Technical reports (not peer-reviewed)

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    Proceedings of the Indiana University Forum on Digital Libraries
    (2002-04-16) Stewart, Craig A.
    The Indiana University Digital Libraries program was a collaboration of the IU Libraries, the Office of the Vice President for Information Technology, the School of Library and Information Science, and the School of Informatics (the latter two organizations now integrated into the IU Luddy School of Informatics, Computing, and Engineering). This 2002 symposium brought together people involved in the Digital Library Program (DLP) along with many faculty members to outline the accomplishments of and the services provided by the DLP. The DLP was years later ended as a formal collaboration largely because it had achieved its goals: modern information technology services were integrated into the activities of the IU Libraries; appreciation for and collaboration with librarians was integrated into the IT organization, and informatics and library science are integrated into the Luddy School of Informatics, Computing, and Technology. Activities that were once components of the DLP continue on as management groups or research groups within the Pervasive Technology Institute. This forum was organized primarily by Gerald Bernbom, one of the Directors of the Research and Academic Computing Division of University Information Technology Services and a leader within the DLP. It was sadly one of Bernbom’s last major professional achievements prior to his untimely death in 2003.
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    Research in Indiana
    (2002) Stewart, Craig A.
    From 2000 to 2003 universities within the State of Indiana collaborated to present a unified research exhibit at the annual SC (SuperComputing) conference on High Performance Networking and Computing. The SCxy conference, as it is known, is the top international conference in supercomputing and advanced networking. That a group of universities banded together to collectively show off the accomplishments of an entire state made quite an impression at this conference. Never before had this been done, and now several other states have copied this model. Core partners in this collaboration were Indiana University and Purdue University; these universities participated each year. The University of Notre Dame and the Rose-Hulman Institute of Technology participated some but not all years. 2002 was one of the years in which all four universities participated. This handout was the basic “display brochure” that explained the goals of this collaborative display.
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    Pervasive Technology Labs at Indiana University
    (2002) McRobbie, Michael; Stewart, Craig A.
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    MetaCyte Initiative
    (2006) Stewart, Craig A.
    The Indiana University Metabolomics and Cytomics Initiative (MEtaCyte) was an IU research program funded by a $43M grant from the Lilly Endowment, Inc. (a private charitable trust with no relationships to Lilly. Inc.). It can rightfully be considered to be an IU-Bloomington analog to INGEN. This grant award funded a variety of research initiatives in biological sciences and related areas of technology. This brochure explains the goals, structure, and leadership of MetaCyte. The fruits of the MetaCyte Initiative live on today in several forms. MetaCyte contributed to the formation of the Indiana Resilience Initiative, the Light Imaging Microscopy Center, and contributed to the sustainability of the Pervasive Technology Labs and its transformation into the Pervasive Technology Institute.
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    Indiana University Life Science Strategic Plan
    (2006) Brater, D.C.; McRobbie, Michael; Pescovitz, O.H.; Stewart, Craig A.; Subbaswamy, K.R.
    The Indiana University Life Sciences Strategic Plan will channel the University’s core strengths in the life sciences toward a common purpose, and challenges the University to forge new areas of excellence. The combined strengths of the life sciences enterprises at IU’s two major campuses, in Indianapolis (IUPUI) and Bloomington (IUB), together with important contributions from IU’s regional campuses, create possibilities and opportunities at Indiana University that allow us to compete effectively with the best research universities in the country. Indiana University’s excellence in information technology serves as a foundation for life sciences research and as an enabler of collaboration among Indiana University’s scientists. Together, these many assets will enable IU scientists to understand genetic information and how that genetic information is processed and expressed to make us what we are. Such understanding will create new opportunities for genomic researchers and cancer clinicians, behavioral scientists and neurobiologists, analytical chemists, and model systems biologists. IU scientists, working together in new ways, will create new opportunities to apprehend solutions to medical problems that were formerly beyond our grasp.
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    Innovation through collaboration
    (2010) Stewart, Craig A.
    In 2008 what had been known as the Pervasive Technology Labs was transformed into the Pervasive Technology Institute thanks to a $15M grant from the Lilly Endowment, Inc. (a private charitable trust with no relationships to Lilly. Inc.). “Innovation through collaboration” was the initial catchphrase for the Pervasive Technology Institute (PTI). This document was published in 2010 as an explanation of PTI’s goals, technical strengths, and personnel. It was widely used at conferences and public relations events and to this day is one of the best explanations available of the logic behind the structure of the Pervasive Technology Institute and of its goals in research, education, and service to the State of Indiana and the US as a whole.
