MIS ICT Policy

Makerere ICT Policy and Master Plan Approved by ICTIC, February 2001
Makerere University
Information and Communication Technology:

Policy and Master Plan
Vision
".. university-wide access to, and utilisation of information and

communication technology to enhance the position of Makerere
University as a center of academic excellence, and its
contribution to the sustainable development of society.."
© Makerere University: Reproduction or use in part or in whole without the permission of Makerere University forbidden
Makerere ICT Policy and Master Plan Approved by ICTIC, February 2001 15/05/200
i
TABLE OF CONTENTS
LIST OF ABBREVIATIONS AND ACRONYMS iv
PREFACE 1
CHAPTER 1: Summary of ICT Services and Systems Policy 7
1.1 Introduction 7
1.2 Identified ICT Services and Information Systems 7
1.3 Policy Summary 8
1.4 Related Requirements 9
CHAPTER 2: Common Data Services and Office Automation 10
2.1 Common Data Services 10

2.1.1 Electronic Mail Services 10
2.1.2 Access-to-Internet Services 11
2.1.3 Internet/ Intranet Services 11
2.1.4 General User Administration System 11
2.2 Office Computing Services 12
CHAPTER 3: Information Systems 14
3.1 Library Information System 14

3.2 Academic Records Information System 14
3.3 Financial Information System 15
3.4 Human Resource Information System 17
CHAPTER 4: End User Skills Development 21
CHAPTER 5: Data Communication Infrastructure Policy 24
5.1 Inter-campus Connections 24

5.2 Campus Network Systems 24
5.3 Building Network Systems 25
5.4 LAN Segment Identification 25
5.5 Network Implementation Policy 25
5.6 Security Policy 26
CHAPTER 6: ICT Management Policy 27
6.1 General ICT Management Policy 27

6.1.1 ICT Implementation Committee 27
6.1.2 Directorate for ICT Support 28
6.1.3 ICT Steering Committee 28
6.1.4 Architecture Working Group 28
ii
6.1.5 Ownership 29
6.1.6 Hire of External Expertise 29
6.1.7 Service Levels 29
6.2 Core ICT Management Functions 29
6.2.1 End User Support Services 29
6.2.2 Operating System and Network Management 30
6.2.3 Data Base Administration 31
6.2.4 Configuration Management 32
6.2.5 Security and Auditing Services 32
6.2.6 Technology Planning 32
6.2.7 Support Functions 33
6.3 Outsourcing Policy 34
6.4 Make or Buy Policy 34
6.5 Relationship with End Users 34
6.6 Director, DICTS 35
ANNEX A: IMPLEMENTATION MASTER PLAN FOR ICT SERVICES
ANNEX B: CONCEPT DRAWINGS FOR CAMPUS NETWORKS, INTER-

CAMPUS LINKS, AND LAN SEGMENTS DATA
iii
LIST OF ABBREVIATIONS AND ACRONYMS
ARIS Academic Records Information System

AWG Architecture Working Group
CAD Computer Aided Design
CAM Computer Aided Manufacture
CBT Computer Based Training
CCE Center for Continuing Education
DBMS Data Base Management System
DC Data Communication
DICTS Directorate for ICT Support
DNS Domain Name Service
Email Electronic Mail
FAQ Frequently Asked Questions
FINIS Financial Information System
FTP File Transfer Protocol
GIS Geographical Information Systems
HURIS Human Resource Information System
ICS Institute of Computer Science
ICT Information ans Communication Technology
ICTIC ICT Implementation Committee
ICTSC ICT Steering Committee
IP Internet Protocol
IRM Information Resource Management
LAN Local Area Network
LIBIS Library Information System
TCP Transmission Control Protocol
WAN Wide Area Network
WWW World Wide Web
iv
PREFACE
Any modern institution of higher learning is critically dependent on the smooth
functioning of Information and Communication Technology (ICT) and ICT services.
Smooth functioning and running can be assured only if establishment, operation and
extension of ICT and ICT enabled functions is effected within a clear policy
framework that takes full cognisance of the institution's overall strategic goals.
Makerere University recognizes this critical need and has therefore agreed to establish
its ICT Policy, as detailed in this document, comprising the university general vision
of the role and nature of ICT in its functions. It outlines:
1) the anticipated ICT services that are considered of strategic relevance to the
University
2) the actions to be taken to actually implement these services
3) the principles of a University-wide ICT infrastructure, and
4) the major characteristics of the ICT management environment to assure

sustainable, efficient, user-friendly and secure operations and deployment of all
anticipated ICT services.
This document serves as a foundation for the management of Makerere University as

it starts, for the first time, on an integrated and structured approach for the
development, deployment, and management of modern ICT services. It serves as a
guideline for management concerning all ICT developments and decisions during a
planning period of 5 years starting 1 January 2001.
The ICT Policy, reflected in this document, is the result of a university-wide needs
assessment, careful feasibility studies, and careful decision making by the University
management. The ICT Policy, by virtue of its approval by the University Council, can
be considered the primary guide for structured ICT implementation planning and
decision making in the next five years.
Like other resources (such as staff, capital, and facilities) ICT and ICT services and
systems require planning, monitoring, controlling, and staffing. The development of a
general policy for assimilating ICT and ICT services into the institution’s operations
has grown steadily more important. To be effective the policy planning process must
deal simultaneously with the realities of the institution’s organizational culture,
general planning culture, existing technologies and systems, and the relevance of ICT
to the institution’s general long-term goals. Some major reasons for integral ICT
policy planning are:
- Rapidly changing technology. As technology changes, planning becomes

increasingly important in order to avoid incompatibility and
inaccessibility. Networked organizations are a reality, and developing
institution-wide network systems requires implementation schedules up to
four years.
- ICT expertise scarcity. The scarcity of adequately trained and experienced
analysts, software engineers, systems and network managers, coupled with
1
their long training cycles restrains ICT developments and requires that
planning priorities be established.
- Scarcity of other resources. Limited availability of financial and

managerial resources is the other reason for high level ICT planning. ICT
is only one of many strategic investment opportunities for Makerere
University, and the potential ‘returns on investments’ in it must be
weighed against those of the alternatives.
- Trends to integrated services, systems and databases. A significant

proportion of the application portfolio involves design/implementation of
database centric services and systems that finally will be interrelated and
accessed by different parts of the institution. A long-term view is critical in
order to appropriately select database contents and technologies.
- Validation of general strategic plan. The implementation of new academic

programs, courses, services, research programs, educational policies and
methods as well as the potential growth of the number of students will
depend on the availability of ICT services and systems. Understanding this
dependency at an early stage is critical.
In this document ICT policy comprises contents and functionality aspects, process
aspects, and the resource aspects of ICT.
Contents and functionality aspects reflect what ICT systems should do for the
institution, which services they provide and/or data they contain. The process aspects
describe how, when and in which order particular ICT services should be
implemented. They describe the courses of actions to be undertaken in order to
design/develop/implement the systems. They also describe how and by whom the
development process should be organized, controlled and monitored (project
management).
The resource aspects realistically specify the various resources, which are required
for actual implementation, deployment and operational management of ICT services
and systems. Initially, resources are expressed in equipment, software, network,
documentation, and human capacity/expertise. Generally, these immediate resources
are translated into financial requirements (in terms of investments and operating
costs). Resource planning not only specifies what is needed but also how and when
financial consequences can be funded.
Strategic relevance
The strategic impact of ICT and services may vary among institutions and, over time,
within an individual institution of higher education. ICT may be more significant to
some functions within the university than to others. This notion of differing strategic
relevance is critical to understanding the wide diversity of potential practices that can
be used to integrate ICT within the university. It emphasizes the relevance of clear
and timely high-level decision making on ICT subjects and the availability of long
term (strategic) ICT development plans.
2
To provide support from the total institutional point of view, ICT must focus first on
the University general long-term objectives, thereby supporting the University’s
overall strategic planning. In other words the ICT policy has to be synchronized with
the institution’s critical success factors and directed towards accomplishing the
institution’s long-term goals.
Successful development, implementation and deployment of ICT services depends on

careful and realistic planning, although planning as such cannot guarantee success.
The risks inherent to today’s ICT environment, with changing technology and
increasing user demands, require that managers are always fully appraised of
technology and application trends, so that strategic decisions on change can be taken
without adverse impact on the university’s operations, or late and costly decisions.
Follow-up: tactical level ICT management

