Network Programme

• 1^st line: Handled at Level 1 (UofG Helpdesk),1^st line is general term to describe the initial handling of incidents and requests with the users, and is more than just ‘ticketing’, but in the context of the TOM is instrumental in diagnosis, triage, and incident resolution with 80% of the most common requests.
• 2^nd line: Handled at Level 2 (UofG Networks Team), 2^nd line is a general term used to describe the escalation to qualified engineers of incidents that is normally resolved without fundamental changes to the environment, but requires a senior qualification to undertake, with specialist knowledge of the technology, process, and service.
• 3^rd line: Handled at Level 3 (Primary Technology Partner), 3^rd line is a general term used to describe the line of support that is necessary, and usually required expert knowledge, access, authority, and other elements needed to resolve the most complex issues; usually an architect, or developer.
• 4^th line: Handled at Level 4 – Manufacturer / Vendor support – via Primary Technology Partner. The final line of support requiring unique or expert level knowledge to handle the most complex issues or component level or firmware level issues.
• Current Operating Model (COM): Developing this baseline is done through gathering all available data (including from: UofG helpdesk, Prime, surveys, existing operational, governance, and administrative documentation, and engineer testimonials) to identify and resolve gaps and duplication as well as to analyse what works and what does not to formulate the ideal model. This baseline is the Current Operating Model (COM) from which changes and improvements will be measurable while implementing the NP TOM. 
• Formalised Communications Process: Developing communications pathways with all internal and external stakeholders from the outset of the NP has been a key consideration. The Network team does not function within a vacuum and as such, the NP will only work if clear and concise communications practices are maintained. This goal will seek to identify all stakeholders, and examine how each of them impact the NP, and conversely how the NP impacts them. By recognising the need for and prescribing scheduled communications where they can be effective, and developing escalation paths, we will ensure that most communications focus on preventative, scheduled, and project work, while also creating the process for escalations when unexpected problems and incidents do arise.
• IaaSP: Infrastructure as a service programme, focussed on campus data centre networking and systems.
• Information Services (IS): Combines the Library and IT Services and focuses on the implementation of a coherent information strategy, the provision of user-centric services for students and staff, the provision of first-class learning spaces and the optimal use of enterprise systems and technology as a whole
• ITIL: An industry standard, the Information Technology Infrastructure Library (ITIL) is a set of detailed practices for IT activities such as IT service management and IT asset management that focus on aligning IT services with the needs of business.
• Network Design Authority (NDA): The creation of an NDA role is a high priority goal of the NP TOM. These will be among the duties of the NDA, for which a Terms of Reference shall be developed in full for approval:
  • Documentation and diagrams for the campus network are to be created and managed. Architecture is to be planned according to industry best practices
  • Areas that require improvement are to be identified based on network monitoring, hardware capabilities, and architecture requirements, as well as future planning initiatives
  • The role will also drive and set the example for network standards and their guidelines
• Network Infrastructure Investment Programme (NP): The UofG’s ambitions are to design and build a forward-thinking, future proof network infrastructure to underpin current and future business needs. The Network Infrastructure Investment Programme will invest now to modernise the network as well as sustain investment on an ongoing basis to ensure that the UofG’s network continues to meet the needs and ambitions of its users (i.e., its students, staff, visitors (incl. suppliers and guests) and remote users of digital services).
• Network Infrastructure TOM: The Network Infrastructure TOM prescribes the framework that will move the campus network from its current state to an infrastructure team that is a user-centric operation focused on and meets the needs of its stakeholders and network users.
• Network Team: The Network Infrastructure Team is led by the Assistant Director of Network Infrastructure (Colin Cooper) and additionally consists of the following roles: 2x Network Infrastructure Specialists, 3x Network Specialists, and 4x VoIP/Network Engineers.
• Network Operations Centre (NOC): The NOC has the goal of functioning as a central hub for network monitoring, maintenance, both planned and unplanned, incident and request management, and Help Desk operations. Additionally, the foundation for incorporating other IT Services functions, and centralised contact points for the vast majority of user UofG computing and networking issues into the NOC will be implemented in the form of appropriate processes, and the recognition of adequate resources, including space.
• NP Team: The NP team is comprised of the NP Senior Project manager (Iain Watson), NP Project Manager (Numaan Khan) NP Change Manager (Jon Mosca) and two Helpdesk Analysts (Andy Bell and Christopher Atkinson) and they are responsible for ensuring the NP TOM addresses all operational needs on the campus network.
• Operational Procedures: A set of management programs that will be essential to the operation of the NP. These programs include: change management, event management, incident management, problem management, request management, asset and configuration management, service and reporting management, and network monitoring management. These will require careful review and consideration of current processes, identification of dependencies and risks, and ensuring owners are trained and have the resources required to support these programs. These management processes shall be recognised and followed by all impacted.
• Primary Technology Partner (PTP): UofG have onboarded a Primary Technology Partner (PTP), Capita IT Services, who is going to be key in the deployment of the NP and the TOM. The PTP will be our primary contact for the procurement, configuration, and deployment of hardware, and for all technical support required for said hardware. They will also be responsible for ensuring the continued support for the networking assets procured and deployed for the NP.
• RAIDs: RAID analysis is a project planning technique for identifying key project Risks (R), Assumptions (A), Issues (I), and Dependencies (D). Project teams should complete an initial analysis at the beginning of the project and then monitor the issues via a RAID Log. Each item can be rated based on its impact on the speed, profitability, or outcomes of the project, allowing you to focus on what is most important.
• RACI: Responsible, Accountable, Consulted, Informed. A responsibility assignment matrix, also known as RACI matrix or linear responsibility chart, describes the participation by various roles in completing tasks or deliverables for a project or business process.
• Self-service: Also referred to as Level 0, Self-service is performed by UofG end users (via UofG Helpdesk application platform)
• Shift-Left Operations: A framework that allows and encourages issues which are frequently worked by 2^nd level engineers to be addressed at the user (self-service) or 1^st line level. One of the primary reasons for the implementation of the NP is to provide the networking team with time and resources to have a primarily preventative maintenance approach to network issues. The updated equipment and service contracts will play a significant role in this, but also, to free up time for the team who has historically been responding to an ever-deepening backlog of incidents we have begun implementing the process of shifting left issues that can be quicker and more appropriately dealt with by the customer or the UofG help desk.

