— IT Services @ Bristol

cloud connections

There are many services offered over the Internet (from the ‘cloud’)  to which individuals can sign up. Some of the popular ones include Skype for video chat, Doodle for scheduling meetings, and Dropbox for cloud storage. These cloud services have many advantages, e.g. they make it easy to collaborate with people outside the University. But they also have disadvantages – as anyone who uploaded files to Megaupload.com and then found that the service disappeared overnight found.

We are adopting some cloud services for use across the University, notably the whole Google Apps suite for students, and Google Mail & Calendar for staff. When we do this, IT Services & the Secretary’s Office work together to agree a contract with the supplier which protects our data. We also do some technical work which makes the experience easier, such as integrating an external service with our Single Sign On, so you don’t have to remember yet another username and password.

But putting this in place takes time, and members of the University constantly have new requirements. So where we can, we will also provide light-touch advice on cloud services people can sign up to individually. The first example of this is the recommendation of Wuala as a more secure alternative to Dropbox. Please let us know if there are other areas you’d like help with, or have recommendations for particular tools you’ll find useful.

For any requirement, what guides us is where we can offer the better service, whether that’s in house or in the cloud. In many cases we can provide something better or more cost-effectively in-house, and will do so. Two examples of this from the last year are MyFiles, which provides gigabytes of storage space for every member of the University, and Blue Peta, which provides terabytes of space for each research group.

So increasingly staff and students will be using a mix of services:

  • Cloud services such as Wuala or Skype which people signed up to individually,
  • Cloud services such as Google Email & Calendar, provided University-wide,
  • Services delivered in-house such as MyFiles and Blue Peta.

Over time of course the mix will change. I’d love to provide a file sync service for everyone. Will we have a University wide contract for Wuala – or Microsoft SkyDrive, or Google Drive? [we're already offering Google Drive for students, but not for staff, it only launched last week!]. Microsoft now own Skype – will we be able to offer a University version of Skype, integrated with our telephony system, so if you are away from your desk you can pick up a call on Skype instead? And the new individual cloud services will probably be for things we haven’t even heard of yet!

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See the latest update on mobile strategy on Nikki Rogers’ blog at http://enterprisearchitect.blogs.ilrt.org/category/mobile-strategy/

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(This blog post is cross-posted from the New Email blog, view the original post at: http://uobnewemail.blogs.ilrt.org/2011/12/08/going-live-and-2-months-in/)

You may remember that back in our last post we commented how we were working hard to get Gmail ready and launched for our 11/12 intake of undergraduate students. Well, in record time, we did it! Gmail was given to every new student who registered after September 6th – giving them access to an email address for life, a 25GB mailbox, a clean and modern interface and the famed search power that Google offers.

As of today, (December 8th), we have a total of 6,759 accounts on our my.bristol.ac.uk service. Apart from some minor hiccups, the overall launch was successful and since then we’ve been seeing on average 4722 users logging into Gmail and checking their email at least once within 7 days.

We’ve also been interested in which email client our students have chosen to use. We’ve not pushed anything onto them, we’ve let them make their own choices and simply given them the information they needed to connect software to Gmail. The graph above shows from 1st October to 30th November the activity we’ve been seeing from our Students on the Gmail service. The blue line is our total number of accounts, the green line is those using Gmail’s web interface to access their email and the red line is those accessing their account. As you can see, the red and green lines match, showing that the vast majority of our students are happy to use the web interface.

One amusing trend in the access we see is the dips on the green/red lines – they directly correlate to weekends in the 2 months, showing our students have a rest from email on weekends :-D

 

Now that we have such large mailboxes (everyone by default gets 25GB), it’s interesting to see how quickly people are using up their quota, rather than trying to fit themselves into the small quotas that we’ve previously been able to offer:

 

Our students are using on average only a small fraction of the quota available to them, but are already close to what would have been the limits had they been given email on current UoB systems – apart from the one student in the middle who has already taken 1/5 of the quota available to them! This is good to see, we want users to use their email and not worry about quotas or limits.

But we don’t stop here – we still have the remainder of our student base to migrate, all of our staff to migrate, Google Calendar to launch – all coming in 2012.

 

As always, we are keen to hear from you – if you have any queries about the new Gmail service, or our plans for 2012, please get in touch: new-email@bristol.ac.uk

 

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Its an exciting time for mobile technology, new devices are being constantly  created and refined in both tablet and smartphone form factors. Driven by consumers these devices are incorporating new technologies and enabling us to do more and more with devices. The lines between what we define as phone and computer are now not as rigid as before, as such we need to make sure we structure our thinking and policies around making the best use of the technology within the University. To do this we need to have a combination of fresh thinking, challenging the existing policies and evaluating how these technologies fit within our IT Environment.

