud Collaboration Strategy

Montagnino> Funding: in place for One Drive, Teams Executive Sponsor: Ken Libutti Evaluating Teams and One Drive for Business to meet needs and no showstoppers Develop a deployment strategy Implement deployment strategy Data migration to the cloud Initiative Name: Business Intelligence Architecture Funding: TBD Executive Sponsor: Dr. Holly Bennett Development of a BI strategy (including data sources) Develop architecture Choose the UX (User Experience) solution QA (Quality Assurance) testing followed by UAT (User Acceptance Testing) pilot group Implementation pilot group Staged implementation Goal 2.1: Improve Cloud-Based Collaboration Technology Goal 2.2: Implement Business Intelligence BUSINESS BENEFITS RISKS & DEPENDENCIES Cloud Collaboration Strategy Anytime, anywhere availability More frequent updates Redefine how people work Ability to have consistent student experience online or in classroom Cloud Collaboration Strategy Data migration User skillset Vendor management Expectation management Business Intelligence Architecture Analytics based decision making Predictive analytics Business Intelligence Architecture Data quality Ability to do data integrations Staffing skill set Data privacy & security LEAD METRICS FOR THE WILDLY IMPORTANT GOAL (SUB-GOAL) Bulleted list of lead metrics

Info-Tech Research Group 56 IT Sub-Goal: Grow Talent/Escalate Continuous Improvement REQUIRED INITIATIVES Initiative Name: Talent Management Funding: No funding needed Executive Sponsor: Dr. Ginger Pedersen Identify levels of progression for each position Understand current state (employee goals/skills) Create career paths for each employee Initiative Name: 4DX for the IT Strategy Funding: No funding needed Executive Sponsor: Dr. Ginger Pederson Focus Action Scorecard Accountability Goal 3.1: Work Towards Having Guided Pathways for Employees Goal 3.2: Permeate 4DX Methodology into Department and Team Plans BUSINESS BENEFITS RISKS & DEPENDENCIES Talent Management Retention and recruitment Talent Management Status quo thinkers Funding for progression Executive approval 4DX for the IT Strategy Predictable, consumable, metric based goal achievement Agile strategic execution Flexibility Measurable results Complete employee buy-in 4DX for the IT Strategy Not continuing the accountability part Whirlwind LEAD METRICS FOR THE WILDLY IMPORTANT GOAL (SUB-GOAL) Bulleted list of lead metrics Info-Tech Research Group 57 Goal 1.1: Build a Student-Centric Student Portal

Build Learning Environments/Connect to Goal 1.2: Update Classroom Community Technology REQUIRED INITIATIVES Initiative Initiative Name: Name: Fix, Ditch, or Replace PantherNet Integrated Integrated Applications Applications Funding: Funding: Little Little funding funding needed, needed, some some funding funding needed needed for replace for replace Executive Executive Sponsor: Sponsor: Ken Ken all Identify Identify all of of the the current current utilities utilities that that go go with with Workday Workday phases phases Determine Determine which which utilities utilities will will be part of Workday, which are no longer needed, and are no longer needed, and which which are are still still needed needed based on

the Workday phases Phased Phased based on the Workday phases Initiative Initiative Name: Name: Multi-Factor Authentication for Students Students - links to Goal 1.1 Funding: Funding: TBD TBD Executive Executive Sponsor: Sponsor: Dr. Dr. Yohe Yohe or or Dr. Dr. Barbatis Barbatis Potential Potential new new project project Timeline Timeline would align with with the the student student portal portal (January (January 2020) 2020) Initiative Initiative Name: Name: Workday Workday Finance Finance Implementation Implementation Montagnino> Funding: Funding: Funded Funded Executive Executive Sponsor: Sponsor: Dr. Dr. Ginger Ginger Pedersen Pedersen Dedicated Dedicated SWAT SWAT team team that is is implementing implementing this this that that is is using using IT IT Initiative

Initiative Name: Name: Guided Guided Pathways Pathways Funding: Funding: Funded Funded Executive Executive Sponsor: Sponsor: Dr. Dr. Yohe Yohe Potential Potential link link to to student student portal portal Initiative Initiative Name: Name: Workday Workday Student Student Implementation Implementation Funding: Funding: Funded Funded Executive Executive Sponsor: Sponsor: Dr. Dr. Ginger Ginger Pedersen Pedersen Linked Linked to to goal goal 1.1 1.1 BUSINESS BENEFITS RISKS & DEPENDENCIES Workday Student implementation As per business case Guided Pathways Enables student success Workday Finance Implementation As per business case MFA Risk mitigation Reputational integrity Fix, Ditch, or Replace PantherNet As captured for the student portal Workday Student implementation Reputational risk if not

implemented correctly Unknown in its implementation date Guided Pathways Not upholding commitment to students Workday Finance Implementation As noted for Workday student MFA Unauthorized access Fix, Ditch, or Replace PantherNet Having to hang on to a legacy system Security risk of connected devices LEAD METRICS FOR THE WILDLY IMPORTANT GOAL (SUB-GOAL) Bulleted list of lead metrics Info-Tech Research Group 58 Goal 2.1: Improve Cloud-Based Collaboration Technology Maximize Resources REQUIRED INITIATIVES Initiative Initiative Name: Name: Fix, Ditch, or Replace PantherNet Integrated Integrated Applications Applications Funding: Funding: Little Little funding funding needed, needed, some some funding funding needed needed for for replace replace Executive Executive Sponsor: Sponsor: Ken Ken Identify Identify all all of of the the current current utilities utilities that that go go with with Workday

