MSU-TCTO ICTO

Data Center and

Infrastructure Services
Project Charter

ICTO Data Center and Infrastructure Services

Table of Contents

Introduction
.................................................................................................................................. 3

Objectives
..................................................................................................................................... 3

Scope
............................................................................................................................................ 4

Principles......................................................................................................................................
.5

Expected Benefits
......................................................................................................................... 5

Project Approach
.......................................................................................................................... 6

Project
Structure............................................................................................................................ 9

Project Timeline
........................................................................................................................... 11

Project Resources
......................................................................................................................... 12

Appendix A - Work In Progress ..................................................................................................

13
ICTO Data Center and Infrastructure Services

Introduction
This project will initiate planning for the consolidation of campus data center facilities
and IT infrastructure services. The directive for this initiative will be provided by two
planning groups I(to be created)– the Cost Savings and Efficiencies Task Force and the
IT Planning Task Force:

The Cost Saving and Efficiencies Task Force is to be formed to review options for
reducing administrative costs and improving operational efficiency in response to
state level and MSU-TCTO budget considerations. Among other areas, the task force
shall submit proposals associated with information technology including the
consolidation of IT services and infrastructure for data centers and server hosting.

The IT Planning Task Force was created to define a comprehensive strategic plan
for IT at MSU-TCTO (IISP and MITHI) including IT priorities for enhancing MSU-
TCTO’s academic excellence and administrative efficiency, deriving greater value
and efficiency from ICTO’s IT infrastructure, and balancing the needs of individual
divisions and departments against the benefits of institutional solutions. The ICTO
IT Strategic Plan for 2018 – 2020 to be drafted by the task force shall outline the
expected role of information technology at MSU-TCTO and proposes a new IT
operating model to achieve those aspirations.

The advantages of moving toward more centralized planning and sourcing of data
center facilities and IT infrastructure for some specified areas shall be the priority of
these planning groups.

It was also recognized that such a direction would be a major change from how IT
infrastructure has been managed at ICTO since it was created. The sections that follow
outline the proposed approach for planning this change and building a sustainable
capability for campus‐wide IT infrastructure planning and consolidation.

Objectives

The overall goal of the ICTO Data Center and Infrastructure Services study is to assess
the
current state of MSU-TCTO’s IT infrastructure and develop a plan for the creation,
delivery and management of large‐scale campus IT infrastructure services. This will
include

(1.) defining what infrastructure services should be provided at an institutional

level,
(2.) building MSU-TCTO’s capabilities to efficiently and effectively deploy
institutional IT services, and
ICTO Data Center and Infrastructure Services

(3.) rationalizing current IT infrastructure through consolidation, standardization,

integration and virtualization – including:
Data center facilities – reducing the number of physically separate
centers, rooms, closets and other locations where campus computing
equipment operates
IT infrastructure – consolidation and virtualization of the hardware,
software and service components that support institutional applications
and IT‐enabled processes
IT operations – rationalizing the management and support processes
associated with data center and infrastructure operations

The objectives are to be achieved within the framework of the IT Operating Model as
outlined in the ICTO IT Strategic Plan.

Scope

The scope of the Data Center and Infrastructure Services assessment will include
evaluating opportunities to consolidate and expand MSU-TCTO’s institutional IT
infrastructure. Institutional IT infrastructure encompasses the centrally coordinated,
shared IT services that provide the foundation for the university’s IT capability.

Infrastructure Scope

Specific components of the IT infrastructure that will be studied include:

Data center facilities, rooms and closets that currently exist at ICTO and options
for data center expansion such as data center containers, data center facilities
at other MSU campuses and commercial or outsourced data center services.
Shared computing platforms including the hardware and software for
virtualized server environments, shared storage arrays, peripherals, database
management, system monitoring and management. Opportunities to leverage
“cloud‐computing” as a component of institutional IT infrastructure will also be
evaluated.
Middleware applications and services that include shared solutions such as
identity and access management, data warehouse, content management and
collaboration tools that are leveraged across many areas. Opportunities for
developing and managing architecture standards for application middleware
(e.g., enterprise service bus, messaging, workflow, web services, etc.) will also
be evaluated.
Human IT resources that provide the knowledge, skills, experience and
capabilities to convert technology components into useful shared services.
Security and risk management (e.g., disaster planning and recovery) related to
institutional IT infrastructure will also be evaluated.
ICTO Data Center and Infrastructure Services

Infrastructure components that will be included in the scope of this analysis

include network communications, e‐mail and calendaring, helpdesk and
desktop support, institutional data management and enterprise applications as
these areas are being addressed by other teams. (Another Task Force for this?)

Institutional Scope

The Data Center and Infrastructure Services scope will include IT infrastructure
required to support the research, education and administrative activities of the
university.

Principles

A number of principles for how IT planning at ICTO should proceed were outlined in
the IT strategic plan (ISSP and MITHI) and the cost efficiencies report. These principles
represent a starting point for engaging campus stakeholders in developing the
business plan and model for the delivery of IT infrastructure services.
IT is a strategic tool that represents a significant investment. IT efforts and
capabilities must be aligned with the goals of the institution to better enable the
achievement of its mission and maximize the overall benefit of IT investments.

