How IT Bridged the Business Relationship Gap. The Secrets of Making an IT Liaison Successful

Transcription

1

2 How IT Bridged the Business Relationship Gap The Secrets of Making an IT Liaison Successful Jerine J. Rosato, PMP Information Services Liaison Ramsey County Information Services th Pl, Suite 2300 Jerine.Rosato@co.ramsey.mn.us

3 Topics Background Liaison - Business Relationship Management Communication efforts Conflict resolution Leadership How to lead without direct reports Leading & managing change The lonely life of a liaison

4 Jerine Rosato 20-years public sector 30-years project management Technology & Social projects Black Belt - Lean Six Sigma Certified Facilitator Organizational Change Manager Business Relationship Manager

5 Second largest county in MN 540,000 residents, 10% of MN Smallest land, but most densely populated Twenty-two percent - English as a second language why is this here? Elected Officials County Board Sheriff County Attorney

6 Service Teams Departments are organized in a Service Team structure to maximize service delivery and to create efficiencies

7 Common Vision, Mission, and Goals that all departments must focus

8 Public Sector Constraints Limited resources Limited funding Departments pay for services Regulations- statutes & mandates Restrictions CJIS & HIPAA Politics Job ownership

9 IT Consolidations

10 Need for Business Liaison Consolidated IT functions and positions from all departments into centralized IT dept. Included System Analysts, Network, Desktop Support, etc. Centralized IT is only supporting portions of county systems Result - departments are on own with applications, without much support Created high need for Business Liaison

11 Liaison - Business Relationship Management Strive for Common Ground Be the link between people or groups and IT Build bridges between IT and the business Understand, define, and support business activities Advocate for a resolution, not for a position

12 Liaison Business Relationship Management

13 Regular and frequent interactions Departments/divisions/staff IT divisions and staff Leadership/ senior management Communication Translation Business to technical Technical to business Negotiation Awareness

14 Conflict Resolution Competing interests Competing resources Service delivery models Strained relationships More negotiations Process competitions

15 Leadership Communication Awareness Eye on the business process Eye on the technical needs Honesty, Integrity Relationship Building Innovation Humor

16 Leading without Direct Reports Empathetic Listening Warm body language Positive emotions can drive performance Trust Foster momentum roll up your sleeves Show belief in what you re doing Humor

17 Leading and Managing Change My process is fine, why change? Listen closely to what is driving resistance Keep the most resistant closest Involve stakeholders early & often Find best forms of communication One size does not fit all Process is the common goal & foe Start with current ways let people offer concerns Start with a draft

18 Leading and Managing Change Leaders adopt four specific behaviors: Make major, visible decisions quickly Spend time at the frontline, ask for input Engage in frank discussions Ensure all stakeholders have contact with the team

19 Change Acceleration Leadership Efforts Create urgency Lack of success usually misses at least one of these Short term wins areas Build a Coalition Remove barriers Vision and Initiatives Volunteer army

20 Why is Change Management Important to a Liaison? Some change being requested Investigate and understand the process from both sides Look objectively for improvements Often met with resistance Change is hard! Given the option, most will stay the same

21 Lonely Liaison Change is hard!

22 Things to Think About & Things to Avoid What to do Take on the important items What not to do Work towards Choose a side compromise Alienate your colleagues Spend time where it has Be everything to everybody greatest value Become a personal Help Desk Pay attention to the alligators nipping at your ankles This Photo by Unknown Author is licensed under CC BY-SA

23 Take-Aways Change is hard Can t please everyone getting back with reason matters Don t need formal title to be a leader find those to help Process change important Be neutral advocate for a resolution Leadership Communication Always respond, even if the answer is no

24 Thank you for your time! Jerine Rosato, PMP

25 WE VALUE YOUR INPUT Please complete the session evaluation in the conference app: 1. Open your app and open the Schedule tab 2. Find and open this session 3. Click the Session Evaluation link and complete! Thank you!