'Reinventing Support Services: Transcending the Centralized-Decentralized Support Model Debate'

摘要

Over the course of seven years, Tufts University alternated between a. centralized and decentralized IT model. The centralized model seemed to produce charges that the IT organization was not responsive to local needs; alternately, the decentralized model produced redundancies and inefficiencies. This year Tufts moved away from the centralized-decentralized dilemma. Accepting that any model would have drawbacks, Tufts reinvented support―not as a structure―but as a collaborative service. Building bridges among IT organizations and levels of support, Tufts has transcended the old dilemma with a new support paradigm. A seven-person support team is funded by the central IT organization but 'lives' in the University's local units. Each member reports in each week, collaborating on projects and sharing information. A technical support manager oversees the group, insuring that University-wide services are rolled out with attention to local needs and with consistent deadlines. Each team member also serves as a liaison to a third-tier support group, facilitating the exchange of information and often identifying potential support quagmires before they occur. Text pagers and the University's enterprise help desk software application connect the team when they are in the field. The group also takes part in, and often leads, educational programs for local IT support personnel. The result is a collaborative support team that appreciates local interest and facilities broad University IT needs.