SUNY Maritime College Department of Information Technology

Standard Operating Procedures

Mission .......................................................................................................................................... 4

Goals............................................................................................................................................... 5 Organization.................................................................................................................................. 6 Information Technology Services Groups.................................................................................. 7 Information Engineering ............................................................................................................. 7 Management Technology......................................................................................................... 7 Educational Technology........................................................................................................... 7 Systems and Communication Group ........................................................................................... 7 Operations ................................................................................................................................ 7 Operating Systems.................................................................................................................... 7 Communications Technology Group........................................................................................... 7 Data Communications .............................................................................................................. 8 Multimedia ............................................................................................................................... 8 Telecomm................................................................................................................................. 8 Committees .................................................................................................................................... 9 Manpower and Project Management........................................................................................ 10 Project and Workload Identification Procedures....................................................................... 10 Determining Categories of Work ........................................................................................... 10 Projects ................................................................................................................................... 10 Consulting .............................................................................................................................. 10 Help Desk............................................................................................................................... 11 Operations and Maintenance.................................................................................................. 11 Employee Development ......................................................................................................... 11 Administrative........................................................................................................................ 11 Project Management Process..................................................................................................... 12 A. Request For Services ........................................................................................................ 12 B. Request For Services Approval Process........................................................................... 12 C. Project Management Steps ............................................................................................... 13 Project Team Composition and Responsibilities....................................................................... 16 Project Members .................................................................................................................... 16 Project Manager ..................................................................................................................... 16 IT Director ................................................................................................................................. 16 Life Cycle Management On Operational Systems .................................................................... 16 Software Releases........................................................................................................................ 18 Purpose ...................................................................................................................................... 18 Baseline Releases ...................................................................................................................... 18 Software Reviews ...................................................................................................................... 18 Critical Software Release .......................................................................................................... 19 Non-Critical Releases................................................................................................................ 19 History of Releases.................................................................................................................... 19 Professional Development and Training................................................................................... 19 PM Coordination and Administration ....................................................................................... 20 Information Technology ............................................................................................................ 20 Communications Technology.................................................................................................... 20 Systems Technology.................................................................................................................. 20 Training Plan ............................................................................................................................. 21 Departmental Administration ................................................................................................... 22 General Information .................................................................................................................. 22 Correspondence Procedures ...................................................................................................... 22

Incoming Correspondence...................................................................................................... 22 Outgoing Correspondence...................................................................................................... 22 Correspondence Routing ........................................................................................................ 22 Central Tickler System........................................................................................................... 22 Reports and Meetings ................................................................................................................ 22 Credit Card Purchases ............................................................................................................ 23 Institutional Budget................................................................................................................ 23 Annual Automated Information System (AIS) Reviews........................................................ 23 Life Cycle Management Requirements.................................................................................. 23 Daily Routine............................................................................................................................. 23 Working Hours....................................................................................................................... 23 Flex-time ................................................................................................................................ 23 Dress....................................................................................................................................... 23 Meetings ................................................................................................................................. 24 General Work Day ................................................................................................................. 24 Leave ...................................................................................................................................... 24 Annual Leave ...................................................................................................................... 24 Sick Leave........................................................................................................................... 25 Compensatory Time ............................................................................................................... 25 Extra Serverce ........................................................................................................................ 25 Documents Obligating Funds................................................................................................. 25 "Who Do You Call?" Chart.................................................................................................... 25 Performance and Evaluation .................................................................................................. 25 APPENDIX A .............................................................................................................................. 26 Project Request Form ......................................................................................................... 27 Guidelines For Preparing A Information Technology Services Project Request...................... 29 APPENDIX B .............................................................................................................................. 31 "Request For Services" Approval Flowchart ............................................................................ 32 APPENDIX C .............................................................................................................................. 33 "Student Help Desk Request Form"34 APPENDIX D...35 "Instructions to Register as a CourseSpace Student at Maritime College..36 APPENDIX E...41 "Telephone Problem/Request Form".42 "Maritime College Faculty/Staff Verizon Guidelines"..44 APPENDIX F...44 "Student Replacement ID Card Procedures".45 APPENDIX G...46 "Smart Classroom, E-Learning and a Laptop Initiative to Enhance Teaching and Learning" 47 NOTES...51

Mission
The Department of Information Technology has traditionally provided a wide range of services to students, academic divisions, administrative departments, and other support organizations. Traditionally, they have been "computer" services. The computer world of the last decade has migrated and transitioned to one of global information exchange and data manipulation across all Medias. No longer do we deal solely with alphanumeric data on a well-defined local computer system. Today's environment integrates alphanumeric with voice, graphic, and video technologies providing a wealth of information. Consequently, the words "computer technology" have been replaced by the more inclusive "information technology." The Department of Information Technologys mission is to develop, manage, and integrate information technology systems at Maritime College. In this capacity, the Department of Information Technology provides information technology products, services, and capabilities for over 1,000 computer users at various levels involving educational systems, management information resources, life cycle management, budgeting, purchasing, maintenance, development, network capabilities, and technical consulting. In accomplishing its mission, the Department of Information Technology (DoIT) has begun to deploy several systems to meet Maritime College's requirements. DoIT supports several major administrative and academic software systems, including the college's telephone system. It also provides life cycle management support, support for microcomputer procurement. The Department of Information Technology is focused on supporting the development, application and operation of new technology and future automation

Goals
DoIT established the following major goals to lead us into the future: 1. Completion, development, and integration of Maritime College networks into a friendly, robust, and educational environment. This will provide access for over 1,000 computer users to information technology resources. Replacement and integration of the current telephone system. Integrating the telephone system into Maritime College networks will allow full access to all information technology resources. Modernization of the central Administrative computing facility. Replacing the AS400 mainframe with a distributed real-time computing environment modernizes a rapidly aging system with high performance, SUNY compatible technology. Migrating present administrative computer system CMDS into an information-engineered environment provides access to extensive decision support tools. We must modernize the business processes of Maritime to follow proven SUNY SCT Banner information management guidelines. Development an application of SUNY SLN/CourseSpace integrated elearning/multimedia environment supporting all academic and administrative departments. Continued expansion of the students information technology environment. By standardizing the selection and procurement process for the students and potentially their microcomputer, we provide a resource that directly facilitates the academic, professional, and physical development of the students. In the future, students will be able to speak on their telecommunication devices while processing data on their microcomputers and viewing a windowed CNN broadcast.