ICT Policy is the foundation for tactical (or project level) ICT management. While
ICT policy determines ICT developments and management over the strategic time
horizon (say five years), tactical ICT management concerns the planning and control
of resources within the framework of the ICT Policy objectives. They involve
breaking down the long-range objectives into shorter range, project level goals;
determining the actual resources needed; setting up the specific project plans to reach
those goals; ensuring that resources are brought in and used by the project as
efficiently as possible.
Co-ordination of ICT policy

Effective management of the tension between ICT professionals and (potential) users
should be managed by establishing clear organizational arrangements that specify the
user domain, the ICT domain and the top management’s role. Top management must
play a significant role in ensuring that these policies are developed and that they
evolve over time. Both ICT professionals and users must understand the implications
of their roles and the possible conflicts.
ICT responsibilities
The following tasks constitute the central core of ICT responsibilities, the minimum
for managing the long-term ICT policy:
- Develop procedures that ensure that, for potential ICT projects, a comparison
is made on internal development versus purchase.
- Maintain an inventory of all installed or planned-to-be-installed ICT services.
- Develop a set of standards that establish:
o Mandatory communication standards.
o Documentation procedures.
o Data dictionary.
o Operating systems.
- Identify and provide appropriate ICT management staff career paths.
- Prepare detailed checklists of questions to be answered in any
hardware/software acquisition to ensure that relevant technical and managerial
issues are raised.
- Identify and maintain relationships with suppliers.
3
- Establish education programs for (potential) users that communicate both the
potential and the pitfalls of modern ICT and that define the users’ roles in
ensuring its successful introduction.
- Establish an ongoing assessment/review of ICT services and systems for
determining which ones are obsolete and should be replaced/redesigned.
User responsibilities
To assist in the orderly implementation of ICT services and grow in an understanding
of their use, cost, and impact on the institution, the following responsibilities should
be fulfilled by the (potential) users of ICT services:
- Clearly understand the scope of all ICT services supporting the user.
- Realistically appraise the amount of user personnel investment that will be
required for each new project.
- Ensure that comprehensive user input takes place for all ICT projects.
- Periodically audit the adequacy of systems, system standards, performance,
and adequacy of security procedures.
- Participate in the development and maintenance of the institution’s ICT policy
that sets new ICT priorities, and evaluates a portfolio of projects.
Role of senior management

ICT policy planning relates to long term planning and decision making on all
substantial ICT initiatives of the institution. The success of any ICT policy making
exercise is dependant on obtaining approval and support from top management,
whose commitment will enable an organization to establish a cohesive link between
the institution’s general objectives and policies of ICT. Top management commitment
must ensure that ICT policy decisions are driven by real ICT needs and the desire to
improve the institution’s performance and educational and scientific competence. Top
management must foster a climate in which innovation through ICT can develop. A
long-term vision must originate from and be encouraged by the top management of
the institution.
Lack of commitment at the highest management levels is a great risk to large-scale

and institution-wide ICT undertakings. It results in a failure to exploit ICT
successfully and loss of opportunities. The reason for lack of commitment may stem
from a limited perception of the role of ICT in an institution of higher education.
Direct and active participation from senior management (general and departmental)
must be a continuing process. Taking into account the substantial impact on
operational and managerial processes and the substantial funds needed to develop and
sustain the projected systems, ICT Policy must receive the full support from general
management.
Who is responsible for ICT Policy Planning?

The ICT Policy planning process is performed by a management team that gives
sufficient representation to all stake holders (senior academic and administrative
management, management of support functions such as finance, library, student
affairs, and the ICT manager). Senior management must assess the quality of ICT
developments and operations and - depending on how critical it is to the overall
objectives of the institution - must be involved actively in determining its structure
4
and the standards for its quality of service. The central question for both senior
management and ICT management is whether the current ICT developments and
operations effectively support the institution.
Changing working habits and processes

The process of integration of ICT services into the institution must be properly
managed. If it is poorly managed ICT will not evolve into a well-functioning and
accepted system but, instead, into a collection of disjointed islands of technology, that
finally can only be managed with great difficulty. Overall efficiency and effectiveness
can never be measured.
ICT can and will change the way in which an institution of higher education
functions. Implementation of ICT is not simply an introduction of new technology, but
a complete re-thinking of how the institution's functions are achieved. Success only
comes when people are able and willing to change (renew) their working habits and
thinking processes. Without this change of thinking and doing when new technology
or new ICT services are implemented, technical success is likely to be accompanied
by organizational failure.
Data Communication requirements inherent to ICT Services

Each modern ICT service and information system includes a data transfer component,
the need to transfer information between data sources and users of information. The
nature and scale of the university’s data communication network infrastructure, in this
context comprising local area networks (LANs), campus links and wide area network
(WAN) connections, depends on the data communication requirements inherent to
the total collection of required/expected services and systems specified in the ICT
Services and Systems Policy. Consequently, network policy decisions presented in
Chapter 5 are, by definition, relevant to and associated with the services and systems
requirements reflected in Chapters 2 and 3.
Institutional (corporate) Database Systems

Development of corporate database systems strategy involves both the collection of
data files at a particular central location for reference by multiple users and the
development of networks and procedures (security, reliability, privacy) that will allow
users to access data stores easily regardless of their physical location. A specialized
(central or distributed) staff provides a focal point for both conceptualizing and
developing the architecture of these systems to serve multiple users among the
university. The university recognized the need for integrated institutional database
services: students’ personal data, students’ performance data, library catalogues,
shared financial data, electronic mail, and shared planning data.
Order of implementation (Master Plan)
The order in which the planned ICT services and systems will be implemented is
largely dependent on the nature of and the relationship between the different ICT
systems and services. For example: a central Student Records System can only be
accessed by remote users if appropriate connectivity services (Campus and Local
Area Networks) are provided between the central database server containing the
Student Records and the remotely located users´ desktop computers. To understand
5
the point in time at which a particular ICT service and system can/must be
implemented, the essential relationships with other systems are mentioned but not
elaborated.
Document Lay Out
The first section is this Preface, giving the background and the rationale for the policy
and master plan decisions presented in this document. Chapter 1 gives a summary,
condensing all the policy statements relating to each ICT systems, services or
processes.
All information systems and application have pre-conditional requirements for

successful implementation. These include common network services, user level data
communication services, and office automation. These are discussed in Chapter 2.
Chapter 3 presents the anticipated ICT services and systems, regarded as of strategic
importance to the University in the short and long term. It defines the major
functional characteristics of the ICT services/systems, critical implementation
decisions (issues), and operational and deployment essentials. The information
systems discussed are the Library Information System, the Academic Records
Information System, the Financial Information System, and the Human Resource
Information System.
Chapter 4 (End-User Skills Development) describes the university short-term and

long-term skills development policy for students, staff and managers within the
context of the anticipated ICT services and systems.
Chapter 5 concentrates on the principles of the data communication network

architecture, necessary to provide data transfer services to the collection of end-user
level ICT services and systems (defined in chapters 2 and 3) in an effective, efficient
and secure way. It comprises both the ‘low-level’ network services and physical
infrastructure.
Chapter 6 (ICT Management Policy) defines the organizational and managerial

arrangements at various levels, necessary to assure sustainable, reliable, user-friendly
and secure provision of the ICT services. Its focus is particularly on the management
and maintenance of common ICT services and resources.
The Master Plan, giving the schedule of implementation and full documentation of the
expectation for each service or system, is detailed in Annex A, while Annex B gives
the concept drawings of the networks for the different campuses as well as data about
the LAN segments.
6
Chapter 1: Summary of ICT Services and Systems Policy