At the beginning of August I joined the Residential and Mobile IT department as a Mobile Technology Specialist. A lot of my time has been spent looking at projects that are currently underway within the University that are either completely mobile or have elements that include Mobile Technology. I have also spent my time investigating mobile technologies that can benefit and staff and student, and considering how we can deliver more mobile services to benefit the University.

Recently we had a brainstorming meeting with the following members of IT Services:

Assistant Director – Infrastructure/Operations – Nick
Residential and Mobile IT Manager – Mark
Mobile Technology Specialist – Chris (Me)

In this meeting we tried to start with a blank canvas and brainstorm what the University want to get out of Mobile Technology. To do this we wrote down ideas on post it notes and then grouped similar Items together. The outcome of that process can be seen below:

 

As you can see from the picture above (you may need to zoom to read some of the handwriting though!), there are a few distinct groupings. The largest one (bottom left) talks about how to enable control, manage, secure, backup and configure of university owned Mobile Technology. We want to maintain information about what devices we own and ensure that university data is kept secure while not impacting the use of the device and making connecting to University resources and services as simple as possible. Solutions such as MDM (mobile device management) may be able to help with this.

The top left group relates to the problems we face with Payments for Applications on the device. Currently Tablet computing (and modern smartphones) are mainly targeted at consumers rather than businesses, as such the concept of buying applications has developed around one customer, with one account and one Credit Card.

The group at the top of the page contained some questions put forward by Nick to engage some discussion and generate some ideas.

The middle group contains notes relating to how devices are used and issues we may face. For example, what happens when people share devices? how do we support these new devices? (with so many different models with a rapid turnover). As well as what potential advantages they bring to the university (such as collaboration, reduce printing, productivity applications, hardware advantages (wipe down for labwork and other hardware benefits) and portability.

Questions to measure our performance

From this brainstorming we derived 12 questions to help focus the projects we undertake and help us produce a metric to measure and analyse our performance. The 12 questions are:

  1. How do we keep confidential data secure?
  2. What devices do people want to use?
  3. How do we design new services to be native for mobiles?
  4. How do we provide support that is, affordable, scalable and knowledgeable?
  5. How do we make our existing services accessible by mobile devices?
  6. Do we make a distinction between UoB purchased devices and personal (support)?
  7. What is the best value for money?
  8. How do we gain a “Critical Mass” of mobile computing within the University?
  9. What do we expect the university to buy vs. what the individual should buy?
  10. How do we provide payment for applications and contract services?
  11. How do we make configuration as easy as possible and expose our services?
  12. How do we provide and maintain up-to-date documentation?

It would be great to hear your comments, please feel free to leave questions and your views on mobile technology using the form below.

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In the current economic climate there is pressure for organisations to accomplish more with less.  There is a need to re-evaluate current practices and to create efficiencies, effective team and clear lines of communication.

The use of social media tools has been touted as an inevitable force within the workplace that can create better, faster solutions through mass collaboration, enhance employee engagement and be a cost effective means to overcome geographical challenges.  Social media is often defined by the tools available to people to consume, convey, create or share content such as blogs, wikis, podcasts and social networking sites.

Niall Cook in his book Enterprise 2.0 outlines four primary functions of social media, referred to as  the 4Cs.

  • Communication – platforms that allow people to talk to each other, either by text, image, voice or video e.g blogs, instant messaging.
  • Cooperation – share content in structured ways e.g image and social bookmarking
  • Collaboration – Tools that encourage people to collaborate with each other e.g. Wikis
  • Connection – people can make connections with and between both content and other people e.g social networking, tagging, syndication and mashups.

Social media and networking is on the rise giving employees the power to inform themselves and share information more easily with each other and evidence suggest that employee engagement is significantly driven by the degree to which people are usefully included in the decision-making process, both on a day-to-day basis and for highly strategic change, crisis and transformation.  Staff want and expect well-governed inclusivity from their employers. Social media reinforces a culture that encourages participation and creatively in the decision making process.

In fact in order to benefit from the value of social networking tools, the traditional forms of ‘command and control’ management strategy needs to change.  In a world where it is now hard to control where information may emerge from and widespread sharing brought about by new technology and media, the balance of power is shifting dramatically.

A word of caution needs to be added at this point.  Social media doesn’t deal with everything in regard to communication. It’s complimentary to traditional communications channels – another tool in the armoury.

