With the number of students owning smart phones increasing to over fifty percent in 2010 at Winona State University, Information Technology Services collaborated with University Marketing and Communications to develop Winona State Mobile http://www.winona.edu/it/winonastatemobile.asp. This paper details the initial development efforts to the mobile development strategy that allowed for Winona State Mobile to be accessed from most mobile devices, and prepare the way for future mobile development efforts.The initial WSU Mobile application was developed with the following features: campus map, WSU bus tracker, virtual tour, WSU news, Faculty and staff directory, and the academic calendar. During the construction of this first application the programming team changed the development strategy along the way, resulting in our most recent version being quite different than the initial release. In addition, while working on an update to WSU Mobile, the mobile development team was also working with the Winona Historical Society on a virtual walking tour of some historical buildings in downtown Winona. Both of these efforts have helped shape the way we approach mobile development. This paper will provide an account of these development efforts, reasons for the change in strategy, and a demonstration the end products. Finally, this paper will discuss our most recent effort, which will be available in the summer 2012: The Winona State University Augmented Reality Tree Tour.We are confident that our current applications have been very successful based on qualitative as well as quantitative data. We have had well over 50,000 hits on WSU Mobile since October 2011. The bus-tracking application alone has had almost 30,000 hits during that same time frame. Our team would like to share the knowledge we've gained with other institutions looking to increase their visibility among prospective students, and provide pertinent information to current students in a medium that is easily and quickly accessible to them.

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Winona State University utilized the Lean principles of process improvement (five high-level values principles to eliminate wasteful steps within a process) to enhance the project intake process for IT. Prior to 2009, Winona State's IT Department struggled with the successful completion of projects and decided to take a unique approach to resolving the issue. This approach allowed a core team of individuals to spend a focused amount of time documenting and discussing the current process, researching best practices, and brain storming ideas for a new and improved process. At the end of the four-day Kaizen event, a new process was proposed and presented to a larger group of stakeholders for feedback and approval. After multiple revisions to the initial proposal, the new process was implemented in August of 2009.The process that now currently exists for IT project requests is documented on Winona State's website, http://www.winona.edu/it/itsprojects.asp. It allows for project owners and community members to make their requests online and includes automated communication back to them notifying them as to the status of their request. An IT project team reviews requests on a weekly basis, approves, denies or defers the requests, and assigns a project lead to communicate back with the requester. All approved, deferred and completed projects are tracked and displayed to campus via a project dashboard.The new process centralizes the documentation of all project requests and their statuses. This allows for more thorough research of requests to ensure alignment with the Campus Technology Master Plan. It promotes better communication between the IT units and allows for realistic expectations to be set to the WSU community. The return on investment has been great as we've shown an increase in the number of significant IT projects completed, as well as an increase in customer and stakeholder satisfaction.

With the complex dynamics of higher education and the everchanging nature of information technology, leaders/managers find it difficult to effectively lead the effort to integrate technology into the academic and administrative culture of higher education institutions. Leadership and organizational literature is rich with ideas, theories, and models about viewing organizations. Because we work in complex organizations, these models provide tools that enable a leader/manager to understand environments and people. This presentation will combine the personality inventories of DiSC with the cognitive frames discussed by Bolman and Deal [10] and Birnbaum [7]. This will create a platform for conversation for both current CIOs and staff aspiring to leadership positions.