Cloud computing in Universities

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Strathmore University *

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4201

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Information Systems

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Nov 24, 2024

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docx

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Cloud computing in Universities Name Unit Institution 30 May 2023

2 Abstract The power of cloud computing to change the IT infrastructure of colleges has led to its emergence as a disruptive technology. An IT manager's perspective on cloud computing at universities is examined in this article. Assessing the acceptance and use of cloud computing in higher education is the primary goal, with an emphasis on the organizational environment and the suggested technology. The study evaluates potential implementation challenges using Leavitt's diamond structure. It also examines the idea of change resistance and suggests workable ways to get through it. The essay examines the benefits and drawbacks of applying existing and new change management techniques. Recommendations are offered in light of the study to direct the implementation of cloud computing in universities. By following these suggestions, universities may adopt cloud computing to enhance their IT infrastructure, boost operational effectiveness, and give students and staff better services. Introduction Cloud computing is establishing itself as a paradigm-shifting advancement in information technology because to its many benefits in terms of scalability, cost effectiveness, and collaboration. The adoption of cloud computing may significantly advance universities' standing as hubs of knowledge and innovation (Dong, Ma and Liu, 2012). For the university's IT manager to make informed judgments and suggestions about the usage of cloud computing, it is crucial to evaluate the acceptance and use of cloud computing. According to Aydin (2021), universities' IT departments are in responsible of meeting the institutions' ICT needs and the adoption of cloud computing at the universities is examined in this essay from the viewpoint of the IT manager. To evaluate the adoption and utilization of cloud computing, it looks at the organizational environment and technological strategy. The article looks for potential issues and fixes using

3 Leavitt's Diamond structure. Additionally, effective ways to resent change are suggested. The benefits and drawbacks of a planned and emerging change management method are considered. An infrastructure study, a cost-benefit analysis, stakeholder involvement, training programs, assessment, and evaluation are just a few of the suggestions made by the evaluation for effective implementation (Mento, Jones and Dirndorfer, 2002). Access to cloud computing in colleges is challenging for non-transformation This article seeks to aid IT administrators in making wise choices. Background and Overview Overview of the Organizational Context The University of Sheffield is situated in England and it is a renowned university that was established in 1905 ( Facts and figures , 2021). The university is divided into a number of colleges and departments, each of which specializes in a particular field of study or area of research. These faculties provide a collaborative and multidisciplinary atmosphere and house several schools and research centers. The university has strong working relationships with business, governmental, and international organizations, and its research initiatives are well- known on a global scale. The IT infrastructure of the University of Sheffield is strong and diversified, supporting both academic and commercial activity. It makes use of a range of technologies and services to handle student data, research data, library contents, and business activities. The University's Department of IT primarily provides IT support and services for students, instructors, and employees. Overview of the Proposed Technology

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4 The novel and adaptable approach to managing the IT infrastructure made possible by cloud computing can have a big influence on the University of Sheffield. The university can employ cloud computing to access computer resources, apps, and storage for online use rather of just depending on campus services. It offers flexibility, allowing the university to change the amount of IT resources it has available in response to demand, matching changes in student enrollment and research activities to the cost-effectiveness of Cloud computing cost savings, allowing the university to get the most out of its IT budget through usage-based payments (Ercan, 2010). Access may be made simple from any place or device thanks to the greater scalability and performance provided by cloud computing. The suggested solution may construct and manage its IT environment using a variety of cloud computing models, including infrastructure as a service (IaaS), platform as a service (PaaS), and software as a service (SaaS). Using the PaaS platform, developers can create and release apps without worrying about maintaining the underlying infrastructure. SaaS eliminates the requirement for local installation and maintenance by offering ready-to-use apps that can be accessed online. In areas including research data management, collaborative tools, virtual learning environments, and administrative systems, the University of Sheffield can profit from the use of cloud computing. Cloud computing can improve the effectiveness, efficiency, and agility of providing IT services to students, professors, and staff (Okai et al. , 2014). To understand more about the University of Sheffield's organizational environment and the suggested cloud computing technology, researchers should refer to research papers, technology reports, industry sources, as well as the official university website. Case studies and success tales of other colleges that have successfully used cloud computing can also provide insightful information and practical examples. Leavitt’s Diamond Framework