1.1 Introduction
This chapter contains policy statements on ICT services and information systems that
are of strategic importance to the university. The concise description of the essential
functional requirements, as well as the relationship with other systems and services,
are given in the later chapters. Detailed functional descriptions, the most essential
resources, and the essential implementation strategies are given in the Master Plan
(Annex A).
1.2 Identified ICT Services and Information Systems
The university ICT Policy anticipates the implementation of the following ICT
services and information systems as well as related implementation, operation and
management issues:
1.2.1 General (low-level) data communication services providing full-coverage

internal and external connectivity for all anticipated user-level ICT services
and applications.
1.2.2 Internal and external E-mail and Access-to-Internet services at all workplaces
embodying general internal and external information provision through
Internet/Intranet technology (Web based information services).
1.2.3 Availability of common office applications such as word processing,

spreadsheet processing, access to databases, etc. at all workplaces.
1.2.4 An integrated Library Information System.
1.2.5 An integrated Academic Records Information System.
1.2.6 An integrated Finance Information System.
1.2.7 An integrated Human Resource Information System
1.2.8 Applications for learning and education.
It must be noted that the university ICT policy does not explicitly include specialised
applications supporting teaching processes (Computer Aided Learning) and
professional applications to be used in specific educational and scientific fields, such
as CAD/CAM. Neither does it include specific applications for research purposes.
These classes of ICT applications are assumed to be the responsibility of the faculties
concerned. It is however part of the University's policy to:
1.2.9 Ensure that all end users are equipped with the necessary level and variety of
skills to facilitate their functions.
7
In addition, the University has addressed the following issues at policy level:
1.2.10 Sustainable management of ICT resources that takes into account the interests
of all users
1.2.11 Sustainable funding
1.3 Policy Summary
1.3.1 It is the University Policy to assure availability of all anticipated ICT

services/systems at any workplace in the university, and, for selected services,
to locations outside the University through Common Network Services.
Common Network Services (Network Infrastructure), mainly comprising
physical network infrastructure (wiring, switches, routers, servers, etc) and
communication protocols (TCP/IP), form the collective data transport means
for all current and future ICT services/systems.
1.3.2 It is the University Policy to assure availability of User-level Data

Communication Services such as Email, Access-to-Internet, Internet/Intranet
Services, which actually are major “users” of the low-level network services.
1.3.3 It is the University Policy to promote office computing in all offices. In this
text the term office computing is used for the application of ICT, mostly desk-
top computers, to support general office tasks. This applies to lecturers,
researchers, managers, as well as to secretarial and clerical workers. Major
office computing applications are: word processing, electronic mail,
spreadsheet processing, document storage and retrieval, desktop publishing,
access-to-internet and intranets.
1.3.4 It is the University Policy to improve both the efficiency and effectiveness of
library operations and services through the implementation of an integrated
on-line Library Information System (LIBIS).
1.3.5 It is the University Policy to enhance and streamline student education related
administrative and managerial processes and to improve academic reporting
facilities at both central and faculty level through the implementation of an
integrated Academic Records Information System (ARIS).
1.3.6 It is the University Policy to enhance and streamline financial management

processes and reporting facilities at both central and faculty levels through the
implementation of an integrated Financial Information System (FINIS). Given
the decentralized nature of budgetary management, it is the University Policy
to make these functions also available to faculties and other budget centers.
1.3.7 It is the University Policy to enhance and streamline the human resource
management and administrative processes through the implementation of a
Human Resource Information System (HURIS).
8
1.3.8 It is the University Policy in the broadest sense to promote the deployment of
ICT in all areas of education and research through creating technical and
organizational preconditions.
1.3.9 It is the University Policy to ensure and require that all students, academic
staff, administrative and support staff, and managerial staff are trained on a
continuing basis to equip them with the requisite skills to fully exploit the ICT
environment in their different functions
1.3.10 It the University Policy to ensure sustainable management of the university’s

ICT policy and resources through the creation of appropriate policy, advisory
management and operational organs that will cater for the broad interests of all
users
1.3.11 It is the University Policy to provide for the growth and financial sustainability
of its ICT resources through appropriate funding and operational mechanisms
1.4 Related requirements
ICT services and systems will become inherent in the university’s educational,
research, administrative, and managerial processes. Each individual ICT service and
system as such places demands on the:
1.4.1 Anticipated data communication infrastructure. For each ICT service or

system the minimum (initial) communication requirements are identified.
1.4.2 Staff resources during implementation stage. This will involve Makerere staff
as well as local and foreign expertise
1.4.3 Staff resources during deployment stage. Adequate organizational

arrangements have to be made to ensure that the necessary staff to run/
manage systems is either re-deployed or recruited in good time.
1.4.4 And the operational ICT management environment during and after
implementation.
9
Chapter 2: Common Data Services and Office Automation

2.1 Common Data Services
Data Communication forms an essential component of the University ICT policy. It

must assure availability of all anticipated ICT services/systems at any workplace in
the university. Different services should be available even from outside the
University. The University Policy gives priority to the development and
implementation of Data Communication Services at two different but related levels:
• Common Network Services (Network Infrastructure) forming the collective

data transport means for all current and future ICT services/systems. As such
it puts great demands on design, performance, security, percentage of cover,
reliability, continuity, operations, management and maintenance.
Common Network Services, mainly comprising physical network

infrastructure (wiring, switches, routers, servers, etc) and communication
protocols (TCP/IP), are prerequisites for running systems such as Library
Information System, Finance Information System and application level
communication services, such as email and Internet access.
Common Network Services cover the complete institution’s network

infrastructure, comprising LAN infrastructures as well as connections between
geographically dispersed sites (buildings, campuses) and connections to the
Internet backbone. For a more detailed specification of the network service
requirements, including both physical infrastructure and network services,
reference should be made to Chapter 5 of this document.
• User-level Data Communication Services such as email, access to Internet,

