Context

When I stepped into the Lab Support Administrator role at Missouri State University, I inherited responsibility for a sprawling technology infrastructure spanning 6,000 computers across 80 buildings. The existing systems for managing this fleet were largely manual, creating significant operational inefficiencies and limiting our ability to deliver value to our 20,000+ student body. The university needed to modernize its approach to technology management while maintaining high service levels and controlling costs.

Our key stakeholders included university administration concerned with budget efficiency, faculty requiring reliable classroom technology, and students who depended on lab accessibility. The technical environment was complex, involving multiple legacy systems and a geographically distributed campus infrastructure.

Challenge

The primary challenge was transforming a predominantly manual technology management approach into an efficient, automated system without disrupting daily operations. We faced several critical issues.

The existing imaging system was unreliable and time-consuming, requiring multiple staff members to manage different image versions and troubleshoot frequent deployment failures. Windows updates were being handled in an ad-hoc manner across thousands of machines, creating security vulnerabilities and inconsistent user experiences. Software license management was manual and decentralized, making compliance tracking difficult and limiting our ability to optimize license utilization.

These inefficiencies were consuming thousands of staff hours annually, preventing us from developing new services and improving the student experience. We needed a comprehensive solution that would address these challenges while working within existing budget constraints.

Approach

I developed a multi-phase strategy focused on automating core processes and implementing enterprise-level management tools. Rather than treating each pain point separately, I saw an opportunity to create an integrated management ecosystem that would transform our operational capabilities.

The first phase focused on modernizing our imaging process. I led the transition from Symantec Ghost to Windows Deployment Services, directing my team to develop a modular approach that separated OS and application deployments. This required significant change management, as it meant retraining staff and redesigning established workflows. I ensured buy-in by demonstrating early wins and involving key team members in the design process.

Building on this success, I spearheaded the implementation of Windows Server Update Services (WSUS) with a carefully designed rollout strategy. I established a testing protocol and staged deployment process to minimize risk, which proved crucial when we encountered problematic updates. My proactive approach to documenting and sharing solutions led to direct collaboration with Microsoft engineers, establishing our team as a trusted resource in the wider IT community.

The final phase involved implementing comprehensive fleet management tools including Microsoft SCCM, Faronics Deep Freeze, and PaperCut. I took ownership of learning these complex systems, building expertise through self-study and careful testing before rolling out solutions campus-wide. Throughout the implementation, I maintained focus on our core objectives: reducing operational overhead and improving service delivery.

Outcomes

This transformation initiative delivered significant measurable results:

The new imaging system alone saved approximately 3,000 person-hours annually, a 70% reduction in deployment time. We achieved near-100% success rates for software deployments, compared to previous failure rates of 30-40%. The implementation of Deep Freeze reduced reimaging frequency by 80%, dramatically improving lab availability for students.

Beyond the quantitative benefits, we established MSU as a leader in enterprise IT management, with our update testing protocols and solutions being recognized and utilized by the broader IT community. The freed-up staff time enabled us to develop new services and focus on strategic initiatives rather than routine maintenance.

Key Takeaways