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    IU Pervasive Technology Institute (pti.iu.edu) – example Use Case Templates
    (2018) craig, stewart
    Included in this document are editable (word format) templates for use case descriptions based on Malan, R. and D. Bredemeyer. Functional Requirements and Use Cases Architecture Resources for Enterprise Advantage. 2001. http://www.bredemeyer.com/pdf_files/functreq.pdf
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    Foundations for Innovation: Information Technology at Indiana University
    (Bloomington, Indiana : Indiana University, 2000) Adams, Karen; Aune, Kirk; Bernbon, Gerry; Boschmann, Erwin; Cromwell, Dennis; Donaldson, David; Dunn, Michael; Egolf, Michael; Elmore, Garland; Fitzpatrick, Christine; Halbrook, Michael; Holland, Norma; Jung, Diane; Mand, Larry; McRobbie, Michael; Moore, Greg; Pearson, Doug; Peebles, Christopher; Reynolds, Steve; Stephan, Bill; Steward, Don; Stewart, Craig; Voss, Brian; Waren, Marsha; Welty, Gordon; Wernet, Eric; Wernet, Julie; Williams, Jim
    This booklet describes information technology (IT) on the campuses of Indiana University, principally the infrastructure and services, but also some of the main academic programs in this area. IT is fundamental to the future of teaching, learning, and research in modern American research universities and it is the foundation for innovation, on which America's continuing global leadership in higher education depends. IT is a transforma­tional force of enormous power and potential for the whole of higher education, nationally and globally. In the pages that follow the wide-ranging scope and scale of IU' s uses and applications of IT are described. From this it will be clear that IT extends into nearly every part of the University and is a vital tool for academic leadership.
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    Midterm Assessment: The Indiana University Information Technology Plan
    (Bloomington, Indiana : Indiana University, 2001-12-30) Gannon, Dennis B.
    We would like to begin this midterm assessment with a brief statement of overall findings. It is the opinion of the UITC that extraordinary strides have been made by the Office of the Vice President for Information Technology (OVPIT ), by University Information Technology Services (UITS), and by other agencies within the university to achieve the vision outlined in the IT Strategic Plan. In some cases, such as advanced networking, progress has exceeded expectations; in this and other areas, the university is recognized as a national leader; and in many areas, while much progress has been made, further challenges remain. This midterm assessment contains a number of recommendations for midcourse revision or shifting emphases, yet the briefest summary of our findings and our strongest recommendation to OVPIT and UITS would be: "Well done! Press on!" Indeed, the greatest challenge for the remaining two years of the IT Strategic Plan may be to sustain the progress achieved during the first three years, as the State's fiscal crisis threatens to put all these accomplishments in jeopardy. Progress toward the goals set in the various Recommendations and Actions of the Information Technology Strategic Plan has been supported through the internal reallocation of funds within UITS and OVPIT, and through State appropriations of technology funds in thel 999-2001 biennium and again in the 2001-2003 biennium. Additional State support was appropriated for the Abi.lene Network Operations Center, the I-Light optical fiber infrastructure (which connects IUB and Purdue West Lafayette with Indianapolis and IUPUI), and the State GigaPoP. Moreover, in the 1999 and 2001 sessions of the Indiana Legislature, funds were appropriated and bonding authority given to construct a building on the IUPUI campus that will house classrooms, laboratories, departments, centers, and institutes that have IT as a significant part of their programs and curricula. These resources have made information technology a major force in promoting the excellence of learning, teaching and research at Indiana University. The UITC fully appreciates the State's fiscal crisis, and we know that Indiana University is committed to cooperating with and assisting the State as we work through current economic difficulties. Spending reductions proposed by the Governor include reduced appropriations to higher education. These cuts will be very painful, particularly as they would affect planned investments in information technology. We know that IU will make every effort to protect the academic mission of the university, so that research, teaching, learning and service are not adversely affected. However, the UITC also believes that Indiana University already plays a leadership role in enhancing the State's economy by building upon our strengths in information technol­ogy, thereby fostering growth and opportunity for all Hoosiers in the New Economy.