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Additionally, close liaison with SUNY Central Administration will be strongly pursued. This liaison is considered essential for effective and efficient acquisition and use of computer resources.

Organization
The Department of Information Technology services organization stresses project management concepts. Project teams are formed to respond to changing information technology requirements. The organization also provides an excellent vehicle for participation by interested faculty, staff, and other individuals with specialized expertise and/or interest in solving challenging information technology issues. The organization described in the next section represents a pseudo matrix functional organization consisting of three major technology areas. They include Information Technology, Systems Technology and Communications Technology.

A copy of organizational chart will be included later.

Information Technology Computer Services Groups

Information Engineering Group:
The Information Engineering Group contains three focal areas of Management Technology, Educational Technology, and Advanced Technology. The Group is responsible for analysis, design, development, integration, operation, and maintenance of all information technology applications for Maritime College. Management Technology: Primarily responsible for all information technology functions supporting the academic Administrative management systems, business decision support systems, and office Automation systems. Educational Technology: Provides initial consulting to Students, faculty and staff, provides academic computing, Development for specific educational technologies, provides technology education and Training, supports faculty integration of technology into the curriculum, and manages the Students computing environment.

Systems and Communication Group:

The Systems and Communications Group contains three focal areas of Operation: Operating Systems, Audit Inventory, and Maintenance. The Group is responsible for the present operating environment for all information technology hardware and software. Operations: Manages and operates the present environment for all information technology hardware resources. This focal area ensures that all hardware resources continue to operate. Operating Systems: Responsible for designing, developing, managing, and maintaining the information technology software required for supporting the current operation of all multi-user systems. Ensures continuing operations of these systems on a daily basis and verifies that correct maintenance is performed for non-routine problems. Consults on acquisition of information technology resources and integration of these various resources. Installs system software, implements standard system administration procedures, develops and maintains system software. Develops and implements system and information security policy.

Communications Technology Group:

The Communications Technology Group manages the voice, video, and data communications throughout the College complex including access to and from external communication resources. This group is responsible for the multimedia integration of data, voice, and video into a flexible, easy to access environment. The three focal areas within this group are Data Communications, Multimedia, and Telecommunications. Data Communications: Focuses primarily on architecture and management of the data networks. This includes campus wide networks, and gateways to external data networks connected to the college. These functions encompass a large operations and maintenance effort, as well as planning, resource management, and design. Multimedia: Manages the development and delivery of all high-resolution graphics and images, animation, full motion video, and audio material. This functional group represents the newest and least developed technology; however, it represents one of the most important and fastest growing functions. Integration of all communication technologies provides user-friendly communications and educational services. Telecomm: Manages and operates Maritime College telephone communications systems. This includes upgrading current telephone systems to meet user requirements, developing techniques to utilize the capabilities of the new digital systems technology, and maintaining and upgrading the extensive cable plant.

Committees
DoIT will employ several standing committees designed to permit discussions in an open forum. Committees provide guidance, internal leadership, and management or address morale issues. Information Technology Advisory Group (ITAG) - ITAG is composed of representatives from all Maritime College departments that receive services from DoIT. The purpose is to assist DoIt in defining the institutional and individual users IT requirements, focus on IT needs in both student development and administration, and guide cost effective life cycle development, implementation, and maintenance. The CIO will chair the ITAG. Information Technology Website Policy Board (ITWPB) ITWPB is policy board composed of senior department representatives and Vice Presidents who will determine policies, content, use, and development of the Website at Maritime College.

Manpower and Project Management

There is a limit to the amount and type of work that can be accomplished by DoIT. Formalized procedures are defined to use our finite resources to get the most good for Maritime College as a whole. The combination of formalized procedures, a freer flow of information and ideas, and the pseudo matrix organization will enable DoIT to better prioritize work and develop a unified and standardized approach to providing Information Services to Maritime College.

Project and Workload Identification Procedures:

Determining Categories of Work: DoIT classifies its customer services into three primary categories of work: projects, consulting, and operations maintenance. In addition to customer services, tasks classified as employee development and administrative also performed. Tasks are managed differently depending upon the category. Projects: Projects are fairly long term (requiring more than eight person hours of concentrated effort), require significant effort on the part of DoIT, and may require other information technology resources, such as the purchase of new software, hardware, etc. Projects are managed by a designated Project Manager and are structured by the project management process outlined in this document. Projects can be initiated by requirements from within DoIT or from other Maritime College departments. A release of software supported by DoIT such as the Admission's System is an example of a project. (Specific guidelines concerning software releases are found in this document under the heading Software Releases.) Examples of initiated projects are: lanning for major system replacements and upgrades, design of new or upgraded software, user training for DoIT resources, and research and development projects. Managing projects is described in detail in the following sections. Consulting: Consulting tasks are ad hoc user requests that occur when a user problem is referred to a member of DoIT. These are more informal and unstructured than formal projects, however, consultation requests received by staff members and by the DoIT staff are logged with pertinent information and retained for future reference. Most consulting inquiries are resolved in the Help Desk. The person assigned the task will resolve the consulting issue or refer it to an appropriate functional expert. If the consultant is working on a higher priority task, he/she will document the problem (letting the caller know when to expect a reply), research it and reply later. The IT Director must be kept abreast of all consulting requests that require more than one hour to resolve

