IT governance at QUT

Since 1999, QUT has invested considerable effort in developing its IT Governance practices, procedures and capability. This paper will outline and discuss key aspects of that effort. A Vice-Chancellor chaired, strategic governance committee has been established. Annual production of an IT Portfolio provides an analysis of QUT's IT expenditure and provides informational context to inform IT governance. Central IT funding provision has been aligned with "bricks and mortar" capital expenditure in an Asset Management Plan. An over-arching project registry and surrounding "gating" processes and procedures are in place for centrally funded IT projects. The paper will also discuss the issues and contention surrounding determination of central IT expenditure and consider future development of the IT Governance agenda at QUT

Relevance, Challenge and Motivation: The ingredients of a novel managerial development program

The Division of Information and Academic Services (DIAS) is a large service division (over 400 staff) at Queensland University of Technology (QUT). In 2002 it supported a novel one-month rotation of roles by the three department directors. The rotation was conceived as an important professional development opportunity for each of the directors and by example, to other divisional staff. It was also designed to fast track a more collaborative culture across the Division and identify opportunities for improved services. The three-way nature of the exchange created a particular tension and a unique learning opportunity. Each director simultaneously played the role of novice manager, critical friend and reflective observer. The learning opportunity was relevant because it was contained within the one institutional culture. It was challenging because it demanded a shift in professional perspective, and motivating because it fostered a collegial working environment where change was welcomed, supported and reinforced. Overall, the directors and the staff viewed the rotation positively. Each director gained a better understanding of the operations the other departments either through direct engagement in a "host" department or by inclusion in three-way director debriefing sessions. The initiative was evaluated using a third party process to gather feedback from the staff involved. Some important opportunities for collaboration have been identified and implemented. All three directors have emerged from the experience feeling better able to seek and offer advice about management and organizational issues. There is greater empathy for the challenges inherent in each of the departments and a greater willingness and confidence to accept a divisional responsibility for complex cross-departmental projects. Increasingly, there is a collective and shared understanding of how to get things done across the organization. Most importantly, it suggests a novel model of academic development that has the potential for broader application

Issues and considerations in creating a disaster plan

When creating and writing a disaster plan, the issues and considerations that arise are many and complex. Unforeseen obstacles will inevitably arise. Many institutions may fail to develop a disaster plan, simply because the process looks too difficult and daunting. Only when disaster strikes, does the necessity of the plan and procedures become immediately apparent. This paper discusses the issues that have arisen during the development of the QUT Library disaster plan, in a complex, changing environment. The issues include: gaining management support; gathering all appropriate data; considering minor and major disaster contingencies; financing the disaster plan; what to include in the plan; and how to maintain the plan. The paper attempts to provide a framework and impetus for the development of disaster plans for libraries and other institutions by demystifying the planning proces

Practice makes information literacy perfect: Models of educational collaboration at QUT

A number of teaching and learning initiatives which aim to develop the generic skills of commencing undergraduate students are currently underway at Queensland University of Technology (QUT) and a range of educational models have been adopted. QUT Library has taken a leading role in the development of information literacy and has collaborated closely with faculties to integrate information skills and concepts into the curriculum of a number of foundation units. This paper presents three such case studies. It describes these cooperative Library-Faculty units and indicates the ways in which information literacy has been integrated into the course curriculum and structure. The case studies highlight various practical issues, such as collaborative planning and organisational processes, and explore in detail the logistics of delivery, skills assessment and program evaluation. The paper also examines the educational and organisational context of these initiatives, including their relationships to generic graduate attributes, the University's Teaching and Learning agenda and the Library's "Information Literacy Framework and CoRE Strategies"

Online Learning: The chicken or the egg?

While debates in the literature continue on the pedagogical validity of Information and Communication Technology (ICT) it is generally agreed that it is not enough to simply transfer classroom content to an online environment and expect equivalent learning outcomes. This paper explores the pedagogical and technical issues, challenges and outcomes of creating an online information literacy course from an on-campus course. In particular, the key aspects which the teaching librarians considered as they undertook the challenge of providing sound educational practices in the online environment. AIRS Online is offered as a parallel study option to Advanced Information Retrieval Skills (IFN001: AIRS) for QUT postgraduate students, a compulsory face-to-face course for all QUT doctoral students. The aim of this project was to optimise students’ access to IFN001: AIRS and meet the University’s objectives regarding flexible delivery and online teaching. AIRS Online extends beyond the current notion of static online information literacy tutorials by providing a facilitator-driven, student focussed learning environment comprising content and learning experiences enhanced by appropriate multimedia technology and resources which engage students in planned facilitated and/or self-paced learning events. The online content is reinforced with short succinct student-driven learning objects. Course assessment is formative and summative, and is comprised of a research log and reflective journal to provide a means for reviewing the content and key process of advanced information searching and retrieval

Integration of information technology and physical asset planning and management : a case study of Queensland University of Technology

Queensland University of Technology has radically restructured the top-level governance systems for information technology planning and management. Additionally, QUT has integrated information technology planning and management with physical infrastructure planning and management via the Asset Management Plan. To complete the approach, QUT has instigated a top-level governance committee for IT to ensure alignment with organisational goals and strategies. This is an unusual development for IT planning and management at an Australian university and attracted attention from the Commonwealth Department of Education, Science and Training (DEST) as well as other universities in the Australian tertiary education sector and led to the research study. This research studies the redevelopment of the information technology planning and management approach. The survey research determines the level of integration of IT and university planning, and the correlation of this integration to effectiveness of IT planning. The case study documents the changes, highlights the advantages and disadvantages of the new approach and provides a model for change in IT management at other Australian universities. It is evident from current literature on information technology management and strategic planning that these developments are validated as steps toward achieving best practice in information technology planning and management. Through rigorous conduct of interviews, observations and review of documentation and through application of a survey questionnaire to a defined population, the research reviews the developments and ongoing implementation of the planning and management infrastructure. Among the outcomes from the new approach are better alignment of information technology investment with QUT goals and objectives, better benefits realisation from information technology investment, better project management of information technology development and innovation, and increased flexibility and accountability in information technology expenditure. Finally, a comparison to other information technology planning and management methods in place at Australian universities demonstrates the uniqueness of the QUT approach. The thesis reports the benefits and difficulties associated with this approach, and provides a context for future development of IT planning, management and governance at QUT

Adopting Legantro for Digital Asset Management: Strategies and Lessons Learned from Across Three Universities

More and more libraries in Australia and New Zealand are adopting Leganto for digital asset management for course readings. The technical setup of a system like Leganto is well documented, but how are libraries working to ensure the uptake and adoption of the system to empower the academic staff, and to get the return on investment?This presentation will draw on the experience of library staff at the University of Southern Queensland, Bond University, and Southern Cross University and share their experiences with:• Rolling Leganto out to staff within the library and university community• Working with stakeholders to ensure effective collaboration and adoption• How the software helps manage copyright requirementWe will highlight our “lessons learning” and share strategies that have improved the uptake and acceptance of Leganto at our universities