However, the greatest challenge may not be maintaining a balance between social media and traditional channels but getting social media use to take off in any meaningful way.  According to a report in 2007 by professional services firm KPMG , security and culture are the biggest barriers to taking full advantage of social media in the business context.  It also proposed that the reason many corporate wikis and blogs fail is a lack of active engagement and regular posting, concluding that gaining commitment from the ultimate participants is critical to success.

Li & Bernoff in their book Groundswell outline a four step planning process – POST – to manage the implementation of social media within an enterprise:

  • People: are individuals ready for social media?
  • Objectives: what are the goals the business wishes to achieve by helping employees work together more efficiently?
  • Strategy: what do you want to change and how can you measure it?
  • Technology: what technologies do you need? This should be based on how you have defined your criteria under People, Objectives & Strategy.

Nial Cook in Enterprise 2.0 highlights several key steps towards successful engagement in the use of social media.  Those steps include:

  • Participation must be easy
  • Built on existing relationships
  • Integrated into existing tools
  • Can be self-managed by the user without training
  • Contains personal value for the individual

It seems social media is inevitable. If employers fail to act on this then Web 2.0 technologies are used anyway – without permission.  By careful planning the implementation of social media technologies they can be harnessed with the aim to align the interests of both end user and the organisation as well as being integrated with traditional communications activity.  The evidence does seem to suggest that social media can bring the advantages desired for greater engagement and collaboration in the organisation. However, this seems reliant on key factors being in place, such as an open culture and a social media savvy  staff.  In addition, careful planning and thought about the appropriate implementation and development in the use of social media is needed.

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Put your right arm in...

Image by coconinoco via Flickr

Until recently all our IT services were hosted in house. But times change, as they always do in IT. Our network connection to the outside world is fast and reliable, and we now have some externally-hosted services. We live in a mixed environment and we will continue to do so. The hokey cokey *is* what it’s all about.

But how do we know what we will host ourselves, and what we will get others to do for us? The right answer always depends on the circumstances, and must be assessed on a case by case basis. Each time a requirement arises we will decide how to meet it.

Breaking it down further, here are a few possibilities:

  1. We code an application ourselves from scratch,
  2. We use an established open source project (perhaps or perhaps not modifying it to our particular requirements),
  3. We buy a packaged commercial product and deploy it (perhaps or perhaps not modifying it to our particular requirements),
  4. We run a service ourselves, but hosted on hardware in another organisation’s data centre,
  5. We subscribe to a service run for us by another organisation.

We do all of these at the moment. The last is the one I get most questions about, so here are a couple of examples.

When we introduced an online payments system a few years ago we decided to use an external firm to handle the credit card data and process the transactions. They were already in use successfully at a number of other universities. They had the experience and skills needed, and had been audited by the relevant industry bodies to ensure that their procedures were secure. Although, or perhaps because, the data security requirements were so important, it was most appropriate to use a third-party.

Another rather different example is AskIT, hosted for us by GetSatisfaction. We set up AskIT as a community forum to help support mobile IT. It was a bit of an experiment – we didn’t really know if community support would work. We needed something we could get up and running quickly without putting a lot of effort, to try it out. So we didn’t want to install, configure, customise and patch a piece of software. GetSatisfaction is offered as Software as a Service (SaaS) – they do all that for us, and it’s pretty cheap.

Here’s a very general rule, although it certainly isn’t always true:

When the requirements are

New and innovative, poorly understood,Highly specific to our organisation,

No or few standards,

Probably aren’t any or many offerings in the market

Mature, well-defined and well-understood,Same as other organisations,

Established standards,

Several offerings in the market competing for our business,

These we are most likely to develop and/or customise extensively in house These we are most likely to buy and deploy off the shelf, or subscribe to as a service

Some services:

  • We both provide and use ourselves, the traditional model.
  • Will be provided by someone else, we will subscribe to them (eg we subscribed to the out of hours help desk run by the University of Northumbria)
  • We will be the provider and others will subscribe to us (eg we have a world-leading HPC facility, and other universities are interested in renting time on it.)
  • Will be a shared service where both parties contribute assets (eg Bristol University and Bristol City Council connected their ducting together to form the shared B-Net network)

The great news is that Bristol is in a strong position for all of these options. We are positioned on the JANET national backbone, with fast resilient connections to the cloud. We work closely with other universities and organisations in the south west. Most importantly we have a strong team of highly skilled staff across IT Services. Some of our services are the envy of others across the UK, and we have an R&D unit developing new innovative technology.