Help Desk: Via email (computerservices@sunymaritime.edu) or phone, consultants staff the center to answer general or routine questions and resolve minor problems. Complex problems requiring lengthy solutions will be referred to the appropriate staff member. The rule-of-thumb is that routine consulting involves an issue that can be resolved within one hour. By directing consulting questions to a central point within DoIT, users have a quicker response and each user receives the same solution. This also helps to reduce work interruptions and increase the productivity of DoITs staff work on assigned projects. Operations and Maintenance: Operations and Maintenance includes recurring tasks or trouble-shooting related to the reliability and availability of information technology resources. These tasks include all information technology resources that are available to the students, faculty, and staff such as the central facility, the data networks, and related software systems. Employee Development: Due to the dynamics of the computer industry, it is critical that the Department of Information Technology train and develop its employees in new technologies. Attendance at professional seminars, conferences, education, training, and college course work fall into the category of Employee Development. Employee Development ensures that DoIT personnel remain abreast of new technologies as they emerge. By learning about the changing technologies, DoIT can select the technologies that will be advantageous to Maritime College and avoid costly mistakes. Individual Development Plans (IDP) will be the basis for scheduling Employee Development and will assist in workload planning. These plans are reviewed and updated annually in parallel with performance evaluations. Administrative: Administrative tasks include tasks that are required for personnel administration (evaluations and awards), or certain types of safety or supervisory training. Not all administrative tasks are specifically related to the business of Information Technology, but are required administrative tasks and must be accomplished in a timely manner to ensure that mandatory guidelines are met. Many administrative tasks are recurring, so they can be fit into workforce loading plans.

Project Management Process:

A formalized project management process will ensure that projects are documented, that users have a single point of contact, and that limited personnel resources are used to the best advantage. The Project Manager is the key to project management and will be responsible for the analysis, design, workload planning, testing and implementation of projects. The Project Manager will review project requests and assign the project to the staff member whose talents are the closest fit. A. Request For Services: The first step in project management is generating a formal request for a project based on a Maritime College requirement. Requirements may come from any level in the organization, including from within Information Technology itself. Requirements that are substantial enough to become projects must be formalized before being acted upon. The reason for the formality in this process is to document the workload in DoIT and to obtain a written description of the user's request. DoIT has developed a standard Project Request Form to assist the user in documenting their request. It also ensures that department heads are aware of the projects that DoIT is working on for them, and will enable them to prioritize projects if necessary. Each request must be submitted through the requestor's chain of command via his/her Department Head or Chair to DoIT. DoIT will respond via email to all requests within ten (10) working days. The response will include whether the request is accepted or rejected, and a projected time line for the project based on our current workload, and as discussed in section B below. B. Request For Services Approval Process: When a request is received on a Project Request Form, the Project Manager assigns a number and logs the request. At weekly meetings, the CIO will evaluate any new requests. The Project Manager evaluates the problem identified in the request and make recommendations on an appropriate course of action and possible alternatives. Other DoIT staff members are consulted as necessary to complete the initial review. The CIO then evaluates the review and forwards the request back to requester with any additional comments. Within two (2) working days, the CIO receives the review and approves one of the following three actions: 1. Approve the request and assign it to the appropriate Group with its original priority or adjusted priority. Reject the request, identifying the reason, and arrange a meeting with the requestor to discuss the issue. Delay the request until a preliminary feasibility study is completed. At that time, the project is approved or rejected.

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The CIO must respond within ten (10) working days from the receipt of the request to all formal requests for services. A flow chart describing this process is in Appendix C of this document. C. Project Management Steps: Each project must be planned in detail and controlled by the Project Manager. Control is involved with comparing actual progress with the plan and taking corrective action when the two do not correspond. The project plan will be prepared by the Project Manager and will detail all the work that will need to be done. The plan also lists the individuals in DoIT whose skills are needed to work on the project, a work breakdown chart for the project, and a projected time line with milestones. The Project Manager may find it necessary to revise the plan during the process due to additional user input or discovery of new information. However, before beginning the development step, a plan must be laid out and users kept informed of changes, especially time line changes. The CIO will be available to the Project Manager to assist in developing the plan. The Project Manager should keep all informed of changes to the project plan as they occur. The Director of IT, in turn, informs the CIO if there are changes in the time line or other significant events. Below is a list of steps that a Project Manager typically follows while constructing a project plan. The steps below are guidelines that every Project Manager should follow when developing their plan, and designing and implementing their project. Some steps may require more or less time, and may involve only the Project Manager or both the Project Manager and Project Team Members depending upon the scope of the project. The user who requests the project should be heavily involved in the project management process. 1. Problem Definition - After a user's request is received the CIO to makes a decision whether to accept or reject a project. The user's request and any comments by the CIO becomes the basis for the Project Manager to begin the project. Once assigned, the Project Manager reviews all documents with the project and begins to develop a plan. 2. Process Analysis - The Project Manager will begin the project with a thorough understanding of the business process being modeled. The Project Manager must become familiar with the user's business processes before developing the discrete tasks to accomplish the project. This includes determining problems that exist in the current system, specifying objectives and goals, and listing possible system constraints or limitations. A determination and definition of interfaces with any other existing system, and requirements within or between departments, must also be completed. This involves all organizations that either are sources of data or users that require information from this particular system. Full analysis of the system must be conducted to produce the functional requirements of the entire system.

3. Functional Description - After conducting a process analysis, the Project Manager will develop a functional description. The functional description defines the system requirements and provides the requestor with a clear statement of the operational capability to be developed. If the requirements change at any point, the functional description should be updated and receive concurrence from the user. The functional description is the basis for mutual understanding between DoIT and the user. 4. User Requirements - After the functional description is developed, the Project Manager must determine exactly what is to be included in the system design and define these elements. A list of every single necessary requirement that the new system must accommodate as well as those features that are desirable must be prepared. System features that the user would like to have incorporated in the new system must be recorded. Specifications must be based on what the user wants, not on what the Project Manager wants. 5. System Design - In the design phase, the functional requirements are further developed and refined. Possibly, several alternate approaches may be conceptualized and compared from the standpoint of best cost and benefit factors. Mock-ups of new forms, reports, screens, and other systems documents may be prepared, if the project is a software project. Physical and logical diagrams will be prepared if the project is a system or network. Prototyping is encouraged so that the user has an opportunity to approve the design. For software design projects, the file structures and report design must be accomplished. For all projects, the impact on systems and networks must be determined before a design is approved. Once an acceptable design has been developed, the Project Manager will develop a Plan of Action and Milestones (POAM) and a workforce loading plan. Normally when developing a POAM and the workforce loading plan, the Project Manager should plan on team members being available to work on projects no more than 28 hours per week. The Project Manager must consider the project team members' other commitments to develop a realistic time line. The CIO will approve the project team, and the supervisors of the project team members must be kept notified of project time requirements. The workforce-loading plan can be in any format, but the Project Managers may find it useful to develop a matrix of tasks and project team members with the number of hours each team member should expect to work on a task. Critical tasks, tasks that must be completed before other work can be done, should be defined. During the design phase the Project Manager should develop the Life Cycle Management and obtain LCM approval if it is required. 6. System Development - During this phase, the system design is implemented. If design changes are required, it may be necessary to revisit earlier steps to ensure that the system is designed properly. Operation, use and maintenance information is developed. The system is developed in accordance with prescribed SUNY and Maritime College standards.