5 Leavitt's Diamond Framework states that change of any type rarely occurs on its own., it is a helpful tool for identifying potential issues and challenges that a company can run into when using cloud computing. This paradigm highlights the interdependence of four fundamental components: technology, structure, process, and people (Smith, Norton and Ellis, 1992). For the University of Sheffield, data sovereignty, data security, privacy, and regulatory compliance are all crucial factors. To assess how cloud computing aligns with the university's expansion goals and evolving IT requirements, it is also crucial to consider its scalability and adaptability. The task component looks at the primary purposes and operations of the university. Analyzing the effects on research, operational procedures, student services, teaching and learning, and other areas is important. The University of Sheffield should think about how cloud computing might enhance administrative workflow, instructional material accessibility, and research cooperation. To achieve this, one must evaluate a portion of the operations in addition to identifying potential workflow adjustments, training requirements, and staff, teacher, and student support systems. The human aspects of cloud computing deployment are the main emphasis of the people component. Understanding the perspectives, skills, and preparedness of stakeholders including university students, faculty, and IT specialists is part of this. Consider how the changes will effect job positions, address concerns about job security, and include stakeholders in the decision-making process to foster a change-friendly workplace. Leavitt's Diamond Framework may be used by the IT manager at the University of Sheffield to evaluate any potential issues that might result from a comprehensive cloud computing implementation. It is feasible to discover risks, challenges, and issue areas thanks to this examination. Resistance to Change

6 The introduction of a new information technology has a wide range of repercussions on the surroundings of its users, both anticipated and unplanned (Beaudry and Pinsonneault, 2005). Resistance to change frequently happens when new technology or methods are implemented in institutions, including colleges. Many things might cause this, such as dread of the unknown, a sense of losing control, worry about one's job stability, aversion to acquiring new skills, and resistance to changes in daily routines. Understanding the causes of change resistance is crucial for the University of Sheffield them manager in order to manage and reduce them. Because change is frequently accompanied by uncertainty, people may reject change because they are unsure of its repercussions. In order to address this, the IT manager may openly and clearly explain the advantages, objectives, and results of embracing cloud computing. Sharing success experiences and case studies from other institutions help ease fears and show how change is benefiting the institution and in this case there is the University of Notre Dame which has utilized a cloud-first methodology in its education ( University of Notre Dame & A Cloud Guru – Amazon Web Services (AWS) , no date). People may resist change if they believe it would be difficult or time-consuming to master new abilities. The IT manager may overcome this reluctance by developing extensive training programs that take into account various learning styles and provide continuing assistance and resources. Additionally, elements of culture and structure may be selected and regulated, giving the organization control over the activities necessary to achieve its goals (Jones and Jones, 2013). If the advantages are stressed to their career and the opportunity for progress that come with learning new abilities, people are more willing to embrace change. People may resist change if they believe it threatens their autonomy or ability to make decisions. When discussing cloud computing, privacy and data control issues may come up. By include stakeholders in the

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7 decision-making process, soliciting their views, and emphasizing control mechanisms to manage this resistance, such data encryption, access control, and compliance with data security standards, IT managers may address concerns. Pros and Cons of Planned/Emergent Approach Effective change management is necessary when implementing new systems or technology inside institutions like the University of Sheffield. The two primary approaches to managing change are planned strategy and contingency approach. For the IT manager to select the optimal course of action, it is crucial to comprehend the advantages and disadvantages of each technique. Over the past 20 years, the emergent technique seems to have superseded the planned strategy as the most effective (Burnes, 2004). The planned method has the following benefits: A methodical approach offers a clear roadmap for change that details the tasks necessary, available resources, and deadlines. This is known as clear guidance. This clarity supports both the alignment of stakeholders and the preservation of focus throughout the transition process. Another advantage is that systematic procedures may be used to control and facilitate resistance to change. It offers the chance to foresee foreseeable issues and develop workable solutions. Not to mention, a systematic strategy enables strategic allocation in accordance with a set plan, eliminating waste and maximizing resource utilization. The planned approach does, however, have significant shortcomings according to Burnes (2004). Due to its inflexible character, a planned strategy cannot be adjusted to meet evolving requirements or unanticipated circumstances. It could be challenging to incorporate fresh ideas or adjust the strategy if conditions change throughout the execution phase. The methodical approach might limit creativity and innovation due to its set course. It might not be able to address unforeseen challenges that arise throughout the transition process or grab new