We live in exciting times.

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I’m delighted to announce that we have selected Google Apps Education Edition as a new platform to provide email and calendar services for staff, students and alumni of Bristol.

A new email system is long overdue. Although our current email service is very reliable, people are extremely frustrated by the small inbox sizes and dated Mulberry software. We’ve set ourselves an ambitious, but we think achievable, timetable. This starts with a new email service for students arriving this autumn. We’ll then pilot email with staff in at least two departments before Christmas, and building on the results of that roll out to all staff from February to July 2012. Existing students will be able to opt into the new email service in 2012, and we will offer new email addresses for life to all our existing alumni too. After that we’ll provide a new (staff-only) calendar system.

We’ve been preparing for this project for some time. You may have attended the open meeting for staff and students in February, with demos from both Google and Microsoft. Since then IT Services has been working with departments across the university, especially with Legal Services on data protection and contractual issues. We’ve visited other universities who have adopted Google Apps and learnt from their experiences. This all lead to the business case, which was approved by the University Senior Management Team at the June meeting of the Portfolio Executive.

We’ve chosen Google Apps email and calendar for many reasons. It’s a well established product, used in several other universities, with a track record of reliability. It’s easy to use, and many staff and students are already familiar with it. It works on desktops, mobile devices, or anywhere with a web browser if you are on the move. Importantly in the current financial climate, it’s very affordable. There are costs to the project, but Google Apps itself is free of charge to universities. Google will offer us a long contract, guaranteeing that for many years to come, but they also have ways for us to get our data out if we need to do so. Finally, but by no means least, our user survey suggested that most people thought that either the Google or Microsoft product would meet their needs, but Google was the most popular of the two.

What about Microsoft? Microsoft software such as Windows and Office are fundamental to how almost everyone at Bristol uses IT, and that’s not changing. Those staff who already use Outlook on their desktop can continue to do so, just with Google as a backend. The (fairly small!) group of people who really like Mulberry can even keep using that too! But over time we think some of the Google features and improvements will win people over to accessing email through the Google interface.

Important as email is, calendar is in some ways the more interesting project. We’ll roll that out from summer 2012 onwards, when the email migration is complete. Many university staff don’t use our existing calendar at all, and we want to get more staff on board – the most common feedback we get from those who do use calendar is that it doesn’t help unless everyone uses it! There are some real advantages of the Google calendar, such as the ability to make appointments with people outside the organisation, which we think people will welcome.

If you’re interested in knowing more, please have a look at the project website. Right now you can find the complete business case for the project (but be warned, it’s quite a long and dry document!). We’ve also set up a blog and twitter specifically for this project – there’s not much on them at the moment, but will be as things kick off. If you have any questions you can contact the project team by email, or post comments on this blog. See the new email project website for more info or to get in touch.

One of the benefits of adopting cloud computing services like Google Apps is that when the supplier makes improvements to the service they are automatically available to our users, without a long deployment process. Within the last week Google have announced an increase in the mailbox size for all staff and students on Google Apps from 7GB to 25GB. 7GB of space for email is very generous compared with what we had before, but 25GB is huge! A very positive change, and a sign of more to improvements to come.

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Apple II computer. On display at the Musée Bol...

Image of the Apple II via Wikipedia

[This is the 3rd in a series of blog posts on tablets, also see tablets - part 1 and tablets - part 2].

I’ve had a lot of conversations recently about tablets with different people. Some people can be dismissive of tablets, thinking of them as toys. They can’t see what the value is in them.

When something new comes along, we tend to think of it in relation to something we are already familiar with. So to think about the birth of tablets, let’s go back to the birth of the PC, or microcomputer.

The Apple II was released in 1977, and turned out to be one of the first highly successful micros. Before the Apple II micros were very much hobbyist devices, sold in kits. The Apple II was sold preassembled, it was a consumer device. Much was made of how much software was available for it, or you could program your own in BASIC. What would developers do with that?

Two years later we found out. VisiCalc was the first ever spreadsheet program, and it became the killer app for the Apple II. After it was released in 1979 sales of the Apple II took off. You could conceive of Visicalc as an electronic analogue of a paper ledger, but the ability to recalculate on the fly made it so much more. Suddenly you could do scenario planning that was impossible on paper. Every business wanted one. Apple made a fortune out of the Apple II, and sold them to businesses for over a decade, long after the Macintosh came out. But the Apple II inspired IBM to create the PC, Lotus 1-2-3 became the killer app for that, and the business market moved to to other platforms.