7. Acceptance Testing - A test plan must be devised that states which tests will be conducted to verify that the system complies with the requirements identified in the user requirements specification. The test requirements are developed, the scope of the test is identified along with pass/fail criteria, and the system is tested. The entire integrated system must be tested to ensure that the hardware and all software components work as designed. All testing must take place in a controlled environment before the complete project is introduced to users. A functional configuration audit is performed to ensure that system performance complies with requirements specifications and any approved changes. A physical configuration audit is performed to ensure all deliverables have been in fact produced, procedures were followed, and standards were adhered to. 8. User Training - Any change in a system requires at least new knowledge and usually new skills on the part of operators, administrators, users, and managers. Orientation on the system is required for everyone in the organization affected by the new system. If the project was not to create a new system, but to revise a system, modify a network, or release a new version of software, somewhat less training may be required. For some, orientation may require only a short memo, for others several hours of briefings. Training requires the teaching of new skills and may include techniques such as formal classroom training sessions, training aids, practice sessions, and assistance on the job. The Project Manager is responsible for developing training plans based on system requirements. 9. Documentation - Documentation must be prepared as required. At a minimum, there must be sufficient documentation to fully describe and explain all system programs and operations, or changes and the reasons for the changes. A maintenance manual must include, at a minimum, the production environment, location of all external files used, and a list of all files needed by the system with a summary of information on each. This type of document is essential for trouble-shooting purposes, for modifying or upgrading the existing system, and for designing a new one. It is also essential to prepare guidance to the people who will operate the system. Documents must be readable and understandable to the user who must approve them. LCM documentation developed during the design phase should be included as part of the documentation, including all approved Mission Element Needs Statement (MENS) and System Decision Papers (SDPS). 10. Operation - The system is implemented and turned over to the user. Data creation and data conversion from the old system to the new system must be accomplished, if necessary. If the system is a replacement for an existing system, phase out of the old system must be planned. 11. Evaluation - All team members will contribute lessons learned on the project and send them to the Project Manager for consolidation. These will be compiled into a written record for future reference and maintained with other documentation for the

project. If applicable, the Project Manager will prepare a Future Action Plan on possible upgrades and enhancements.

Project Team Composition and Responsibilities:

The Project Team will vary greatly depending upon the scope and requirements of the project. Some projects will be heavily dependent upon only one technical expert as the source for the entire project. Others may depend upon team members from throughout the organization. Inclusion in a Project Team is not dependent upon the technical group to which the member is assigned, but is dependent upon his/her technical skills. The appointed Project Manager leads the project, assigning tasks to team members and completing specific technical tasks. The Project Manager must provide input on each individual to the immediate supervisor. Project Members: Project members are selected by the CIO from the pool of available DoIT personnel based on the skills required for completing a project. Project Team Members will be given assignments and due dates based on the projects structure. The Project Team Member will update the Project Manager at milestones and upon completion of a task. All documentation that the Project Team Member is responsible for will be turned over to the Project Manager. Project Manager: The Project Manager confirmed by the CIO. Planning, monitoring, and managing the project steps defined above are the Project Manager's primary responsibilities. The Project Manager must be flexible and adjust the project plan when required, informing the CIO when significant milestones will not be met. The Project Manager may obtain technical advice and assistance the CIO. Project Management Coordinator: The Project Management Coordinator will track the progress of all projects for the Group and provide technical consulting as necessary. Delays and problems encountered in any phase of the project must be brought to the attention of the CIO, who will normally notify the requestor if the completion of the project is more than one week behind schedule. IT Director: The IT Director is responsible for conducting an initial review of the project and assigning the project to a Functional Expert for the initial problem definition. The IT Director must respond to requests in writing and must keep requestors informed of delays in the delivery of the system.

Life Cycle Management on Operational Systems:

In addition to regular releases of software, all systems must have Life Cycle Management Documentation as part of the system documentation. The system life cycle must be considered for all Maritime College systems regardless of the size. For smaller systems

the Life Cycle Management documentation should consist of at least a one-page paper that discusses the system life, anticipated growth for the system, upgrades, and eventually replacement of the system.

Software Releases
Purpose:
The purpose of a software release policy is to provide standards and procedures to control software developed by DoIT. Although many of the guidelines found here are also in the Project Management portion of this document, this section addresses specific software projects as opposed to projects in general. This will improve the documentation, maintainability, and accountability of DoIT-developed software, and will decrease ad hoc and poorly planned/ implemented changes to software. All software documentation is retained in DoITs Documentation Center.

Baseline Releases:
Before software designed by DoIT is released, it will be thoroughly tested, demonstrated to the requestor, and documented. The user will be trained. The DoIT Documentation Center will assign a release number and date that will appear when the software is run and that will be noted on all copies of documentation to support the software. The Documentation Center will assign an initial release number and date to identify the software. Initial release numbers will end in zero. Software development at Maritime College will be treated as a project and will be handled in accordance with the Project Management guidelines discussed in this document. When a request for services is made that involves software development, an initial requirements analysis will be conducted. From that, a time line for the initial software development will be developed and forwarded to the requestor. Every effort will be made to meet the schedules outlined in the initial time line, however, if the time line changes, the requestor will be informed. DoIT will also determine whether the software is Critical or Non-Critical, which will determine how often new releases will be made. The CIO is the releasing authority for DoIT developed software, unless otherwise specified by the CIO of DoIT. The testing, demonstration to the user, documentation, and training must be satisfactory to the CIO before software is released.

