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ChemIT staff members work hard to bring value to to CCB research, teaching support, and administrative groups. Learn more about what drives us! |
See also
Questions to answer
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- What do we value?
- What do we measure, gauge, evaluate?
- Ideas: What was done? What affect did we have? (practical outcomes, emotional impacts) How much did we do? What are reasonable targets for any of these measures?
- Where are we relative to our goals or aspirations? (How define?)
- Where do we want to go? (How define and measure areas of work?)
ChemIT exists to:
Provide local, focused IT services in:
- Research
- Teaching
- Administration
The types of services are either unique or value-added.
- For commodity services, only provide them if super-efficient and/ or highly valued.
Office Desktop Computing and related | Instrument support | Computational and Cluster servers | Other stand-alone servers | Other* | |
|---|---|---|---|---|---|
| Research | Yes | Yes | Yes | Yes: Crane: Fileshare Scheraga: Synology storage | Yes |
| Teaching | Yes | Yes | No | Yes | |
| Administration | Yes | No | No | ChemIT: Large storage for software CCB: License server | Yes |
*Other includes:
Chen group's data storage "bays"
Cerione and Crane's 3D-viewing hardware and software (Linux)
Crane (and others?) SBGrid
Teaching lab computers, 3 distinct sets totalling over 100(?) off-network laptops
Stockroom's custom-built Point-of-Sale WebApp
Physics Testing Center custom-built grading systems (3)
ChemIT's Actions and Decisions are:
- Transparent
- Ensure we are working on the "right" things
- Efficient
- Ensure we are doing the work right.
- Learn to productively say no, when appropriate.
- Learn to productively say no, when appropriate.
- Ensure we are doing the work right.
- Sustainable
- Avoid staff burn-out, train to ensure continued relevance, and budgets & funding reinforcing most valued services
ChemIT Priorities are:
- Relationships
- Work on the "right" thing though mutual understanding and appreciation.
- Meet real needs, balanced against total costs and competing demands
- Work on the "right" thing though mutual understanding and appreciation.
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- Track most every non-project request, called a "ticket".
- A snapshot of "open" tickets: Title description, who it's assigned to, date it was created, its status, etc.
- Monthly count of tickets per person completed.
Context
- What are the best ways to ensure linkages are strengthen between Chemistry IT and the rest of the institutions, while we serve the department's needs?
- A: Ensure alignment with high-level organization plans, visions (aspirations), and missions.
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Tools and Techniques
SWOT
- Strengths (internal)
- Weaknesses (internal)
- Opportunities (external)
- Threats (external)
Example
New forthcoming
Last one: 2010-2015
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Cornell University will be widely recognized as a top-ten research university in the world, and a model university for the interweaving of liberal education and fundamental knowledge with practical education and impact on societal and world problems.
Elizabeth vision for Cornell, per email to Alumni sent 12/8/15:
- Lead the world in creating new paths to discovery, knowledge and the many ways we can move closer to the truth
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Learning. Discovery. Engagement.
Cornell is a private, Ivy League university and the land grant university for New York State. Cornell's mission is to discover, preserve, and disseminate knowledge; produce creative work; and promote a culture of broad inquiry throughout and beyond the Cornell community. Cornell also aims, through public service, to enhance the lives and livelihoods of our students, the people of New York, and others around the world. [Strategic Plan 2008]
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Context
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Department of Chemical and Chemical Biology
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Michael Lenetsky
David Collum
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CIO (vacant)
Dave Lifka, Acting, Dec 2015
Most recent: Ted Dodds
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2013-2017: IT@Cornell: IT in Service to “One Cornell”:
Built on 2009's Reimagine IT initiative:
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