FY10 Q2
Steve Winig's email to Patricia Sheppard and CSS Managers, cc: E. Aufiero and R. Smyser (dated 1/25/2010)
RE: CSS FY2010 Q2 Report Final Draft
Pat,
Thanks for the including the DLC-based training line. However, it’s not entirely accurate to say that Exchange was 22% of our training volume. What the data showed is that 22% of our training was done at the client’s on-campus location (and this is the point that we’d like to highlight). Of that 22%, a majority is Exchange, but not all. Does this make sense?
I’m off to a set of meetings, but will be back in N42 this afternoon if you want to talk.
Thanks
-Steve
_______________________________________________________
Steven Winig
Information Services and Technology
Massachusetts Institute of Technology
617-253-4558
swinig@mit.edu
From: Patricia Sheppard pshepp@MIT.EDU
Sent: Friday, January 22, 2010 5:38 PM
To: css-managers@mit.edu
Cc: Elaine Elizabeth Aufiero; Robert W Smyser
Subject: CSS FY2010 Q2 Report Final Draft
For review. Let me know if you have any additional feedback by Tuesday. I would like to send to David by the end of day.
Thanks!
–
Patricia Sheppard
Business Manager
Client Support Services
Infrastructure Software Development and Architecture
MIT Information Services & Technology
617-253-3179http://ist.mit.edu
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Steve Winig’s email to Elaine Aufiero and cc: Patricia Sheppard and css-managers@mit.edu (dated 1/7/2010)
SUBJECT: AUX 2010 Q2 Report - DRAFT
Elaine:
Here is the AUX Q2 report. We have asked Kathleen Monagle, the assistant dean of the Disabilities Services Office, to review the final Accessibility and ATIC related items to ensure that we don't inadvertently breach student confidentiality (she requested that we remove or rephrase one item from the earlier draft). So, there may be some additional updates tomorrow...
Application User Experience (AUX) Q2 Accomplishments:
• Continuing our focus to seamlessly integrate into the IS&T service delivery process, AUX remained engaged in the early engagement pilots -- including, but not limited to, MIT Business Intelligence (MITBI/RAFT), the American Recovery and Reinvestment Act (a collaboration with OSP), Next Generation Learning Management Systems, and the Appointment Process Redesign. The results of these pilots have begun to quantifiably demonstrate the value of early engagement from traditional usability measures to improved planning frameworks.
• Implemented Google Analytics on the IS&T website to allow for the analysis and subsequent improvement of one of IS&T’s primary communication channels
• To further the goal of helping individuals find relevant information in a faster and more efficient manner, we gathered requirements from the Service Desk and users across MIT to introduce the newest information search wizard, focused on certificates.
• In support of MIT’s energy initiative, IS&T retired print newsletters and brochures in FY2009. Since this was a major source of marketing for the training organization, the team completed the development of a more comprehensive marketing and communications strategy focused on emails and web based communications.
• Delivered rich training and documentation in support of new Windows 7 and Microsoft Office releases, in addition to updating documentation related to the Microsoft Campus Agreement.
• Supported the Exchange Email & Calendaring roll-out through the delivery of 25 training events and the publication of 80 pages of on-line policy, educational, and procedural documentation.
Key Goals for Q3 (e.g., items outside of our ongoing operational responsibilities):
• Partner with the Office of the President to develop and implement a process to ensure future Institute wide publications (e.g., Task Force Report) are accessible to the entire MIT population
• Partner with IS&T’s Mobile Devices team to create and publish the accessible features for MIT recommended Mobile Devices
• Analyze data on Institute usage of the information search wizards
• Enhance and market the online class catalog by introducing the new training topic pages and providing self-paced learning tools
• Early engagement with IS&T Communications on the creation of the IS&T News Page to ensure adequate usability, accessibility, and educational materials
• Requested to co-lead an initiative to define a framework (aka menu of options) for Institute certifications. Partnering with RACC to leverage our framework to develop and implement a certification program around Sponsored Research Administration.
Depending on how we write the introductory section, some of the accomplishments could be lumped into a more generic CSS or IS&T set of successes (e.g., rollout of Windows 7, Exchange rollout, etc).
Please let me know if you have any questions
Thanks
-Steve
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FY10 Q1
From: Steven R Winig <swinig@MIT.EDU>
Date: Fri, 16 Oct 2009 15:25:28 -0400
To: "css-managers@mit.edu" <css-managers@mit.edu>
Subject: AUX Q1 Report Redux
In an attempt to shorten the AUX section (though it still may be a little long), I kept coming back to a general question:
- Does it make sense to represent operational metrics (e.g., # of training classes, # of accessibility reviews, cost per training hour, etc.) in the supporting metrics and leave the textual section for items that require explanation? One risk of this approach is that some areas will feel underrepresented in the report (but perhaps they will have to learn to live with that - maybe it will lead to further innovation!)...
Interested to hear others opinions...
-Steve
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Application User Experience (AUX)
In an effort to seamlessly integrate into the IS&T service delivery process, AUX participated in a number of early engagement pilots – including, but not limited to, MIT Business Intelligence (MITBI/RAFT), the American Recovery and Reinvestment Act (ARRA), Next Generation Learning Management Systems, and the Appointment Process Redesign. These pilots, in collaboration with both IS&T and the community, are producing metrics to begin quantifiably measuring the value of early engagement.
Additionally, the team has spent some time redefining our core services. In some scenarios, this has led to an expansion of our services (e.g., the usability team is now performing reviews on documentation). In other scenarios, this has led to a refinement of our services (e.g., pushing out authoring on IS&T’s new website to non-publications personnel).
CSS has improved access to information by unveiling the new IS&T website with the Communication Team and introducing the concept of information search wizards (e.g., Email Configuration and Exchange calendaring) to help individuals find relevant information in a faster and more efficient manner.
In support of MIT’s energy initiative, IS&T retired print newsletters and brochures in FY2009. Since this was a major source of marketing for the training organization, the team is in the process of developing a more comprehensive marketing and communications strategy.
I THINK THE FOLLOWING OPERATIONAL INFORMATION SHOULD BE REPRESENTED IN OUR METRICS
In this quarter, the Training Team led 89 classes and had over 450 participants.
With the return of the student community, Accessibility and Usability Services saw an 8% increase in Accessibility Reviews and over 190% increase in Usability Services. The ATIC Lab ( Adaptive Technology Information Center) saw an increase of 15% in student users, a 62% increase in Adaptive Technology Requests, and over 330% increase in Alternate Media Requests (production of alternative formats of standard/inaccessible course materials for MIT students).
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