Workday phases phases Determine Determine which which utilities utilities will will be part of Workday, which are are no no longer longer needed, needed, and and which which are are still still needed needed Phased Phased based based on on the the Workday Workday phases phases Goal 2.2: Implement Business Intelligence BUSINESS BENEFITS RISKS & DEPENDENCIES Fix, Ditch, or Replace PantherNet As captured for the student portal Fix, Ditch, or Replace PantherNet Having to hang on to a legacy system Security risk of connected devices LEAD METRICS FOR THE WILDLY IMPORTANT GOAL (SUB-GOAL) Bulleted list of lead metrics Info-Tech Research Group 59 Grow Talent/Escalate Continuous Improvement REQUIRED INITIATIVES Initiative Initiative Name: Name: Workday Workday HCM/Talent HCM/Talent Implementation Implementation

Montagnino> Funding: Funding: TBD TBD Executive Executive Sponsor: Sponsor: Dr. Dr. Ginger Ginger Pedersen Pedersen This This is is the the Workday Workday module module that that would would allow allow for guided pathways pathways for for employees (talent management) Has Has not not yet yet been been purchased purchased but but there there are are plans plans to purchase purchase in in the future future Goal 3.1: Work Towards Having Guided Pathways for Employees Goal 3.2: Permeate 4DX Methodology into Department and Team Plans BUSINESS BENEFITS RISKS & DEPENDENCIES Workday HCM/Talent Implementation To be completed Workday HCM/Talent Implementation To be completed LEAD METRICS FOR THE WILDLY IMPORTANT GOAL (SUB-GOAL) Bulleted list of lead metrics Info-Tech Research Group 60

Current IT budget Overview Based on the funding in from the current budget for the 2018-2019 fiscal year 2018-2019 Capital Capital Expenditures Expenditures Capital Capital expenditures expenditures are are driven driven by by projects, projects, which which map to corporate initiatives. map to corporate initiatives. Any Any additional additional notes notes on on cap cap ex ex Capital Capital expenditures: expenditures: $4,432,871 Total Total =$4,432,871 =$4,432,871 ++ $2,602,783 = $7,035,654 $7,035,654 Operating Operating Expenditures Expenditures Operating Operating expenditures expenditures consist consist of of ongoing ongoing day-to-day day-to-day activities that are needed to run the department. activities that are needed to run the department. Any Any additional additional notes notes on on op op ex ex

Current IT Budget (Millions) 5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 4.4 2.6 2018-2019 Budget Capital Expenditures Operating Expenditures Info-Tech Research Group 61 Budget to reach ITs target state - Summary (Note - Replace the data in the graph with initiative budget once calculated) Overview Based on the funding in the initiative profile exercise an estimated funding was approximated. This is the funding needed for IT to execute the initiatives in its IT strategy. Capital Capital Expenditures Expenditures Capital Capital expenditures expenditures are are driven driven by by projects, projects, which which map map to to corporate corporate initiatives. initiatives. Target State IT Budget (Millions) 5 4 3 2 Operating Operating Expenditures Expenditures 1 Operating Operating expenditures

expenditures consist consist of of ongoing ongoing day-to-day day-to-day activities activities that that are are needed needed to to run run the the department. department. 0 Capital Expenditures 2018-2019 Budget 2020-2021 Budget 2022-2023 Budget Operating Expenditures 2019-2020 Budget 2021-2022 Budget Info-Tech Research Group 62 Impact of In-Progress Initiatives on Business Goals - Activity Sub-Goals 1.1 1.2 2.1 2.2 3.1 1 2 3 5 4 2 1 3 4 5 2

1 3 5 4 3 1 2 5 4 2 1 3 5 4 1 2 3 4 5 Names Edith Eric David Ken Guy Andrew Overall Ranking: 2nd 1st 3rd 5th 4th Sub-Goal 1.1: Build a Student-Centric Student Portal Sub-Goal 1.2: Update Classroom Technology Sub-Goal 2.1: Improve Cloud-Based Collaboration Technology Sub-Goal 2.2: Implement Business Intelligence Sub-Goal 3.1: Work Towards Having Guided Pathways for Employees (Sub-Goal 3.2 is across all of the Sub-Goals) Info-Tech Research Group

63 Financial and Resource Analysis of Proposed Initiatives (To Be Completed) Initiative Requires more $? Requires More People? Requires New IT Capabilities? Student Application No Yes No Classroom Standardization Project No Yes No Improve Cloud-Based Collaboration Technology Implement Business Intelligence No Yes No Yes Yes No Talent Management Yes Yes No 4DX for the IT Strategy Yes Yes Yes Yes Yes

No Yes Yes No Workday Finance Implementation No Yes Yes Guided Pathways No Yes Yes Workday Student Implementation Yes Yes Yes Security Information and Event Management Yes Yes No Workday HCM/Payroll Integrations Yes Yes No Fix, Ditch, or Replace PantherNet Integrated Applications Multi-Factor Authentication for Students Info-Tech Research Group 64

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