Skip to main content

Our Unidesk shared service

I'm pleased to see that UCISA's Executive Secretary has written a blog post about the Unidesk shared service for service management.  This was set up by the universities of Edinburgh, St. Andrews and Abertay, who were joined last year by Sheffield Hallam.  Unidesk currently provides facilities for incident reporting and handling (i.e. service calls), enhancement request, and for managing change & release.  The next development of the service will add a configuration management database.

I am impressed that Peter managed to write his blog post without once mentioning the ITIL framework for service management.  From our point of view, the entire aim of the Unidesk project was to provide a comprehensive service for the ITIL set of practices.  Peter is more interested in how the shared service was set up and managed.

Unidesk has been a great success for us.  It hasn't always been plain sailing behind the scenes, as you would expect with any complex IT installation.  Back at the start, the integration with the Shibboleth federated identity took a while to get sorted.  It also took us a while to align the release plan across the different institutions.  Overall though, the system has been reasonably pleasant and pain-free.  If you are in a UK university, do come and join us.


Comments

Popular posts from this blog

Webinar: Powering your business with Cloud Computing

On October 14th, I will be hosting a Grid Computing Now! web seminar on the topic of Cloud Computing. We have lined up two very interesting speakers who are using Cloud now to make businesses work. Ross Cooney had a good technological solution to sell but couldn't make it economic until Cloud Computing allowed him to pay for his computation only when he needed it. He will discuss the instant benefits and long term impact of cloud computing to the development, competitiveness and scalability of your application. Alan Williamson created the BlueDragon Java CFML runtime engine that powers MySpace.com. He advises several businesses and will give an overview of the different types of services available and how to avoid being locked-in to a single supplier. You can register for this event here .

Business Model Canvas

A Business Model Canvas is a tool for mapping the core functions and capabilities of an organisation.  Compared to the Core Diagrams that I described in an earlier post , the business model canvas attempts to present more aspects of the business, starting with the value proposition – a statement of what the organisation offers to its users (in the business world, to its customers).  It shows the activities and resources, as Core Diagrams do, but also shows user relationships & channels, and also benefits and costs.  I’m not aware of any universities that have used this tool but you can find examples from elsewhere on the web. We are considering business model canvases as a tool for mapping the strategic capabilities of units at the University of Edinburgh.  Phil Taylor, our EA contractor, sketched an outline of what a business model canvas might begin to look like for HR: This is only intended to be suggestive: the real canvas would need to result from in-de...

"Just enough" Enterprise Architecture

I spent an informative and enjoyable day with a proto-community of people pursuing Enterprise Architecture in UK Higher Education.  Many of the participants had been previously involved in JISC projects and have enjoyed similar events in the past, so I began the day as a bit of an outsider.  In the University of Edinburgh, our progress in adopting "architectures" is mainly on the IT side, via our Applications Architecture and our use of Service-Oriented Architecture .  Enterprise Architecture would integrate all this IT activity with the business processes and goals of the University (or what I sometimes call the administrative processes, for those readers who are unhappy with calling a university a "business"). I've tended to be a little sceptical of fully-fledged enterprise architecture (EA) because it sounds like a mammoth undertaking and the organisations doing it have often been very large corporations.  The two main outcomes of the JISC experiences ar...