So how does this relate to tablet computers? What’s the killer app for the iPad?

Right now tablets are very good web browsers (like a PC). They are good calendars (like a PDA or paper organiser). They are good for reading PDFs and e-books (like a clipboard, or, well, a book). You can use them as a TV, a games console, etc etc.

These uses may be enough value in themselves. But we are still thinking about tablets as analogues to something that came before. It’s quite possible that there is a killer app for tablets, rather like Visicalc, that uses the technology to do something truly new. We just don’t know what it is yet.

Do we have any hints? Try reading John Naugton’s Observer column, on how the iPad makes TS Eliot’s The Waste Land accessible for a whole new audience. As an educational institution, this is something we should be getting excited about.

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Waves breaking at Porto Covo, west coast of Po...

Image via Wikipedia

In my previous blog post I suggested that tablets were consumer devices, not business devices. We struggle to know what to do with them, and perhaps this is because we are thinking about them in the wrong way. But what do we do about this?

We could stop fighting Canute-like against the rising tide of consumerisation. Go with what the users want, which right now means an iPad. Then treat them like consumer devices, rather than trying to shoehorn them into a business hole. Adapt our strategy to fit even though this seems uncomfortable. [What's the best way for an organisation to buy iPhone and iPad apps? I discussed this recently with other universities, and the only conclusion we came to was to let staff use their personal credit-cards to buy apps and reclaim them on expenses. Feels horribly messy, but maybe we'll just grow to accept that.]

Alternatively, keep waiting for a tablet explicitly designed for the business market. The market in a year or two may be large enough to support one. Expect it to be expensive as volumes will be low compared with consumer devices. Expect users to be unhappy, as they compare it to something shinier and slicker aimed at consumers. I’m not hopeful that route would work out well.

Most importantly, how do we cope with the cost at a time when budgets are being squeezed? There are no easy answers, but here are some possibilities:

  • Do nothing now. Keep waiting for costs to come down.
  • Buy small numbers of tablets now – eg constrain the volume within a pilot programme.
  • Expect staff and students to buy their own devices rather than the university buying them.
  • Divert money from desktops and laptops into tablets,
  • Demonstrate hard benefits (eg reduction in printing costs) in order to justify the budget,
  • Tell staff they can’t have a desktop, AND a laptop, AND a smartphone, AND a tablet. They can have one or two of the above, but have to choose which.
  • Have a set of loan devices, for people to use and evaluate before purchase, to avoid spending on something which in the end they don’t use.
  • Have a strict purchasing policy, so that if people do buy a tablet from whichever manufacturer they buy the bottom of the range model. 16GB should be enough for anyone – and the cover must be plastic not leather!

Any other ideas?

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A Picture of a eBook

Image via Wikipedia

There is huge excitement right now about tablet computers. One of the most obvious uses for a tablet is to read documents. Why do we print out reams of meeting agendas & research papers, only to read the document (hopefully!) and then throw the paper away? Is there an opportunity to cut printing costs through use of tablets?

Well – maybe. But not yet. The current crop of tablets just aren’t that great as business document readers. It’s not what they’ve been designed for.

The Kindle and other e-ink e-Book readers are just that – designed for books, not business documents. The screen size is too small to display an A4 PDF, plus there are problems getting docs on and off the device.

Android tablets are still rather new. My view is that the sub 200 quid ones cheap but you get what you pay for. They run Android 2.x, designed for phones not tablets, which results in a poor user experience. For an Android tablet I would want something running Android 3.x. These are currently high-end devices in the same cost bracket as an iPad. But wait a few months and they may be your best bet.

iPads are great devices and very popular. Are users are already starting to demand them. There are some real problems with the iPad in a corporate environment. Getting docs on and off isn’t as straightforward as it should be. Support requires occasional tether to PC/Mac running iTunes, very annoying (although iOS 5 software released in Sept will do away with that and let them operate standalone). But they have a plethora of business and productivity uses beyond just document reading, and are not going to go away.

Windows tablets? Microsoft’s announcement of Windows 8 is quite exciting. The GUI is completely redesigned around touchscreens. But it’s at least 18 months away.

Any other options? Blackberry Playbook? A disaster.

I was very interested in the Que proReader. This was a document reader designed for the business market, from PlasticLogic, a British firm with very innovative technology. It was demoed at CES in January 2010. Two weeks later Apple unveil the iPad, which  blew the proReader out the water. Plastic Logic never shipped it. The moral of this story? Tablets are driven by the consumer market, not business.

So what do we do about this? I’ll set out some thoughts in the next blog post…

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