MinerAlert
MinerAlert
UTEP TECHNOLOGY SUPPORT
UTEP’s current ITSM platform lacks omnichannel engagement and we cannot adopt its SaaS model due to the vendor’s noncompliance with TX-RAMP. More importantly, our current ITSM will not get us where we need to go in the next three years. We need a SaaS ITSM platform that integrates with our call center platform. We need to know the customer’s incident request history once a call or chat is received. Then, from either of these first contact methods, we need the ITSM to automatically create or update a Help Desk ticket to include any notes and or voice recordings.
Outcomes:We have assessed various ITSM systems and decided to proceed with a five-year contract for our chosen solution. The project is now transitioning into the implementation phase, and we are currently evaluating potential partners to assist us in configuring the selected ITSM solution to suit our requirements. Our primary objective is to integrate the chosen ITSM with our call center and chat solution. However, during our evaluation, we have identified an additional priority: establishing a more efficient account retrieval and password reset process.
Management of UTEP’s Windows devices is currently being performed using two systems, Microsoft Endpoint Configuration Manager and Microsoft Intune. In efforts to start moving toward consolidating and using only Microsoft Intune, we must configure Microsoft’s Intune Role Base Access Controls (RBAC) for delegated management of all devices.
Outcomes:
We conducted a pilot for this project in collaboration with one of the external college support teams to understand their usage of our centralized management tools. During this pilot, it was determined that certain functions still necessitate the use of Microsoft's Configuration Manager. We are actively working on methods to eliminate any reliance on this tool for external support teams, ensuring they perform their support functions exclusively with Intune. Additionally, we continue to evaluate Intune to facilitate the transition of any global management functions once all required capabilities are available.
From a recent student survey, we learned that students may not be aware of all the locations where student printers are available. We need to improve our signage and marketing strategies to help with the awareness of print services. We will also evaluate areas across campus to ensure this service is available in high student-traffic areas.
Outcomes:Successfully enhanced student engagement through targeted advertisements and signage to increase awareness of print services. Additionally, the locations of print devices are now listed on the campus map under the services category. Our annual student survey indicated a significant improvement in student experience with our print services.
With our goal to have all courses on Ultra Course view by fall 2025, we need to continue providing the necessary support for faculty with their course transition. We will be incorporating two new strategies to support faculty with the conversion of their courses to Ultra Course View.
1) Institute open lab days to assist with course conversions and questions.
2) Develop a strategy to promote the use of “Master Templates” in Blackboard Learn, a best practice to minimize errors that occur from rolling over courses, or copying copies of courses, too many times.
Master Templates can also be used as a transitional course for Ultra course view adopters ahead of the fall 2025 transition.
Outcomes:
The objective was successfully accomplished. The team conducted seven open lab sessions, including those specifically tailored for each college. During these sessions, faculty members were encouraged to use master templates, which have now been rebranded as development shells. A series of steps were established and implemented to assist faculty in adopting this strategy during our lab sessions to aid in the transition of their courses to the Ultra Course view. Additionally, we hosted monthly webinars and presented at a faculty meeting for one college. In Spring 2024, 22% of all active courses transitioned to Ultra, more than doubling the percentage from Spring 2023.
The new AMAC is on a four-story, 98,000-square-foot building that will house audio-visual equipment with an estimated cost of over $2.2 million. The AMAC includes space for research and fabrication laboratories, administrative spaces, and more. Some notable AV features will be a Mission Ops room which will have the look and feel of the Johnson Space Center - Mission Control and can stream real-time video and data feeds. However, AV systems will extend to over 32 separate spaces within AMAC and collectively are anticipated to have over 1,168 AV components working in tandem when fully operational to provide a state-of-the-art learning experience.
Outcomes:The Audio-Visual infrastructure in the AMAC was finished according to schedule.
Leverage the integration of iPads within classroom podiums to substitute telephones and facilitate rapid technical support. When faculty members press the HELP button on this interface, their requests will be automatically prioritized with the highest urgency in our IT Service Management (ITSM) system for expedited resolution.
Outcomes:This system has been installed in classrooms that support its usage and is currently in operation throughout the Spring 2025 semester for reporting issues. It has already notified us of a seating shortage in a class, as well as common issues with projectors, desktops, and other equipment. The time required to acknowledge and respond to these reports has significantly decreased, as calls are now directly routed to Learning Environments for resolution. Additionally, standardized problem descriptions facilitate clearer and faster communication of issues.