Internet/Intranet Services, which actually are major “users” of the low-level
network services. Email and access to Internet services (WWW, FTP) require
specific application software on the users’ workstations. This client-side
software (mailer, browser) is currently integrated in all modern operating
systems (Unix, Linux, Windows NT, Windows 2000) and does not need any
additional software investment.
2.1.1 Electronic Mail Services
Electronic mail and messaging systems are an increasingly important part of a

university’s ICT strategy. Email systems are designed to enhance communication
within the institution and with other institutions. It lets users communicate from their
desk. An electronic mail system consists of the following components:
• The user’s front-end application, providing facilities for creating, addressing,

sending, receiving and forwarding messages. Other features include the ability
to attach files and other information to messages.
10
• The back-end email server application that forwards messages from the sender
to the receiver. Messages are stored until delivery, and a translation facility
allows users of different email systems to exchange message. In general, the
email server application requires one or more dedicated computer(s). Email
server software is available as part of modern server side operating systems or
may be acquired from specialised vendors.
• A directory service, the Domain Name Service (DNS), that maintains a

database with users and services on the network. Users access this service to
locate the addressee and his or her email address. This service is installed on
one or more dedicated computer(s). In general: the DNS database is replicated
on several computers for protection against system failure (primary and
backup or secondary DNS Server).
2.1.2 Access-to-Internet Services
This is (or becomes) one of the most valuable communication services for institutions
of higher learning. It provides access to a wealth of information sources, located on
computer systems around the world. In the university Access-to-Internet includes the
following components:
• A Web Browser application running on every workstation to search, download

and display visual information sources.
• Appropriate internal network infrastructure and equipment linking the internal

network to the ‘Internet Highway’.
2.1.3 Internet/Intranet Services
Intranet Services include facilities to design, develop and store information formatted
as web pages and make them accessible through the LAN of the institution, while
Internet services publish information on the World Wide Web. In general, both
services use similar software and hardware technology.
Intranet Services may be used for on-line publication of parts of corporate databases,
maintained by systems like FINIS, LIBIS, ARIS and HURIS. Further, in an academic
environment Intranet Services are applied to access course manuals and other study
and research documentation.
Providing Internet/Intranet Services (setting up an institutional web site) requires

dedicated (application) software, such as MS Internet Information Server. In general,
this software is available as part of Server Operating Systems (For example Windows
NT server) or may be acquired from third party vendors. In general a dedicated
computer is reserved for Internet/Intranet services.
2.1.4 General user administration system
The administration of all users, employees, guest accounts and others as well as
students is tedious work. In order to handle the large numbers at Makerere University
(more than 20,000) there should be one user database, for the university common
11
system. The database contains general information on each employee such as name,
department, addresses, phone numbers, email address, web-address and so forth. For
students, as an example, names, addresses and departments/courses are collected. The
information on students is imported from ARIS while the information on employees is
imported from HURIS. Information about visitors would be provided by the different
departments.
The database will generate information to digital catalogues such as web- and e-mail
catalogues as well as to printed catalogues of different kinds. Last but not least, basic
information will also be generated to the authentication system, containing user-id and
password including the accounts for different systems. For the students, this means
that the same account/e-mail-address and user-id can be used for the length of the
program. The account automatically expires when the student is no longer active in
ARIS. In the same way, expiry of employee accounts will be flagged by HURIS.
Figure 2.1 shows a schematic of the email and internet/intranet access data base
management system (DBMS).
Figure 2.1: Email and internet/intranet access data base management system
2.2 Office Computing Services
It is the university’s policy to promote office computing in all offices. In this context
the term office computing is used for the application of ICT, mostly desk-top
computers, to support general office tasks. It does not only apply to clerical and
secretarial work, but also to the office work of managers, researchers and lecturers.
12
Office computing comprises a set of office-related functions in a single computer,

usually a desktop computer, either freestanding or linked to the university’s network.
Major office computing applications are: word processing, electronic mail,
spreadsheet processing, document storage and retrieval, desktop publishing, and
access to internet.
To be effective, office computing not only requires appropriate (freestanding or

networked) computer systems on the workers’ desks, but also adequate knowledge
and skills in the use of the computer system and the different office applications. A
major component of the university’s ICT policy is the development of these general
end-user computer skills (Refer to Chapter 4 of this document).
13
Chapter 3: Information Systems

3.1 Library Information System
As more information is made available in a variety of formats and media an in a

variety of locations, the need to manage information efficiently becomes more and
more critical. Both library staff and library users want access to more information and
want to access it more efficiently.
It is the University Policy to improve both the efficiency and effectiveness of library
operations and services through the implementation of an integrated on-line
Library Information System (LIBIS).
The anticipated Library Information System will integrate the following functionality:
Essential functional requirements
• Circulation Control System.

• Catalogue Maintenance System giving a high quality of bibliographic records in
conformity with the standard cataloguing codes.
• On-line Catalogue Access.
• Ability to share resources (catalogues) among libraries at different locations.
• Acquisitions Control, including search of on-line sources of publications, on-line
access to book dealers and book publishers and order placement, checking in,
query on-order records.
• Serials Ordering and Control.
• On-line (through Internet) access from any workplace to Reference and
Information Services (indexes, abstracts, etc) in the University library and other
universities, libraries, and institutes.
• Statistical reporting and management information provision.
Implementation issues
As part of the implementation process, there will be a lot of effort and high costs
required in converting current manual files into computer files. This process involves
a considerable amount of staff time for weeding, inventory, revamping circulation
procedures. Serious consideration will be given to out-sourcing this function.
3.2 Academic Records Information System
Academic Records Information System (ARIS) is the generic term for the collection
of ICT services designed to support student and education related administrative and
managerial processes. These include: management of student personal records,
student academic performance registration and analysis, student admission/
registration, examinations, management of data related to academic programs and
courses, allocation of facilities and staff, class scheduling.
14
It is the University Policy to enhance and streamline student education related

administrative and managerial processes and to improve academic reporting
facilities at both central and faculty level through the implementation of an
integrated Academic Records Information System (ARIS).
The ARIS will include the following functionality:
• Management of student personal records.

• Admission of students.
• Management of student academic performance records and student academic
performance analysis.
• Curricula and course records management (Academic Program Offerings).
• Class scheduling (time tabling).
• Space and teaching staff requirements analysis.
• Students’ financial transaction management.
• Students’ health records management.
• On-line database query and reporting facilities.
• Alumni records and activities.
Implementation issues
Though not as critical as the LIBIS problem, there will be need to convert all
students’ records from the time the institution started operating to computer files.
Serious consideration will be given to use of temporary staff or out-sourcing this
activity.
3.3 Financial Information System
The financial management function in any organization encompasses a great number

of closely related administrative and managerial processes. Financial processes
combine day-to-day verification and registration of financial transactions with
managerial tasks like financial forecasting (budgeting), allocation of funds,
performance monitoring, budgetary control, decision-making, and auditing.
It is the University Policy to enhance and streamline financial management

processes and reporting facilities at both central and faculty level through the
implementation of an integrated Financial Information System (FINIS).
The following functionality is regarded essential to the University financial

management.
• Budget preparation, implementation, monitoring, reporting and evaluation. Given

the decentralized nature of budgetary management, it is the University policy to
make these functions available to faculties.
15
• Debt management.
• Cash management.
• Foreign aid management.
• Revenue management including assessment of financial needs, collection of gifts,
determination of tuition fees, government appropriations, contracts and grants,
investments, sales.
• Expenditure management including authorization of expenditures, personnel
costs, vendors, awards.
• Personnel cost administration (payroll).
• General Ledger.
• Budget Ledger.
• Commitment Ledger.
• Accounts Payable.
• Account receivable.
• Fixed assets management.
• Inventory Control.
• Cost accounting functions.
• Financial analysis and (Web technology based) reporting capabilities.
Implementation Issues
Traditionally most financial management tasks are centralized. Partly due to the
availability of computer networks and modern distributed financial information
systems a trend to decentralizing certain financial management tasks is apparent. The
University management is aware of this inevitable trend. They may decide, as part of
the system’s implementation process, to change/redesign administrative procedures
and even to decentralize certain financial management tasks and responsibilities. The
introduction of a computerized financial information system may require fundamental
reforms of functional processes or methods such as the introduction of an appropriate
budget classification system. Makerere has already started operating decentralised
financial management functions, and should therefore easily adapt to the required
changes.
3.4 Human Resource Information System
Human resource management refers to adequate utilisation of human labour for