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    Textbook Pricing Analysis
    (2009-05) Dennis, Alan
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    Toward a National Higher Education Networking Infrastructure
    (1996) Almes, Guy; Aupperle, Eric; Brim, Scott; Cogger, Dick; Corbato, Steve; Gale, Doug; Gorgan, Jim; Graves, Bill; Griffin, Steve; Gulbranson, Roger; Hobby, Russ; Lambert, Dave; Lewis, Bill; Lynn, Stuart; Mambretti, Joe; Peters, Paul Evan; Rubbens, Allan; Staman, E. Michael; Summerhill, Craig; Veach, Ross; Wasley, David; Williams, Jim
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    Cyberinfrastructure Value Assessment Report
    (2015-01) DeStefano, Lizanne; Rivera, Lorna
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    Office of the Vice President for IT and CIO at Indiana University Cyberinfrastructure Value Assessment Report
    (I-STEM Education Initiative University of Illinois at Urbana-Champaign, 2015-01) DeStefano, Lizanne; Rivera, Lorna
    In September 2014, the Indiana University (IU) Office of the Vice President for IT and CIO (OVPIT) requested an independent value assessment of IU’s cyberinfrastructure (CI) from the perspective of current and former IU faculty. This report includes the detailed findings of the assessment and provides recommendations for improving the value of IU’s services to faculty.
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    Empowering People: Indiana University's Strategic Plan for Information Technology 2009
    (2009) Wheeler, Brad; Acito, Frank
    Empowering People: Indiana University’s Strategic Plan for Information Technology, was developed in response to a charge by IU President Michael A. McRobbie “...to develop the pervasive use of IT to help build excellence in education and research in all disciplines, in administration, in IU’s engagement in the life of the state, across all campuses, and in collaboration with IU’s key partners such as Clarian Health and institutions of higher education.” The plan follows the 1998 IT Strategic Plan style and anticipates a five-year implementation horizon, but its work will proceed through continuous, incremental improvement wherever feasible. Its 15 major recommendations set direction and aspirational outcomes for the university. Seventy-two supporting action items mobilize implementation. Over 140 IU community members from all campuses — students, faculty, and staff — and alumni contributed to developing the plan. It includes input from essential partners such as Clarian Health, the Ivy Tech Community College of Indiana, and campus communities. It has been presented to 85 groups across all campuses and received over 150 emailed comments on its preliminary draft. Professor Frank Acito of the Kelley School of Business directed the development of the plan as Chairman of the University Information Technology Committee and its members.
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    Indiana University Digitization Master Plan
    (2014-11-20) Lewis, David; Plale, Beth
    In his State of the University address on October 1, 2013, Indiana University President Michael McRobbie emphasized that universities have a critical role to play in the preservation of knowledge. In keeping with this goal, President McRobbie announced a charter for an Indiana University Digitization Master Plan (DMP). The DMP is to look beyond time-based media and formulate a university-wide roadmap to digitize and store in some form all of our existing collections judged by experts and scholars to be of lasting importance to research and scholarship, and to ensure the preservation of all new research and scholarship at IU that is born digital.
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    Indiana University’s Response to House Energy and Commerce Committee Request for Suggestions: 21st Century Cures: Leveraging Technology to Accelerate the #Path2Cures
    (2014-07-24) Indiana University; Stewart, Craig A.; Barnett, William K.; Shekar, Anantha; Sheehan, Vincent; Wasitis, Douglas A.; Wheeler, Bradley C.
    Indiana University embraces and supports the goals set out in the House Energy and Commerce Committee white paper “21st Century Cures: A Call to Action.” The state of Indiana, through collaborative efforts led by Indiana University, provides a model that can be adopted throughout the US. The combination of willingness to collaborate across public/private boundaries, a high performance network, and a cyberinfrastructure suitable for research using private and protected health records, is enabling the state of Indiana to accelerate new discoveries and their rapid translation into everyday medical practice and improved quality of life. Similar collaborations in other states and between states across the country would accelerate the delivery of medical breakthroughs and improve healthcare delivery and lower costs across the country.
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    Consumer Products International: Business Case
    (2012-12-10) Martin, John; Beckam, Roger; Martin, Christopher; Cameron, James
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    Biogenetica San Jose ITSA Replacement: Business Case
    (2012-12-10) Smith, Brian; Kumar, Ram
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    Making the Business Case for IT Investments Through Facts, Faith, and Fear
    (Indiana University, 1999) Wheeler, Bradley C.; Marakas, George M.
    Business cases are an essential document for organizational investments in information technologies (IT). Yet, many organizations lack formal methods for writing, understanding, and acting on business cases. Similarly, IS courses have often struggled to adequately teach what students how to write business cases. The following are two actual business cases that were drawn from work with a real company. They are unaltered in any way except for disguising the name of the company. The use of two cases allows students to learn by contrasting the merits of grounding IT investments in arguments of fact, faith, or fear. A detailed teaching note is also provided. The cases have been used effectively with multiple MBA and Executive Education audiences.