Software Reviews:
After the baseline release, the software will be made available for use by the requestor and any other approved users. If changes are required once the software has been released, the requestor may generate a Project Request Form to have the software changed. Software changes will not be made immediately, but will be held by the leader of the Group that designed the software to be incorporated in the next release of the software. Software systems maintained by DoIT will be reviewed every six months if the software is determined to be "Critical," or every twelve months, if the software is determined to be "Non-Critical."

Critical Software Release:

Critical software is software that is determined by DoIT, in conjunction with the user, to be mission essential and requiring frequent updates. The CIO to the Group responsible for maintaining the software will conduct a semi-annual review of all critical software and determine whether there have been requests to modify the software. If there are requests for changes, the CIO will assign a Project Manager, and will review the scope of the changes with the Project Manager. The Project Manager will conduct a requirements analysis and develop a time line, following the procedures in the Project Management Section of this document. When the CIO releases the software, the Documentation Center will assign an appropriate release number and date and will record the release in the history file for that piece of software. The release number reflects changes in functionality, technology, and performance.

Non-Critical Releases:
Non-Critical releases are handled in a similar manner to Critical software, except that releases are made annually. A similar Project Management approach will be taken. If documentation requires only minor upgrade, page changes can be released. The Documentation Center will assign an appropriate release number and date and will record the release in the history file for that piece of software.

History of Releases:
The Documentation Center will retain a history of each piece of software that is formally released by DoIT. Included in the history will be the initial release number, date, and a list of documentation prepared for the release, training conducted prior to the release, Project Manager, and releasing authority, at a minimum. For releases subsequent to the original release, a brief summary of changes will be included in the history.

Transition:
Since a large amount of software has been developed that is not in conjunction with these guidelines, PM who is responsible for DoIT-designed software will conduct a review of the software with the current maintenance programmer. The PM should attempt to balance the reviews. The PM coordinator should hold requests for software modification until an initial review is conducted, at which time changes will be considered

Professional Development and Training

The information given in this section depicts the changing role of the Department of Information Technology at Maritime College. Our goal is to have a work force trained to provide the services needed by the students, faculty, and staff at Maritime College. We will accomplish this by project management and by implementing and constantly updating the required professional development and training to allow our staff to keep pace with the changing technology.

The following are breakouts, by Group, of required skills:

PM Coordination and Administration:

PPBS Course Proofreading Office Management LCM Overview Publications Management Effective Communications Accounting COTR State Contracting

Information Technology:
C/C++ Programming Other Object-oriented Programming Program Analysis and Design Information Engineering Project Management Operating Systems (UNIX, Windows) Relational Data Bases (Oracle, ACCESS) 4 GLs/Front end tools LAN basics/TCP/IP Technical writing Computer Ethics

Communications Technology:
Program Analysis and Design Information Engineering Project Management VOIP ISDN Fundamentals of Data Communications Network Planning, Support, and Management Network Troubleshooting Network Management/Monitoring/Analysis Statistical Analysis

Systems Technology:
C/C++ Programming Operating Systems (UNIX, WINDOWS) Project Management Information Engineering

Computer Ethics Data Processing Operations Microcomputer Maintenance Contracting Basics Computer Security Virus Prevention and Detection

Training Plan:
As DoIT transitions from older technology to the technology of the present and the future, there is considerable retraining to be done. Education and training will be done with as much flexibility as possible, subject to time and financial constraints. We will send people to short courses, conferences, no cost courses, seminars, and night courses at local colleges, or by use in house skills or videotape series to train employees. Since we are limited by a training budget, it is essential that innovative and inexpensive training and education techniques be used as much as possible. In putting together a plan for the coming years, it is necessary to balance individual's productive time against other demands made on the workday. In general, we have planned for one hour per day of selfdevelopment time. This is a target, not a guarantee. This can be time researching the answer to a problem, taking a course offered here in the building, reading a professional journal, or some other form of professional self-development, or more formal training. The budget for training is limited. To make maximum use of this budget, we will look at various methods to accomplish the training. In instances where there are several people who need the same course to perform their job, we will bring a college course to the building during working hours. The contact time with the instructor will be part of the workday. If we are bringing a course into the building, individuals who need the course will be expected to take it at that time. If there are courses that are needed by only one or a few people, we will look for the most cost effective way to provide that training. Prior to the beginning of the fiscal year, Groups will jointly establish an overall training budget for the department for the coming year. Priority will be given to training to work effectively with systems currently in place and maintained by the individual as part of his position description. Next priority will be to train employees to work with new or changing technology.

Departmental Administration
General Information:
Administrative procedures, correspondence procedures, leave, and personnel regulations are already promulgated in other official documents. The purpose of this section is to personalize that information for DoIT and to amplify as necessary.

Correspondence Procedures:
Incoming Correspondence: Incoming correspondence may be addressed DoIT personnel. If the Project Management Coordinator receives the correspondence, he/she routes it to the appropriate group. Incoming correspondence requiring a reply/action is logged into the Central Tickler System and assigned to a staff member to research and prepare a draft reply. Due dates may be dictated in the incoming correspondence. Outgoing Correspondence: Correspondence will be drafted in college format using the standard word processing software. The DoIT CIO holds "by direction authority" to sign official Maritime College correspondence. In the event the CIO is absent, the Director of IT holds this authority. Group leaders have the authority to respond to correspondence from within Maritimes complex. Each individual answers his or her own e-mail. The CIO should be made aware of e-mail involving DoIT policy or of a controversial nature. Correspondence Routing: Correspondence should be routed in a timely manner. Correspondence should not remain in any one office over 24 hours. Each person should take necessary action on all correspondence received prior to the end of the workday. Central Tickler System: A routing slip identifying the person responsible for action will be prepared and the action will be entered into the tickler system. The tickler includes all actions that require a response, either written or otherwise. A phone call will often suffice for a response. Note the time and date of the call and with whom the action was discussed on the route slip. If a written response is required, the date this response is required will be noted on the route slip. Written responses will be prepared in draft, and routed through the chain of command. The response will be submitted either by e-mail or by saving on the Information Technology Services shared LAN on the X: drive. Every Monday morning, an updated tickler list will be provided to the CIO to help in planning the workweek.