productivity and attainment of the organisational mission, goals and objectives. In an
institution of higher education human resources form a primary organisational
resource, which is scarce, expensive and difficult to maintain.
A university spends over 70% of its financial resources on personal emoluments and
the university must concentrate its efforts on effective management of its employees
for optimum returns on its investment in human capacity. The university’s objectives
will be realised only through proper human resource management as a pre-requisite
for providing its primary services, education, research and dissemination of
knowledge, and for managing other resources.
16
It is the University Policy to enhance and streamline the human resource

management and administrative processes through the implementation of a Human
Resource Information System (HURIS).
A Human Resource Management Information System and Payroll Information System

encompass a number of closely related processes supportive to human resource
management. In particular they include maintenance of employee records, the
quantitative and qualitative forecasting of capacity, allocation of human capacity, the
calculation of salaries and, in accordance with established policies and procedures, the
provision of management information. The Payroll Information System has a direct
relation with the financial management function: for instance Payroll Information
System will provide the financial management function with the information needed for
making (regular and ad-hoc) payments to the university's staff.
Personnel data makes up the bulk of data in the core data base, linked to other activity
areas such as Payroll, Human Capacity Planning and Welfare. A major objective of a
Human Resource Information System will be optimisation of a scarce and expensive
resource.
A policy element the university has to address at a higher level is the establishment of
a guide about the acceptable relative sizes of academic (line function) and
administrative (support function) staff. This will also be reflected in the financial
outlays for the core versus the support functions in the university.
• Establishing a human resource policy.

• Plan short- and long-term staff requirements.
• Recruitment of staff.
• Job evaluation.
• Training of staff.
• Salary administration.
• Pension fund administration.
17
Chapter 4: End User Skills Development

In an environment where pedagogic, administrative and managerial processes are
automated, the necessary skills to utilize the services/systems, keep them running, and
develop and implement them demand new, often high-level, skills.
It is the University Policy in the broadest sense to promote the deployment of ICT in
all areas of education and research through creating technical and organizational
preconditions.
It is the University Policy to ensure and require that all students, academic staff,
administrative and support staff, and managerial staff are trained on a continuing
basis to equip them with the requisite skills to fully exploit the ICT environment in
their different functions
The following are university policy level requirements:
(a) All students in all faculties are required to take the prescribed introductory level
module(s) that will be credit carrying modules within twelve months of first
registration.
(b) All staff recruited into positions above M.. are required to demonstrate the
prescribed level of competence before formal appointment.
(c) Before appointment to Assistant lecturer level, academic staff are required to
demonstrate the prescribed level of competence in technology enhanced
interactive learning techniques. Staff already at or above this level will be
required to acquire the prescribed competence by the end December 2002.
(d) It is required that each faculty, school or institute has at least 1 computer per 5
students enrolled for undergraduate degree and postgraduate diploma courses,
and 1 computer per Masters or PhD student, by the end of December 2002.
End-user skills development includes all efforts to enforce awareness, general

knowledge and general and specific computer skills related to the use of information
technology. Within this context the end-user is defined as each person who uses ICT
services or the information they produce to support his/her “normal” learning,
teaching, research, administrative, secretarial, or managerial tasks.
Knowledge and skills for the development and implementation of ICT services and
systems and for the use and management of these systems is very limited in both
academic and administrative areas. Consequently, staff training in use of ICT services
and systems, development of ICT professional skills, and appropriate (project)
management capacity are regarded high-priority goals of the university’s ICT Policy.
In line with the implementation of the different ICT services and systems,
considerable knowledge and skills have to be developed among the end-users so that
they are able to:
18
• Use ICT services and systems effectively and as independently as possible.

• Contribute to the specification, design and implementation of ICT applications.
• Be aware of the shared responsibilities for equipment, software and data, and
enforce an atmosphere of collective responsibility and system ownership.
• Manage and control complex project oriented processes, like implementing
University-wide infrastructure or information systems.
• Establish and sustain effective, efficient application and data management and
systems maintenance.
The University Policy provides for the development and implementation of a

consistent set of training programs with different levels for different categories of
(potential) ICT users: Students, teaching and research staff, clerical and secretarial
staff, and general management staff.
Permanent intensive staff development will be set up as soon as possible and

simultaneously with the implementation of the different ICT Services and Systems.
Content, level and target groups will be brought in line with the actual training needs,
arising from the implementation of the different Services and Systems.
Additionally, it is the University Policy to create organizational (trainer capacity,

training management) and technical (practice lab and computer based training
tools, self-paced training mode) conditions assuring continuous in-house ICT
training capabilities in the long-term.
Training shall be provided to cover, as far as possible, all skill levels. While it is not
intended to turn all users into experts, it is important that the training plan supports all
users at all levels. It would be inadequate to only support the least advantaged group,
as that would have the undesirable effect of creating a great mass of ‘average’ users
with no experts. The need for experts is never diminished.
The short- and medium-term goals shall aimed at creating, as rapidly as possible, a
sizeable proportion of staff who are familiar with, and able to effectively use the ICT
infrastructure in their daily work. At the end of the first phase of the training, the
University expects that:
• All students and staff at all levels are able to use standard application packages
(word processors, spread sheets, data bases) as well as email and the Internet.
• Administrative chores like calling meetings and distribution of minutes and other
documents are handle via email
• Students and staff interact more using online message boards, email, and online
discussion fora. The traditional modes of interaction (notice boards, circulars)
should be replaced for most activities.
Training Resources
In order for the above to have a good chance of being effective, the University needs
well-equipped training facilities. At the moment there are a number of computer labs
scattered around the University that could be used for CBT. However all of them are
lacking in some respect or other. Two fully equipped training centers will be set up at
the University, to be used as needed for training purposes. The centers, to be owned
19
by the Institute of Computer Science (ICS), shall include state-of-the-art CBT

equipment and software. The university will provide space for the centers.
To better support learning, online applications for user support will also be developed.
These will include moderated online discussion fora where users can ask questions,
share ideas and solutions and basically keep in touch; online manuals and Frequently
Asked Questions (FAQ) lists. This approach will enhance information sharing as well
as increasing user familiarity with using online resources.
20
Chapter 5: Data Communication Infrastructure Policy

Data communication (DC) systems provide essential links between users of
information and sources of information, and form the basis of the network
infrastructure. In the previous chapters the essential ICT requirement in terms of
applications and services have been documented. Data communication requirements,
inherent to the different applications and services are identified in this chapter.
The chapter documents the ICT policy decisions made on the required functional
structure of the university’s data communication network. This provides a planning
framework enabling the network planners to design and implement a consistent and
flexible corporate DC infrastructure, meeting the collective DC requirements inherent
to the agreed ICT applications and services. It also provides a global picture of where
major servers are located, the segmentation of the building networks for each
building, the principles of the intra-campus network and major characteristics of the
inter-campus links for each campus. The actual geographical and technical details of
the network nodes shall be decided during the implementation phase.
It is the University policy to develop a University-wide data communication network

consisting of the following building blocks:
- Inter-campus WAN connections between campuses.