Opportunities to consolidate common services should be actively explored.

Redundant provisioning of common services increases support costs, results in
uneven service levels and inhibits the ability to leverage economies of scale.
Centralization should not automatically be viewed as the solution to every
challenge. Conversely, centralization should not be automatically resisted.
Choices should be made with an enterprise perspective and justified on the
basis of the value they generate.
Local IT autonomy, especially at the frontlines of research and education, is
highly valued and is recognized as a critical component of innovation.
Change initiatives must have strong support from campus leadership and broad
support from the university community. Planning and implementation must
involve faculty, staff and students as appropriate.
Effective cost optimization may need new or continued investment to reap long
term benefits. Some initiatives may take a period of years to implement.
ICTO Data Center and Infrastructure Services

Expected Benefits

The consolidation of IT infrastructure provides an opportunity to improve the

business value of IT in a number of areas. The potential quantitative and qualitative
benefits associated with infrastructure consolidation, standardization, integration and
virtualization will be identified and validated in a business case for campus
infrastructure services.
Opportunity Business Value

OPPORTUNITY BUSINESS VALUE

IT planning Improve the ability to plan, forecast, manage and govern
IT Planning
campus IT infrastructure.
IT cost reduction Reduce overall capital, operating and energy costs.
IT Cost Reduction
Increase IT asset utilization.
IT integration Rationalize architecture complexity. Improve real-time
IT Integration
integration and data management capabilities.
IT integrity Improve system availability, security and disaster recovery
IT Integrity
capabilities.
IT agility Accelerate server and storage provisioning. Improve
IT Agility flexibility to accommodate new applications, peak loads and variable
demand.
Service quality Improve service delivery, management and
Service Quality
measurement capabilities.

A new IT funding model that provides appropriate and sufficient investment to

effectively operate shared IT infrastructure services will also be necessary.
Components that have been identified as important to this funding approach include:

An institutional view and understanding of all IT infrastructure

investments that are being made across the campus
A systematic way of linking IT investments to the business strategy of the
campus and an appropriate mechanism to allocate campus funding resources to
IT
A new baseline and total cost of ownership model for each institutional IT
service that includes annual operating costs and amortizes replacement costs of
hardware and software over the life of the service
The creation of an IT reserve fund that will provide development and
operational funding for institutional IT service needs over a ten (10) year
horizon

Project Approach
The analysis and planning for data center and infrastructure services will focus on
three major areas – data center facilities, infrastructure services and a new service
delivery plan.

ICTO Data Center and Infrastructure Services

Data center facilities:

(1.) evaluation of current data center capacity,
(2.) forecast of future data center needs,
(3.) recommendations for optimal use and operation of existing facilities, and
(4.) sourcing of additional / future data center capacity

Work currently in progress to assess the structural and environmental features of

the networking of MSU-TCTO two campuses (are outlined in Appendix A).

Infrastructure services:
(1.) evaluation of current infrastructure assets and technologies,
(2.) identification of the needs and value associated with rationalized sourcing
of infrastructure services related to data centers, servers, storage, data
management, IT management systems, middleware, integration software,
security and monitoring solutions,
(3.) definition of the campus infrastructure services catalog including the scale,
sourcing, sequence and timing of delivery, and
(4.) specification of the infrastructure standards and architecture necessary to
support campus services
Service delivery plan:
(1.) the business and operating plan for the development, introduction and
delivery of data center and infrastructure services,
(2.) the roadmap for data center and IT infrastructure consolidation,
(3.) investment needs for start‐up and funding model for sustaining on‐going
service delivery, and
(4.) a governance model for on‐going planning, sourcing and management of
data center and infrastructure services
 Data Center Infrastructure Service Delivery
Facilities Services Plan

 Assess ICTO Data Center and
other data repository
alternatives
 Assess campus infrastructure  Assess ICTO Data Center
requirements and priorities
and other data repository
alternatives

Activities
Assess ICTO Data Center
and other data repository
alternatives
Assess campus
Develop business and operating plan for
infrastructure requirements and
data center and infrastructure services
priorities

Assess current
Evaluate IT inventory
data center management Develop data center facilities and
Activities data and opportunities for cost
and operations infrastructure consolidation plan
efficiencies
capabilities
Define data center,
Assess current Develop investment and financial plan for
virtual server / storage / cloud
virtual server/ storage data center and infrastructure services
infrastructure and technical
infrastructure capabilities delivery
services

Assessment of
Campus requirements Market strategy, business plan and
ICTO Data Center and
and priorities for data center operating model for data center and
other data repository
and infrastructure services infrastructure services delivery
options

Assessment of
Opportunities and
ICTO Data Center Roadmap for data center facilities and
business case for data center
facilities, capacity and infrastructure consolidation
Deliverables and infrastructure consolidation
operational capabilities
Assessment of
current infrastructure Data center facilities Investment requirements and financial
technology and forecast and capacity plan plan for services deployment
management capabilities
Infrastructure
architecture and technical
service catalog
ICTO Data Center and Infrastructure Services
The assessment of opportunities associated data center and infrastructure services is
dependent on a related initiative to inventory current MSU-TCTO IT assets. The
inventory will provide a baseline for institution‐wide technology planning and
benchmarks for the comparison of MSU-TCTO infrastructure to that of comparable
institutions.
As with any major initiative, effective project management will be critical to achieving
 successful outcomes. Project management activities set and manage the overall
direction and timing of the project; help ensure effective project communication;
coordinate activities across teams; manage issues and the quality of project
deliverables.