Reports and Meetings:

Credit Card Purchases: Institutional Budget: The CIO and IT Director develop the budget for the information technology portion of the Maritime College's budget. The CIO or the Budget Analyst gathers relevant information from the cost centers, coordinates with the Comptrollers Office, and produces a budget. Annual Automated Information System (AIS) Reviews: Each spring the Information Review and Evaluation Board conducts reviews of all AIS. The results of these reviews are summarized for presentation to the Information Technology Advisory Group (ITAG). Life Cycle Management Requirements: Life Cycle Management is the governing concept behind the planning, acquisition, maintenance, operation, and disposal of all information technology devices. The Director of IT is assigned as the Project Manager for the Maritime College's LCM program.

Daily Routine:
Working Hours: In general, the Information Technology Services 40 hour workweek will be from Monday through Friday from 0830 to 1730 with one hour for lunch. Employees preferring a longer lunch hour to work out or perform other tasks should ensure that the time falls within the two-hour flexible time period from 1100-1300 and adjust the workday accordingly. Personnel should be available for meetings between 0900-1500. The standard eight-hour workday at DoIT will comply with the guidelines of Maritime College. For clarification, the core hours are 0900-1100 and 1300-1500. During core hours office doors will remain open except for special occasions such as meetings, phone calls, etc. The CIO will determine the exact working hours based upon specific DoITs requirements. Individual work hours will be fixed, not changing from one day to the next. In establishing work hours, personnel should keep in mind that the Project Management approach to doing business requires project meetings Flex-time: Since the Department of Information Technology is a service organization and the project management approach to business requires interaction with other team members and users, DoIT probably will not implement a compressed workweek.

Dress:

Information Technology Services is a professional organization, and as such, the individual members of the staff should present a professional appearance. In instances where a staff member is interacting with clients, the individual should dress appropriately. In general, when dealing with clients or the public, jeans and a t-shirt are not considered appropriate attire. Staff members whose focus is pulling cable and repairing computers would not be expected to dress in the same manner as one who is performing office type work. Meetings: Once a week at 1000. General Work Day: Not everything DoIT does is a project. As previously discussed, we also perform tasks that can be classified as consulting, operations and maintenance, employee development, and administration. Project work is defined extensively in the section on Project Management. Employee development is covered in the Training section. Consulting refers to ad hoc user requests that occur when a user problem is referred to a member of DoIT. These requests are more informal and unstructured than formal projects. Operations and maintenance are recurring tasks or trouble-shooting related to the reliability and availability of DoIT-supported operational systems. Administrative tasks are recurring requirements such as meetings, evaluations etc. Leave: In accordance with the New York State Bylaws, each employee earns leave over the course of the year and should plan to use that leave. However, it is the prerogative of management to make the final decision on when leave is to be used. To allow all employees to use the leave they have earned and to give management time to plan projects and training, the following guidelines are established. Annual Leave: Annual leave amounting to less than 40 hours should be scheduled two weeks in advance. Annual leave of more than 40 hours should be scheduled two months in advance. The following specific exceptions apply: a. Leave over the Christmas holiday period should be scheduled by 31 October to ensure all necessary functions are covered during that time. Leave over the summer (June through August) should be scheduled by 1 May. Leave in conjunction with a Holiday, i.e., adding a day or two to extend the holiday should be scheduled two weeks in advance.

b. c.

Sick Leave: Sick leave will be granted in accordance with in accordance with the New York State Bylaws. Compensatory Time: Compensatory time is time off in lieu of overtime when it benefits the command to have the employee arrive before or remain beyond the normal workday. Compensatory time must be approved in advance by the supervisor and is to be kept to a minimum. Extra Service: Extra Service is an obligation of funds and as such must be approved in advance by the CIO and VPA. It will only be approved in emergency situations. Documents Obligating Funds: The following are some documents which, because they cause people to be paid money or services, should at a minimum, be reviewed and initialed by the VPA. 1. Time cards/time sheets 2. Training forms 3. Extra Service requests Local travel claims for DoIT staff are reviewed and initialed by the CIO "Who Do You Call?" Chart: Appendix B is a chart intended to identify the areas of responsibility for each of the Functional Experts. This chart is a guide to assist you in directing questions to the appropriate focal area. Keep a copy of this chart by your phone. Performance and Evaluation: The CIO in accordance with the New York State Bylaws on an annual basis completes performance programs and evaluations.

APPENDIX A Project Request Form And Guidelines for Preparing an Information Technology Services Project Request

PROJECT NAME: ORGANIZATION: NAME OF REQUESTOR: TITLE: NAME OF CONTACT/LIAISON: TITLE: TYPE OF REQUEST: PRIORITY REQUESTED: JUSTIFICATION FOR REQUESTED PRIORITY:

CII #: DATE OF REQUEST:

PHONE NO:

PHONE NO:

PRIORITY APPROVED:

CRITICAL DATE:

EXPLAIN WHY?

BASIC PURPOSE/OBJECTIVE: REASON FOR REQUEST:

IDENTIFY SOURCE OF FUNDS:

REQUESTOR SIGNATURE: COST CENTER HEAD SIGNATURE:

DATE: DATE:

CIO COMMENTS:

APPROVAL: REJECTION: DELAYED:

DATE: DATE: DATE:

ASSIGNED PM: REASON:

Guidelines for Preparing an Information Technology Services Project Request

A response is due within 10 working days to all requests received by DoIT. The following are guidelines for preparing the Project Request Form: 1. 2. 3. 4. Project Name: To be filled in by DoIT. Organization: Provide the name of the requesting organization. Date of Request: Enter the date of the request. Requesting Individual: Provide the name, title and phone number of person initiating the request. Contact/Liaison: Provide the name, title, and phone number of person who is the principal contact on all matters relating to the project for the requestor. Describe in as much detail as possible the nature of your request: Priority Requested: Indicate priority needed and justify why. Priorities changed by Information Technology Services will be marked in the priority-approved space. a. Emergency Priority. (Emergency fix or change required. Immediate response required. This priority is only available for operational systems.). High Priority. (Impact on operational readiness, development schedule, or significant cost impact, if not fixed immediately.) Normal Priority. (All other.)

