|
 |
Standart Oprating Procedure
Goal .........
Organization .........
....................
Mission ................................ 4
Information Technology Services Groups .............................................
7
Information Enginering ......................................................................................
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 Member.................................................................................................
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
.....................................................................................
22Central 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
v
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 Technology’s 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
v
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.
2. 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.
3. 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.
4. Development an
application of SUNY SLN/CourseSpace integrated e-learning/multimedia
environment supporting all academic and administrative
departments.
5. Continued
expansion of the student’s 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.
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.
v
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.
v
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.
Ø
Management Technology:
Primarily responsible
for all information technology functions supporting the academic
Administrative
management systems, business decision support systems, and office
Automation systems.
Ø
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
Student’s 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.
Ø
Operations:
Manages and operates
the present environment for all information technology hardware
resources. This focal
area ensures that all hardware resources continue to operate.
Ø
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.
Ø
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.
Ø
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.
Ø
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.
v
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.
Ø
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.
Ø
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.
v
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:
Ø
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.
Ø
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.
Ø
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
Ø
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 DoIT’s staff work
on assigned projects.
Ø
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.
Ø
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.
Ø
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.
2. Reject the
request, identifying the reason, and arrange a meeting with the
requestor to discuss the issue.
3. Delay the request
until a preliminary feasibility study is completed. At that time,
the project is approved or rejected.
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 DoIT’s 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 self-development 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 Maritime’s
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
Comptroller’s 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 DoIT’s
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.
b. Leave over the
summer (June through August) should be scheduled by 1 May.
c. Leave in
conjunction with a Holiday, i.e., adding a day or two to extend the
holiday should be scheduled two weeks in advance.
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: CII
#:
ORGANIZATION:
DATE OF REQUEST:
NAME OF REQUESTOR:
TITLE:
PHONE NO:
NAME OF CONTACT/LIAISON:
TITLE:
PHONE NO:
TYPE OF REQUEST:
PRIORITY REQUESTED:
PRIORITY APPROVED:
JUSTIFICATION FOR REQUESTED PRIORITY:
CRITICAL DATE:
EXPLAIN WHY?
BASIC PURPOSE/OBJECTIVE:
REASON FOR REQUEST:
IDENTIFY SOURCE OF FUNDS:
REQUESTOR SIGNATURE:
DATE:
COST CENTER HEAD SIGNATURE: DATE:
CIO COMMENTS:
APPROVAL: DATE: ASSIGNED PM:
REJECTION: DATE: REASON:
DELAYED: DATE:
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. Project Name: To be filled in by DoIT.
2. Organization: Provide the name of the requesting
organization.
3. Date of
Request: Enter the date of the request.
4. Requesting
Individual: Provide the name, title and
phone number of person
initiating the request.
5.
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.
6. Describe in as
much detail as possible the nature of your request:
7. 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.).
b. High
Priority. (Impact on operational
readiness, development schedule, or
significant cost impact, if not fixed immediately.)
c. Normal
Priority. (All other.)
9. Critical
Date: The latest acceptable date for
satisfying the Project Request. Enter
the critical date and justification.
10. Basic
Purpose/Objective: Describe in a brief
but specific manner the basic
purposes or objectives of the project.
11. Reason for
Request: Provide reasons for the request
(e.g. to comply with changes
in policies/procedures).
12. 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.
13. Cost or Sub-Cost
Center Head Signature: Cost or Sub-Cost
Center Head must
sign and date the request.
14. 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.
15. Director of
IT: To be filled in by DoIT Director.
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 Student’s
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 10 - 4
Wednesdays 3 - 5
Thursdays 3 - 5
Fridays 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 them—with 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-of-the-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 MB-per-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 web-enhanced 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;
• Agree to use
laptops actively in the new Smart Classrooms, including development of
Coursespace web-enhanced or hybrid/blended on-campus
courses;
.
• 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.
Faculty Participant Request and Agreement to above
conditions:
_________________________________; Date:
______
NOTES
