See also

• Contextual Visions and Missions
• By the numbers, ChemIT and PhysIT
• ChemIT service and staffing levels

Questions to answer

...

• 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.

*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.
• 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

...

• 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.

...

Tools and Techniques

SWOT

• Strengths (internal)
• Weaknesses (internal)
• Opportunities (external)
• Threats (external)

Example

• http

New forthcoming

Last one: 2010-2015

...

• ://www.

...

• leadershipthoughts.

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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.

• https://www.cornell.edu/about/mission.cfm

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

...

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]

• https://www.cornell.edu/about/mission.cfm

...

• com/how-to-use-a-swot-analysis/

Context

• Contextual Visions and Missions

...

Department of Chemical and Chemical Biology

...

Michael Lenetsky

David Collum

...

CIO (vacant)

Dave Lifka, Acting, Dec 2015

Most recent: Ted Dodds

...

2013-2017: IT@Cornell: IT in Service to “One Cornell”:

• http://cio.cornell.edu/strategic-plan

Built on 2009's Reimagine IT initiative:

• http://www.cornell.edu/reimagining/it-review.cfm

...