5.

6. 7.

b.

c. 9.

Critical Date: The latest acceptable date for satisfying the Project Request. Enter the critical date and justification. Basic Purpose/Objective: Describe in a brief but specific manner the basic purposes or objectives of the project. Reason for Request: Provide reasons for the request (e.g. to comply with changes in policies/procedures). Identify Source of Funds: Identify potential source of funds or alternate resources for the project in the event Information Technology Services resources are not available.

10.

11.

12.

13.

Cost or Sub-Cost Center Head Signature: Cost or Sub-Cost Center Head must sign and date the request. Cost Center Head Signature: Cost Center Head signature indicates approval. Paper copies must be signed. Requests sent via e-mail must come from the Cost Center Head. Director of IT: To be filled in by DoIT Director.

14.

15.

APPENDIX B Request for Services Approval Flowchart

"Request for Services" Approval Flowchart

Due to overwhelming requests, the Department of Information Technology is asking that all faculty and staff follow the system that was previously set up to report problems. They are: 1. If you are having a computer or phone problem please email a detailed request to computerservices@SUNYmaritime.edu. 2. If your problem does not allow you access to your email, please fax us at ext. 7491. This procedure will help us to keep a dated log so that your problem can be handled in the order in which it is received. To improve service to you, we are in the process of setting up an automated Help Desk. We will advise you when this is in place. Thank you for your cooperation.

---

APPENDIX C Student Help Desk Request Form

STUDENT HELP DESK REQUEST FORM

CONTACT INFORMATION: NAME: ________________________________ ROOM #: _______________________________ ROOM PHONE #: _______________________

(IF YOU DO NOT HAVE A ROOM PHONE PLEASE LEAVE A NUMBER YOU CAN BE REACHED AT)

REQUEST: (PLEASE CHECK THE BOX(S) THAT APPLY) COMPUTER INTERNET PHONE OTHER __________________________ DATE OF REQUEST: ____________________

EXPLANATION OF PROBLEM/REQUEST:
PLEASE BE AS SPECIFIC AS POSSIBLE. ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________

FOR OFFICE USE ONLY DATE OF COMPLETION: ------------------------------INITIALS: -------------------------------

APPENDIX D Instructions to Register as a CourseSpace Student at Maritime College

Instructions to register as a CourseSpace student at

Maritime College.
Go to http://www.coursespace.suny.edu/

Click on Registered Students

In the Request a password area, click on request form.

Select Maritime College

Select course, put in SS#, first and Last Name:

Fill in rest of form and press Activate Password

You will then receive an email confirmation.

Once you are registered, to access your course scroll down on the CourseSpace page

to the Maritime College logo, click on logo.

Click on the link for the course you are registered for.

Start using CourseSpace!

APPENDIX E
Telephone Problem/Request Form Maritime College Faculty/Staff Verizon Guidelines

Department of Information Technology

SUNY Maritime College

Telephone Problem/Request Form

Date: ______________ Name: ________________________ Department: ___________________ Extension: __________ Extension Reporting (if different):__________

Issue (Please Check All That Apply): Telephone number move Noise on the line No dial tone Request for new line Voicemail setup Voicemail reset Other:__________________________________________________

**Please Note: All repairs and requests cannot be made without this form**

--------------------------------------------------------------------------------------------------------------------------------

DOIT USE ONLY

Date:_______________ Signature:_______________________

Maritime College Faculty/Staff Verizon Guidelines.

You must use the following guidelines when requesting phone moves and changes: All phone repairs, moves, pin number resets, etc. must be emailed to Kathi Pyzynski at kpyzynski@sunymaritime.edu Phone repairs will now have a 4-day turn around. Voice mail changes have a 48-hour turn around. Moves, additions and changes will have a 2-3 week turn around. Please make sure these are planned and requested in enough time for Verizon to accommodate your needs. If you do not follow these guidelines we cannot guarantee that your work will be completed. Thank You,

APPENDIX F Student Replacement ID Card Procedures

To: All Students From: Computer Services

Subject: Replacement ID cards If you lose your ID card please follow the these steps: 1. At the Students Accounts Office pay the $10 replacement fee and get a receipt.

2. Bring your receipt to Computer Services in the Fort where you will be issued a new ID card.

3. Replacement ID cards will only be issued during the following hours: Tuesdays Wednesdays Thursdays Fridays 10 - 4 3-5 3-5 10 4

GRADUATE STUDENT ID CARDS: ALL GRADUATE STUDENTS MUST HAVE AN APPOINTMENT IN ORDER TO RECEIVE AN ID CARD. PLEASE FOLLOW THE INSTRUCTIONS IN THE LETTER YOU RECEIVED FROM THE GRADUATE DEPARTMENT.

APPENDIX G Smart Classroom, E-Learning and a Laptop Initiative to Enhance Teaching and Learning

Smart Classrooms, E-Learning and a Laptop Initiative to Enhance Teaching and Learning