Implementing a new delivery model for data center and infrastructure services will also
involve some significant changes in current practices and a well‐planned, well‐executed
change leadership program will be required to help promote acceptance of these
changes.
An effective change leadership plan is needed in the initial stages of this analysis to
appropriately engage campus leadership, involve campus stakeholders and
communicate
project activities in a manner that addresses the political challenges associated with IT
infrastructure consolidation.

ICTO Data Center and Infrastructure Services

dc services charter citi 9 3/24/2010
Project Structure
The proposed structure for the Data Center and Infrastructure Services planning
initiative
is depicted below.
ICTO Data Center and Infrastructure Services
Key project roles and responsibilities include:
Executive Steering Committee – Executive sponsors who provide strategic
direction and support for the overall initiative and set priorities. Address and
resolve issues related to business direction and organizational responsibilities.
Support the project in securing necessary resources and funding.
Stakeholder Groups – Standing committees who are apprised of the initiative’s
progress, findings and recommendations. Provide input on project approach, issues
and key recommendations. Support the project in evaluating opportunities and new
service delivery models.
Project Directors – Program leaders responsible for managing the overall project
scope, approach and execution. Coordinate assessment, planning and
communication activities. Liaisons to executive sponsors and stakeholder groups.
Facilitate issue management and provide quality assurance.
Management Advisory Group – Key stakeholder representatives who provide
guidance on the project scope, approach and communications. Solicits support for
the project, provides input on key project decisions and signs off on project
deliverables.
Project Manager – Dedicated project manager to coordinate the project plan,
timeline, resources and activities; facilitate issue resolution, quality assurance,
change leadership and communication; and report project status.
Project Teams – Team leaders and resources who execute the assessment and
planning activities related to Data Center Facilities, Infrastructure Services and the
Services Delivery Plan.
Project Support – Project resources that provide administrative support,
coordinate project logistics and support for the change leadership and
communication plan.

ICTO Data Center and Infrastructure Services

Project Timeline
The project timeline is dependent on the level of resources dedicated to this effort. A
target
/ tentative timeline is depicted below.
Deliverables
As-Is

To-B

e Business Model
M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12

ICTO Data Center and Infrastructure Services

Project Resources
A preliminary estimate of the project resource requirements follow.
Resource M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 Hours
ICTO Data Center and Infrastructure Services
Appendix A Work
In Progress
MSA Data Center Assessment
Objective – assess the suitability of the Math Science Addition (MSA) data center for housing the most
critical
campus administrative and research computing systems

Structural and Seismic Assessment

 Assess the risk of building damage or collapse during a major seismic disturbance
Assess the risk to building systems / infrastructure within and adjacent to the data center site
including electrical distribution, HVAC distribution equipment, water and other utility lines during a
major seismic disturbance
Assess the risk to computing equipment from collapse of the suspended ceiling, falling lighting or
other objects during a major seismic disturbance
Assess the load bearing capacity of the fourth floor data center and potential limitations or load
distribution issues that might be associated with increasing the density and weight of computing
equipment housed at the site
Outcomes
Overall understanding of the structural and seismic risks associated with the MSA facility and its
appropriateness as a major campus data center facility
Recommendations for minimizing property and equipment damage or loss of service related to a
major seismic disturbance

Facilities Environmental Assessment

Assess the adequacy of fire detection, alarm and chemical / pre‐action water systems
Assess the capacity, reliability and redundancy of power and power distribution systems
Assess the capacity, reliability and redundancy of HVAC cooling and cooling distribution systems
Assess potential risks associated with chilled water distribution for CRAH units and other HVAC
related equipment, steam lines, domestic water lines, planter bed irrigation systems and other water
sources within, adjacent to or above the data center

Outcomes
Recommendations to minimize potential risks related to fire and internal / external water sources
Recommendations to minimize potential risks associated with failure of power and cooling systems
and the optimal use of available cooling, power loading and power distribution systems
Requirements (if any) for a reliable and redundant data center facility – dedicated power and cooling
systems, redundant UPS systems, redundant dedicated A/C units, backup power generation, etc.

Operations Assessment and Planning

Assess current data center management, monitoring and operational procedures
Assess current data center management, monitoring and operational tools
Develop planning model for data center space, power, cooling, rack and server capacity and data
center floor plan
Outcomes
Recommendations for improving and automating data center management, monitoring and
operations
Planning model and what if scenarios for high capacity, high density, “green” computing center
Master plan for data center facility, environmental, floor plan and computing infrastructure