- Campus backbone for each campus.
- Building backbone for each building.
- Individual Local Area Networks identified on the basis of adjacent rooms
and/or workplaces and user groups.
5.1 Inter-Campus Connections
This part of the university’s data communication system interconnects computing

resources located in geographically remote campuses. Figure B.1 in Annex B shows
the provisional policy decisions made on the type and capacity of the inter-campus
links.
5.2 Campus network systems
For each one of the university campuses the campus backbone will project what will
be defined as the entry points for the area networks. The area networks will be
connected to the campus backbone. The area network interconnects the different
buildings within the defined area. Within each building a structured cabling system
will be installed. The campus backbone network will consist of buried fiber-optic
cables, although microwave systems may also be used. The area network connecting
the various buildings will also be a fiber optic network.
Figures B.2, B.3, B.4 and B.5 in Annex B respectively show the main backbone
schematics for the Makerere University main campus, Faculty of Medicine, Makerere
University Business School, and Makerere University Agricultural Research Institute
Kabanyolo. For the main campus, there will be a ring starting at Physics, through the
21
Main Library, Senate Building, the Institute of Computer Science (ICS) Building
(when constructed), CCE, and Back to Physics (Figure B.2).
When planning the fiber structure for the campus backbone and area networks, they
may both benefit from one and the same trenching. Fig B.6 shows a typical area
network schematic.
By concentration of all university general servers (mail, web, administrative, library,

etc) into one room (the new ICS building) specially designed with cooling, air-
filtering, UPS, backup-facilities and physical protection, better availability and service
may be achieved. With a high speed backbone, it will not be necessary to place the
servers close to the users.
5.3 Building network systems
The main subdivision of the area network system into Local Area Networks (LAN) is
identified. For each building the number of connection points (wall sockets) in
various sections (rooms, floors) is identified. Where necessary, links to major data
processing nodes (e.g. database servers) as well as network requirements, which differ
from general standards, are shown explicitly.
The specification of the building level network systems is important to enable

establishment of implementation priorities and scheduling of network implementation
activities.
5.4 LAN segments identification
Table B.1 in Annex B identifies and shows the assumed primary users of each of the
identified LAN segments. It shows the estimated number of communication outlets
per segment or (if relevant at this stage) per room; bandwidth requirements if different
from the general standards; type of DC node to connect the LAN segment to the
building wiring system (building backbone); and specific functional requirement if
appropriate. It must be noted that this situation is true at the moment of the policy
decisions. One of the first activities of each network implementation effort is to
verify whether this table is still in accordance with the current and expected situation
particularly related to the usage of the connection points.
5.5 Network Implementation Policy
A university-wide network infrastructure cannot be built overnight and will take a

substantial period of time. For reasons of planning, management, and resource
availability the actual implementation will take place in a phased approach and will be
synchronized with the implementation timing of different ICT services and systems as
well as with the (expected/required) physical distribution of future clients (users) and
servers of each of the services and systems.
22
It is the university policy to design and implement all network segments under a
single project management structure. However, the timing of those components of
the infrastructure, which are a prerequisite to particular services or systems, must
be synchronized with the implementation process of those services or systems.
The network design and implementation process of the university computer network
should be flexible enough to take advantage of future changes in technology options,
to incorporate unforeseen changes in communication requirements and to adapt to
unexpected changes of the timing of the implementation of services and applications.
5.6 Security Policy
The University’s ICT Security Policy is the collection of rules by which people who
are given access to the University’s information technology and data must abide. The
main purpose of a security policy is to inform and guide users, staff, and managers of
the requirements and their obligations in protecting technology and information
assets. Security is not an activity that is over once it is done right the first time.
Rather, it is an iterative process, continually improving on what already is being done
and what has been done. Implementation of security measures is not organized as a
project, but as a permanent set of tasks integrated in the Information Resource
Management function (Chapter 6).
The following are the basic requirements of securing network resources :
• Ensuring that only authorized individuals have access to information.

• Preventing unauthorized creation, alteration, or destruction of data.
• Ensuring that legitimate users are not denied access to information.
• Ensuring that resources are used in legitimate ways.
Several characteristics are associated with an effective and feasible ICT security
policy:
• Implementability.
• Enforceability.
• Privacy.
• Access.
• Accountability.
• Response.
• Flexibility.
• Sustainability/Maintainability.
The following measures shall be taken as part of ensuring security:
• Networks will be built entirely with switches since this nearly eliminates the
possibility for users of “snooping” accounts and passwords from the net.
• All links between switches will be optical fiber.
• Encrypted communication methods (like ssh instead of telnet, https,.....) will
be used by all university critical systems (eg financial, student databases and
so on).
23
Chapter 6: ICT Management Policy

The University’s information technology base will expand significantly during the
years to come. Administrative and managerial processes will be increasingly
dependent on well-designed, managed, and maintained ICT resources. Taking into
account the value of the future ICT assets, it is required to take permanent
organisational measures to secure reliability and sustainability of the complex
collection of ICT resources. These measures cover all common ICT resources of the
university. The collection of organizational arrangements needed to assure appropriate
management and maintenance of the university's ICT resources and professional user
support is called Information Resource Management (IRM).
This chapter focuses on the university policy concerning the management and
maintenance of the University’s ICT resources.
It the University Policy to ensure sustainable management of the university’s ICT

policy and resources through the creation of appropriate policy, advisory,
management and operational organs that will cater for the broad interests of all
users.
It is the University Policy to provide for the growth and financial sustainability of
its ICT resources through appropriate funding and operational mechanisms.
6.1 General ICT Management Policy
The University has decided on the following general policies for the development of
appropriate Information Resources Management (IRM) capabilities. The general
policy includes short-term IRM policies, long-term IRM policies and ownership
policies.
Short-term ICT Management Policy
6.1.1 ICT Implementation Committee
An ICT Implementation Committee (ICTIC) will be established, providing a

high-level mechanism to:
• Monitor and control the progress of all activities arising from the
implementation of the University’s ICT Policy;
• Monitor and control the progress of the development of DICTS (See 6.1.2)
• Allocate resources according to the agreed master plan
• Budget for the cost of management, operations, maintenance and
expansion through the university budget
• Recommend proposals for cost-recovery and cost-sharing
• Determine /approve ICT Policy adjustments arising from technology
trends or new visions and strategies.
24
ICTIC will be nominated from both the management of academic functions

(faculties) and the management of administrative and support function of the
university. It will be chaired by the Vice Chancellor.
Permanent ICT Management Policy
6.1.2 Directorate for ICT Support
One centrally organized, service oriented, unit (not necessarily geographically

concentrated) will be formed. This unit will be formalized immediately. The
primary tasks of this unit/department are management and maintenance of
common ICT systems and End-user support. This organizational unit will be
called the Directorate for ICT Support (DICTS). All necessary
functions/skills for day-to-day management of all ICT resources and user
support services will be gradually developed during the four years starting 1
January 2001
DICTS will be managed by an appropriately skilled manager to be appointed

as soon as possible. Because of the cross-cutting nature of the duties of
DICTS, affecting all academic and administrative units of the university, the
head of this unit, the Director, will report to the Vice Chancellor.
After successful development of DICTS (four-year period), decentralization