8 possibilities. Due to its higher adaptability and flexibility, the planned approach to change management may progressively transform in response to new possibilities and insights. The new school of thought emphasizes lifelong learning and growth. It helps companies to adjust to changing conditions and make required course adjustments during the change process. The emergent strategy promotes engagement and stakeholder involvement (Burnes, 2004). By requesting feedback from stakeholders and understanding their viewpoints, organizations may strengthen stakeholder commitment and buy-in. The emergent strategy, however, has certain shortcomings. The emergent method might result in a fragmented and chaotic transformation process since it lacks a defined goal and direction. Without a well- defined plan, it may be challenging to manage stakeholder expectations, monitor progress, and ensure alignment with company goals. The rigidity of the developing approach has the potential to raise resistance to change and have a detrimental effect on the initiative's overall effectiveness. Carefully managing the demands for adaptability, constancy, and continuity is necessary. Recommendations The first recommendation would be to carry out an exhaustive evaluation of the University of Sheffield's use of cloud computing based on the findings in this article. Before introducing cloud computing, a university's IT infrastructure, current systems, and data security requirements should be thoroughly assessed. With the aid of this evaluation, the specific requirements, difficulties, and possibilities for deploying cloud computing will be determined. Making a clear plan that defines objectives, timetables, and milestones for deploying cloud computing is another idea. The long-term ambitions and strategic objectives of the university should be considered in this plan. By tying the roadmap's strategic objectives to the university's purpose and vision, cloud computing deployment may be directly connected to those objectives.

9 By doing this, it will be feasible to make sure that the organization's bigger aims are supported by the technology. The implementation process should be customized to handle the unique difficulties and possibilities faced by each department, therefore the roadmap should also take into consideration their particular demands and requirements. Stakeholder participation is necessary for the University of Sheffield's cloud computing adoption, including academics, administrators, IT personnel, and students. Diverse viewpoints and insights may be gathered by involving these important stakeholders in the decision-making process. In order for cloud computing solutions to satisfy your demands for teaching and research, faculty can offer insightful advice. The strategic objectives and operational considerations of the institution might be revealed by the administrators. To guarantee a seamless move to a cloud environment, your IT department can offer technical knowledge and assistance. Additionally, giving students a voice in decision-making fosters a feeling of ownership and helps to alter the classroom climate. Stakeholders are more likely to actively participate in the adoption of new technology and its successful deployment if they are asked for their opinions, problems are solved, and the benefits and value proposition of cloud computing are well communicated.

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10 References Aydin, H. (2021) ‘A Study of Cloud Computing Adoption in Universities as a Guideline to Cloud Migration’, SAGE Open , 11(3), p. 21582440211030280. Available at: https://doi.org/10.1177/21582440211030280. Beaudry, A. and Pinsonneault, A. (2005) ‘Understanding User Responses to Information Technology: A Coping Model of User Adaptation’, MIS Quarterly , 29(3), pp. 493–524. Available at: https://doi.org/10.2307/25148693. Burnes, B. (2004) ‘Emergent change and planned change – competitors or allies? The case of XYZ construction’, International Journal of Operations & Production Management , 24(9), pp. 886–902. Available at: https://doi.org/10.1108/01443570410552108. Dong, T., Ma, Y. and Liu, L. (2012) ‘The Application of Cloud Computing in Universities’ Education Information Resources Management’, in R. Zhu and Y. Ma (eds) Information Engineering and Applications . London: Springer (Lecture Notes in Electrical Engineering), pp. 938–945. Available at: https://doi.org/10.1007/978-1-4471-2386-6_122. Ercan, T. (2010) ‘Effective use of cloud computing in educational institutions’, Procedia - Social and Behavioral Sciences , 2(2), pp. 938–942. Available at: https://doi.org/10.1016/j.sbspro.2010.03.130. Facts and figures (2021). Available at: https://www.sheffield.ac.uk/about/facts (Accessed: 30 May 2023). Jones, G.R. and Jones, G.R. (2013) ‘Organizational theory, design, and change’.

11 Mento, A., Jones, R. and Dirndorfer, W. (2002) ‘A change management process: Grounded in both theory and practice’, Journal of Change Management , 3(1), pp. 45–59. Available at: https://doi.org/10.1080/714042520. Okai, S. et al. (2014) ‘Cloud computing adoption model for universities to increase ICT proficiency’, Sage Open , 4(3), p. 2158244014546461. Smith, C., Norton, B. and Ellis, D. (1992) ‘LEAVITT′S DIAMOND AND THE FLATTER LIBRARY: A CASE STUDY IN ORGANIZATIONAL CHANGE’, Library Management , 13(5), pp. 18–22. Available at: https://doi.org/10.1108/01435129210020352. University of Notre Dame & A Cloud Guru – Amazon Web Services (AWS) (no date) Amazon Web Services, Inc. Available at: https://aws.amazon.com/partners/success/university-of- notre-dame-a-cloud-guru/ (Accessed: 30 May 2023).

Cloud computing in Universities

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