• Technical Design Authority (TDA): The objective of the TDA is to ensure that IT projects create value, reduce development and operational costs, and where prudent, conform to published standards. The TDA will meet this objective through compulsory technical reviews of:
  • Proposed architectures, which are evaluated against project requirements and organisational standards. Evaluations also verify the outcomes of previous reviews and activities and identify issues before committing to further work.
  • Data models, whereby conceptual and logical data designs are evaluated in the context of existing databases, and against published standards.
  • Development practices, tools, and technologies, which are evaluated against published standards and practices.
  • Test practices, tools, and technologies, which are evaluated against published standards and practices.

The TDA may run optional Architecture Design Sessions with project teams to assist in the tasks listed above, and the creation of the outputs.

The TDA will also maintain a technology roadmap by regularly assessing and recommending tools, technologies, and related processes.

Finally, the TDA will monitor and track its effectiveness by periodically conducting reviews/self-assessments, and canvassing others (notably those it serves).

• Training and Development: Training and development is a priority for our network engineers, and this is being built into the TOM. State-of-the-art hardware will quickly go to waste in the hands of untrained engineers, and untrained engineers are also likely to experience reduced levels of morale and motivation. A properly industry trained engineer will be able to adapt to the scalable, agile network that we are creating and will be able to grow along with the platform. Formalising a training and development program that addresses gaps in knowledge and prioritises networking technology that will improve the function of the UofG network.