(distribution) to faculties and administrative departments of certain ICT
management tasks may be considered. Decentralization should only take place
if feasible, and cost-effective. Decentralization will be approved by the ICT
Steering Committee.
6.1.3 ICT Steering Committee
The ICT Steering Committee (ICTSC) will take up the role of ICTIC after the
major systems envisaged in this policy document and the master plan have
been established. ICTSC will be a Council Committee with appropriate
academic, administrative and student representation. The Director, DICTS,
will be the secretary to this committee.
6.1.4 Architecture Working Group
There will be established an Architecture Working Group (AWG) composed

of representatives from all faculty level academic units as well as
administrative units. This will provide a forum for the development and
continuous review of the University's information architecture, ensuring that it
conforms to the common vision of the end users. The AWG will be a change
driver, providing inputs for DICTS and ICTIC (later ICTSC). DICTS will
provide the secretariat to the AWG.
25
General information resource ownership policy
6.1.5 Ownership
For each ICT resource (computer, data communication device, software,

network components, data storage) an “owner” will be defined. Ownership of
specific ICT resources will be determined by the university’s general
management. For example: the Finance Department would be the owner of
the Financial database server computer and the financial database.
Ownership of common ICT resources (e.g. communication infrastructure,

general services) will be delegated to DICTS.
6.1.6 Hiring of External Expertise
Owners are allowed to hire certain support services from external professional
providers only if cost-effective and if the expertise involved is not (yet)
available in the University and will (cannot) not be developed by DICTS.
6.1.7 Service Levels
Service levels of the IRM department will be determined in line with the ICT
services/systems provided and related service level requirements.
6.2 Core ICT management functions
The university’s policy concerning the development of ICT management comprises

the primary services shown in Table 6.1. Fig 6.1shows a schematic organogram
showing the ICT resource management functions.
TABLE 6.1
ICT MANAGEMENT: PRIMARY SERVICES
Core functions FTE1 Significant to

After 4
years
O.S and network 6 All data communication services (mail, access-to-internet),
management all applications, day-to-day network operations, upgrades,
performance tuning. General user adm. system.
User Support Services 4 First line technical support to users.
Database Administration 4 Accessibility, reliability, security of ‘corporate’ databases; system
upgrades, data access performance.
Security Management 2 Authentication, authorization, privacy, integrity.
Systems Development Application development and maintenance; query scripting; web
server extension development.
Technology Planning 1 Strategic ICT opportunities.
Web contents author 2 Web site contents development and maintenance
6.2.1 End-user Support Services
End user support services cover advice, consultancy, and support in all matters
associated with access to and use of network infrastructure and various ICT services.
1
FTE means Full Time Equivalent
26
A central help desk will be established as a point of contact, staffed by personnel who
can give immediate support or can refer to specialists.
The university policy is to establish a centralized End-user Support Centre. End-

user Support Centre staff need to have working knowledge of the latest operating
systems, development tools, and application packages on microcomputers (or
workstations).
The End-user Support Centre will provide the following services:
• Assistance for day-to-day end-user computing problems.

• General technical assistance, including guidance in selection and procurement
of ICT resources, selection and evaluation of application packages and other
special purpose software, software installations and updates, assistance in
using query and reporting tools, hardware installations, communication
devices installation and use, establishing database security.
• Professional assistance in writing specific programs.
• Assistance in accessing corporate databases (query language).
• Assistance in debugging.
• Access to reference material on facilities, databases, etc.
• Establishing microcomputer policies.
• Assistance in problem solving.
• (Guidance of) maintenance of computers.
The central helpdesk will act as the focal point for all problems, questions and
incidents and will be responsible for dispatching of incidents to the technical
specialists. Relevant posts in this organisational unit are: Application Programmer,
End-user Liaison, Office Automation Specialist.
6.2.2 Operating Systems and Network Management
The tasks of this centralized group of specialists focuses on the day-to-day operations
of computers (both common data communication servers and dedicated database
servers) and the data communication network (both active components and cabling
systems). Furthermore this unit includes acquisition and maintenance of these
computers, communication systems and system software. The ability to monitor and
control operations centrally depends on the availability of advanced system
management and monitoring tools. Major tasks are:
• Monitoring and tuning the performance of all components of data processing

systems (servers) as well as data communication equipment.
• Monitoring and controlling computer capacities and communication
throughput (particularly important for online remote transaction processing).
• Analysing capacity and performance statistics and forecasting computing,
storage and communication capacity.
• Execute and/or guide preventive, corrective and perfective maintenance of
operational hardware as well as software.
• Acquisition and installation of new or additional equipment and software
(qualitative and quantitative upgrades).
27
• Installation and maintenance of security systems and technical facilities such

as climate conditioners and power supplies.
Important positions to be developed in this unit are: System Programmer and Data
Communication (network) Specialist.
6.2.3 Database administration
The objectives of this expertise are to:

• promote and control data sharing,
• analyze impact of changes to applications and services,
• maintain data dictionary, assuring quality, accessibility and security of data,
• manage database management systems and tools.
A database is a mechanized, formally defined, centrally controlled collection of data.

The data records are physically organized and stored so as to promote shareability,
availability, and integrity. The database approach is made operational by a database
management system, a software system that performs the functions of defining,
creating, revising, and controlling the database. Operational databases are controlled
and maintained by means of applications.
Databases related to management information systems are considered as “corporate

resources” and will be managed accordingly. Major databases maintained by the
functional applications are: financial database, students personal database, students
performance database, library database, and the human resource data base.
It is desirable to have a centralized organisation function to exercise control over the

databases, especially related to 'technical' aspects. This function is known as Database
Administration. Since data is a corporate resource, Database Administration is a high-
level function with responsibility for determining and co-ordinating data resource
management from policy to implementation.
Database administration has both co-ordinating and technical oriented tasks:
• Definition and promotion of database standards.

• Promotion and control of data sharing.
• Analysis of impact of change requests (for example: data definition changes)
to applications.
• Maintenance of the data dictionary and other documentation.
• Reduction of redundant data and data processing.
• Improvement of use of data (by promoting Data base Management Tools and
Query Languages).
• Improvement of security of data. (Designing and implementing proper
procedures to recover from damage of data. Designing measures and
procedures to protect and secure data)
• Tuning database management systems.
• Selection and evaluation of database technology (database management
software and media).
• Physical placement of data bases on specific computers (servers).
28
• Installation of (new releases of) database management systems.

• Development of interfaces of data bases with telecommunication.
6.2.4 Configuration management.
Configuration management covers a wide range of administration tasks. In its

simplest form, the IRM department maintains a database that contains a variety of
relevant information about workstations, servers, data communication equipment
(routers, hubs, wiring), I/O peripherals, and software characteristics. System and
network managers can refer to this information when they need to change the
configuration or determine or analyse the cause of some failure. The database can
hold important infrastructure information, such as physical connections and
dependencies. This information is managed at the IRM department and might be
distributed to outlying systems if required. Finally, this database should grow up into
an advanced configuration management environment.
Configuration management for a network deals with such issues as password

management, printing configurations, and user or group management.
A major tool supportive to the day-to-day management of network components of an

