The DCA Team completed its work with the delivery of their Final Report, approved by the AE Steering Committee on January 30, 2014.
The background work that led to the Final Report is represented below in the work of the sub-teams.
It is important to note that the sub-team deliverables posted below were 1) not yet final, and 2) do not necessarily match the final implementation plan.
The DCA project sub-teams were charged with conducting extensive campus data center inventories, interviews and other information-gathering exercises across campus. Their recommendations are outcomes from this work, and the operational model and governance structure recommended by the team will be presented to the AE Steering Committee for approval in September 2013..
Here is a visual representation of how the implementation team approached its work:
The Campus Services sub-team’s work products are the Summary of Customer-Identified Requirements and Preferences and the Recommended Baseline Service Requirements. Note that these initial drafts have been open for review since March 2013. Those who participated in the interview process were asked to reaffirm or update their responses, and anyone on campus may provide input to the team by emailing the DCA project leaders.
Please note: their work products are not intended to represent the full breath of detailed specifications that would encompass the development of a fully-operational data center service. Instead, the sub-team followed a structured process that ensured that their suggested baseline set of service requirements did not overlook a major requirement, or category of requirements, critical for success. A glossary of the Data Center Services categories used in the work products can be found here.
The Facilities sub-team’s work products were designed to accomplish two goals: 1) provide an inventory of existing data centers across campus, and 2) outline a set of recommended minimum attributes for existing campus data centers. Prior to reviewing these deliverables, please note the following:
- “Minimally acceptable” does not mean the team doesn’t recognize or acknowledge risks in existing centers. Risk abatement would be a separate process. The attributes document (see link below) simply outlines the core requirements.
- Currently, only about 10 percent of the roughly 100 server locations meet the minimum attribute threshold.
- Meeting minimal standards now does not mean that you won’t be asked or required to make changes in the future.
- As with the Campus Services sub-team deliverables, the Facilities products will be provided to the Organization & Governance team for incorporation into the operational model being developed. Some of the minimum attributes may change in this process.
- We welcome your thoughts and input on the attributes document. Please send your comments by email to the DCA leadership team.
- The inventory list (see link below) is for informational purposes only, not for comment. It’s simply an inventory of attributes, not a recommendation. Note that all identifying information has been removed for security purposes.
Download the draft minimum recommended attributes document.
View the current campus data center inventory.
Organization & Governance
By integrating the recommendations of the Campus Services and Facilities sub-teams into the work it completed independently, the Organization and Governance team will organize and present final implementation recommendations to the AE Steering Committee in September 2013. Some specific deliverables include recommendations in each of the following areas:
- Campus Data Center Leadership Group Charter: The charter will outline the charge of the proposed production-state Campus Data Center Leadership Committee, including scope of work, expectations, critical risks, assumptions, member roles & skills needed.
- Roadmap for Campus Data Center Aggregation and Delivery of Services: This document will outline, at a high level, a multi-year plan for campus data center aggregation and a pathway for optimizing how services are delivered. Once documented and approved, the plan will serve as a starting point to guide the work of the production-state Campus Data Center Leadership Group.
- Incentives to Increase Campus Adoption: The sub-team will document a set of recommended campus incentives and disincentives designed to influence campus leadership and data center managers to utilize the central service.
- Standardized Cost Model: The team anticipates that a standardized cost model will serve many functions. It will facilitate the long-term planning and decision making activities of leaders of schools, colleges, and other campus units by enabling them to analyze operational costs of campus data center solutions in an “apples to apples” fashion. It will also serve as a tool with which the Campus Data Center Leadership Group can evaluate the relative efficiency of data centers across campus, identify the costs associated with upgrading any existing data center to meet recommended minimum specifications, and help the project team identify and vet a set of practical incentives and disincentives to align campus decisions with strategic goals.
- Data Center Assessment Model: Develop a model that the production-state Campus Data Center Leadership Group can use as a starting point to compare and assess the service levels, physical attributes, key differentiators, strategic plans, and other relevant data center criteria.
- Campus Data Center Governance Structure: The team will recommend how they envision the alignment of the production-state Campus Data Center Leadership Group with existing campus IT governance and centralized data center operations.
- Services Delivery Model: The team will outline a high-level model of how it recommends and envisions the process for delivering campus-level data center services, including customer on-boarding processes.