Guidelines & Information for Faculty Laptop Utilization and Issue

Introduction SUNY Maritime College has been engaged for several years in strategic planning to shape the role of technology in our future. Our E-Learning Initiatives comprised several important elements, including a major network infrastructure project that is in the process of continued improvement. A major up grade is in the process of implementation. SMART Classrooms, laptop, and wireless, E-Learning initiatives have had particular interest for our faculty and students. The Department of Information Technology (DOIT), faculty and staff have been involved in these planning efforts, and have clear goals, schedules, strategies for implementation, and identified funding resources. These initiatives will bring the Maritime College to a new era in the use of technology to advance teaching and learning. Technology resources, which faculty and students have been requesting for many years, will be where they want and need themwith a goal to be available anytime, anywhere. Faculty will have current workstations, software, and connection to the network in offices, classrooms, the Library, and virtually anywhere on campus, with the ability for connectivity for many functions from their homes. Faculty will be able to design curriculum that will make use of technology as needed and appropriate. Faculty will be able to design curricula that provide the technological preparation expected by students and employers today in the industry. SMART CLASSROOM INITIATIVE - With the SMART Classroom Initiative, the College will expand to sixteen classrooms with connectivity to the network and data projection capability. The benefits of the SMART Classroom are clear, especially when coupled with the other initiatives described below. LAPTOP INITIATIVE - With the Laptop Initiative, the Maritime College will purchase state-ofthe-art laptop computers as primary workstations for permanent faculty, phased in over the next several years, and refreshed with new computers every three years. In the office, laptops will have the look and feel of desktop computers. As part of the purchase plan, each faculty member will be provided with a port replicator with the ability to secure the laptop and to connect an external monitor, keyboard, mouse, including easy connection to the campus data network. These laptops will have built-in wireless, Ethernet, and modem ports. With these laptops, faculty will have anywhere, anytime access to their personal computer resources, files, and programs. This program will leverage lower pricing to make a single standard configuration laptop more affordable for us to purchase, support and maintain. Faculty laptops will give faculty more control over their teaching environments and will eliminate the need to equip many classrooms with permanent computers. WIRELESS INITIATIVE - The Wireless Initiative, was implemented building out an 11 MBper-second 802.11b wireless connectivity in select classrooms, meeting rooms, and the Library. Wireless networking will not replace Ethernet wiring, but will enable vast connectivity at minimal cost especially in Fort in locations difficult to provide wired access. Additional Wireless networking

will give flexible access to network resources. The goal is to provide Internet availability anywhere, anytime on campus including several new student lounge areas. Students and faculty will be able to share documents for peer or group collaboration. Any classroom or gathering place can become a computer laboratory when laptops and wireless networking are baseline resources. THE SUNY LEARNING NETWORK AND COURSESPACE INITIATIVE. SUNY Maritime recently joined the SUNY Learning Network (SLN) to provide Online (SLN), web-enhanced or

hybrid/blended on-campus courses (CourseSpace).

The SLN is supported by the Alfred P. Sloan Foundation and SUNY System Administration -Office of the Provost - Advanced Learning & Information Services. The SLN is an Asynchronous Learning Network (ALN). An ALN is a new approach to teaching and learning that is student centered. It eliminates the constraints of time and location that higher education normally places on students. ALNs also emphasize innovative instruction and learning. The activities of a traditional class are the same -- students read course materials, write papers, do research, and communicate with their instructor and fellow students. The students and the faculty use technology to accomplish these tasks. The course design facilitates these activities through a computer network. The learning is both interactive with faculty and collaborative with other students. Faculty and students can also leverage the wealth of resources available through the Internet to support this instruction. The SUNY Learning Network is a growing consortium, currently with 54 campuses in the SUNY System that the Maritime College joined in March 2003, who have joined together to offer graduate and undergraduate online courses. SUNY COURSESPACE. SUNY CourseSpace is a program that leverages SUNY's award winning SLN program by making available the SLN course template application to SUNY faculty for webenhanced or hybrid/blended on-campus courses. SUNY CourseSpace is a SUNY developed and supported CMS. Faculty can start at any level with SUNY CourseSpace from simply publishing course requirements to a developing hybrid/blended courses course. SUNY CourseSpace can be used by campus' continuing education or SUNY corporate programs to deliver training to complement classroom-based instruction. By using the SUNY CourseSpace CMS for web-enhanced and hybrid/blended courses, instructors will be able to move to 100% asynchronous online course development without extensive retraining. Conversely, the SUNY CourseSpace CMS will allow current SLN faculty, already trained in the SLN CMS to quickly transfer their skills to the hybrid/blended system. The students who will be using this CMS will be the beneficiaries, as they will utilize a common interface to for both SLN and on-campus hybrid and web-enhanced courses. Maritime college will be offering Online Graduate Courses and also begin to offer web-enhanced Undergraduate courses. SUNY CourseSpace CMS provides: 1. A CMS based on SLN course template. 2. The ability to transfer courses to / from SLN.

3. Similar look and feel for students. That is, students taking courses through SLN will have similar feel with SUNY CourseSpace. 4. Train-the-trainer program for campus staff. 5. Server hosting facilities so SUNY campuses do not have to dedicate hardware, software or people to administrator the servers. 6. Provide Internet access for off campus use. 7. Have backup servers.

FAQ's
Who is eligible? All full time, teaching faculty are eligible. How do I apply? Faculty are encouraged to sign the request on the last page and submit it to their department chairperson by December 21, 2003. How does the selection process work? Department chairpersons will make recommendations to the Provost.

What Are the Conditions for Participation In The Faculty Laptop Initiative?
Important Information
Participants understand and agree that the laptop computers provided by the Maritime College program remain the property of the College and must be immediately relinquished should there be a change in employment. All laptop awardees must attend an initial one-day training session. Awardees must have and use a valid and registered Maritime email address. All laptops will have a three-year warranty. Faculty members should report any problems with the laptop to DoIt immediately so repair arrangements can be made. Faculty members are responsible for the security of the laptop computer. Laptops will be configured in order to take advantage of volume pricing. This configuration cannot be modified prior to the purchase or distribution of the computing equipment. Additional hardware/software can be acquired after receipt of the laptop at the expense of the department and/or the faculty member.

Faculty are required to:

Select from a number of training opportunities, completing training for development in the application of instructional technology. The Department of Information Technology

(DOIT) will offer training directly related to enhancing learning in a specific course with technology; laptops will be distributed at the first scheduled training session. SUNY and DOIT will conduct training and provide instructional design support for RELATED CMS COURSESPACE activities; . Use the technology in compliance with the rules of Maritime College regarding computer usage and software licensing; Sign the agreement below and submit it to their Department Head by 12/21/2003. Agree to use laptops actively in the new Smart Classrooms, including development of Coursespace web-enhanced or hybrid/blended on-campus courses;

Faculty Participant Request and Agreement to above conditions:

_________________________________;

Date: ______

NOTES