ICT configuration is a Network Management Station (NMS). The NMS is a computer
plus software package acting as a controlling device that gathers information from
network equipment and stores it in a database for evaluation and control purposes.
Also changes made in data communication equipment (for example: addressing
routers) and the database are automatically updated by the management software,
which sends update commands over the network.
As the size of the networks grows, configuration NMS, along with other centrally
organized management tools (security, accounting, and performance tracking) are
becoming more important. In a distributed systems environment it will be impossible
for system and network managers to perform these tasks on site due to travel time and
expenses. Automating the procedures is a natural and cost effective step.
6.2.5 Security and auditing services
This concerns access to service/applications and electronic data stores located in

network nodes throughout the institution. Security management is required to ensure
that access to these services and data is controlled (authentication) and authorized.
Further data integrity and data privacy must be ensured. Security procedures should
be subject to regular audit and review.
6.2.6 Technology planning
Technology planning for ICT operations is the process of ongoing review of potential
opportunities of enhancements and obsolescence. The scope and effort of this task is
determined by the nature and the state of the ICT and ICT services in the institution.
To be effective, this activity must involve experienced, imaginative staff. The unit
searches for innovative services on ICT or major improvements to be implemented.
29
The major position in this organisational function is the ICT Engineer. Specific
expertise will be gained from the database administration and systems operations unit.
The objective of the review is to determine –relative to available systems- how cost
effective and adequate for improvement the existing deployed technologies are. The
review should generate an update priority list of technologies to be considered.
In order to better define the architecture of future ICT and ICT services, the planning
activity may include field trips to vendors, educational sessions, and pilot studies as
vehicles for obtaining an understanding of new and emerging technologies.
Steering General
Committee Management
Head
of
Department
End-user O.S and Database Technology End-user Systems

computing network Administation Planning Training Development
support management
Operating Netw ork

Helpdesk Systems Management
Management
Figure .... ICT Resource Management Functions
Fig 6.1: ICT Resource Management Functions
6.2.7 Support Functions
Additionally various secondary or support tasks will be implemented, depending on

the scale and nature of the organization. These include:
• ICT Policy management,

• project planning and control,
• managerial liaison,
• human capacity management,
• financial management (cost accounting, budget monitoring),
• supply and custodian services,
• purchasing and supplier relationship,
• configuration management/change management,
• monitoring/maintaining service level agreements.
30
Managing the ICT operations work force
In the environment of continuous technological change, the skills of staff must

continually be upgraded if they are to remain relevant.
It is the university policy to develop and maintain appropriate levels of professional

skills.
General management ICT tasks
The tasks of general management related to ICT is to ensure that appropriate

structural and management processes are in place for planning and monitoring the
balance between the end-users and ICT to fulfill the overall needs of the institution.
6.3 Outsourcing policy
Owners of ICT and ICT services in the different faculties and departments are
allowed to hire certain support services from external professional providers only if
cost-efficient and if the expertise involved is not (yet) available in the university and
will not be developed by IRM.
6.4 Make or buy policy
For each ICT service or application the university management will take the decision
whether it should be developed ‘in-house’ or acquired from external sources based on
the following key considerations.
Key factors that favor the make decision include the following:
• A customized ICT application or service that is totally responsive to the
institution’s very specific needs.
• Increased ease in developing software due to the growth of Rapid Application
Development tools and systems.
• Ease of adapting software to rapidly changing user needs without having to co-
ordinate the requirements with vendors.
• Developing professional competence in software development.
Key factors that favor the buy decision include the following:
• ability to gain access to specialized skills that cannot be retained or for which
there is insufficient need to have continuously available.
• Cost. Building software is still extremely costly.
• Staff utilization.
• Ability to make short-term commitment for ICT development support instead of
having to make major investment in staff recruitment and professional training.
6.5 Relationship with end-users
The relationship between end-users and ICT professionals has proved to be a source
of conflicts. Clear organizational structuring, specification and consolidation of tasks
and responsibilities, formalizing communication (for instance through help-desk), and
31
appropriate training and information provisions to end-users (through intranet

facilities) are methods to reduce conflicts. ICT professionals should receive specific
training in customer care and management. This underscores the necessity of setting
up a multi-disciplinary user group, the AWG, to build consensus on architecture from
the user point of view as an input to both the IRM Dept and the ICT Steering
Committee.
Within the institution’s organizational structure, the horizontal relationship of DICTS

with the end-user departments (faculties and administrative departments) is as
important as its vertical integration in the hierarchy.
6.6 Director, DICTS
The status of the Director, DICTS, must align with the role that ICT plays in the
university. He/she is involved in the strategy-formulating process of the institution. In
an institution for higher education, where ICT has strategic importance, a low-status
ICT manager (low-status in reporting level and/or compensation) has difficulty
getting the necessary information from general management level in the strategic
planning process and aligning ICT policies with the vision of general management
and general strategies.
It is the university’s vision that the Director, DICTS should be placed at a hierarchical
level at least equal to that of the Librarian or Director Planning Department, hence
he/she will report to the Vice Chancellor.
32

MIS ICT Policy

Transféré par

Informations du document

Description originale:

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

MIS ICT Policy

Transféré par

Droits d'auteur :

Formats disponibles

Makerere ICT Policy and Master Plan Approved by ICTIC, February 2001

Information and Communication Technology:

".. university-wide access to, and utilisation of information and

LIST OF ABBREVIATIONS AND ACRONYMS iv

CHAPTER 1: Summary of ICT Services and Systems Policy 7

CHAPTER 2: Common Data Services and Office Automation 10

2.1 Common Data Services 10

CHAPTER 3: Information Systems 14

3.1 Library Information System 14

CHAPTER 4: End User Skills Development 21

CHAPTER 5: Data Communication Infrastructure Policy 24

5.1 Inter-campus Connections 24

CHAPTER 6: ICT Management Policy 27

6.1 General ICT Management Policy 27

ANNEX A: IMPLEMENTATION MASTER PLAN FOR ICT SERVICES

ANNEX B: CONCEPT DRAWINGS FOR CAMPUS NETWORKS, INTER-

LIST OF ABBREVIATIONS AND ACRONYMS

ARIS Academic Records Information System

2) the actions to be taken to actually implement these services

3) the principles of a University-wide ICT infrastructure, and

4) the major characteristics of the ICT management environment to assure

This document serves as a foundation for the management of Makerere University as

- Rapidly changing technology. As technology changes, planning becomes

- Scarcity of other resources. Limited availability of financial and

- Trends to integrated services, systems and databases. A significant

- Validation of general strategic plan. The implementation of new academic

Successful development, implementation and deployment of ICT services depends on

Follow-up: tactical level ICT management

Co-ordination of ICT policy

Role of senior management

Lack of commitment at the highest management levels is a great risk to large-scale

Who is responsible for ICT Policy Planning?

Changing working habits and processes

Data Communication requirements inherent to ICT Services

Institutional (corporate) Database Systems

Order of implementation (Master Plan)

Document Lay Out

All information systems and application have pre-conditional requirements for

Chapter 4 (End-User Skills Development) describes the university short-term and

Chapter 5 concentrates on the principles of the data communication network

Chapter 6 (ICT Management Policy) defines the organizational and managerial

Chapter 1: Summary of ICT Services and Systems Policy

1.2 Identified ICT Services and Information Systems

1.2.1 General (low-level) data communication services providing full-coverage

1.2.3 Availability of common office applications such as word processing,

1.2.4 An integrated Library Information System.

1.2.5 An integrated Academic Records Information System.

1.2.6 An integrated Finance Information System.

1.2.7 An integrated Human Resource Information System

1.2.8 Applications for learning and education.

1.3 Policy Summary

1.3.1 It is the University Policy to assure availability of all anticipated ICT

1.3.2 It is the University Policy to assure availability of User-level Data

1.3.6 It is the University Policy to enhance and streamline financial management

1.3.10 It the University Policy to ensure sustainable management of the university’s

1.4 Related requirements

1.4.1 Anticipated data communication infrastructure. For each ICT service or

1.4.3 Staff resources during deployment stage. Adequate organizational

Chapter 2: Common Data Services and Office Automation

Data Communication forms an essential component of the University ICT policy. It

• Common Network Services (Network Infrastructure) forming the collective

Common Network Services, mainly comprising physical network