IT TRANSFORMATION TEAM

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Evan Dennis
6 years ago
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2 Background and Context Colorado School of Mines has been proactively assessing its current environment to ensure that it is delivering the highest quality education and services to its students, and that its operations are efficient and financially sound Sibson Consulting was engaged to conduct an assessment of administrative functions across the campus The review was conducted to ensure organizational and operational efficiency in functions across campus to support the University s overarching mission The scope of the review included all functions across campus that impact student, staff, and faculty success The review was conducted in March and April 2017 and involved the following: An examination of various documents, organizational charts, policies, previous process improvement initiatives, and other related materials 149 one-on-one and focus group interviews with identified stakeholders, including faculty, staff, and students Four town hall events in which 407 responses were gathered by individuals across campus 2

culture The tools and technologies used to support functions and services The processes by which services,

3 Our Methodology The alignment of practices, services, structures, processes, and policies with the institution s strategic vision and goals The organization s structures, people, policies, rewards, measures, capacity and culture The tools and technologies used to support functions and services The processes by which services, programs, and transactions are developed and delivered The cost to deliver and support services, programs, processes and systems 3

4 High Level Recommendations Based upon the findings, Sibson recommended that Colorado School of Mines complete the following: Establish a shared services function to combine transactional processes for Human Resources, Finance, Institutional Research and Procurement Complete a detailed assessment and redesign of the Registrar to ensure proper staffing levels, process efficiencies, and policy effectiveness Complete a detailed assessment and redesign of Research Administration to reduce barriers to efficiency for research faculty Kickoff a Culture of Excellence Initiative to assess and address cultural challenges on campus Conduct a complete policy assessment and redesign to be consistent with federal/state laws and cultural priorities Assess current technology environment at Mines and develop a strategic technology roadmap for the future Complete a Human Resources Strategic Planning Initiative to create enhanced strategic and consultative HR services 4

Leadership Structure The Teams will be guided by an organized

efficient President Project Sponsors Shared Services Team Leader

Team Leader Research Team Leader Policy Team Leader Team Team

5 Leadership Structure The Teams will be guided by an organized leadership structure so that the effort is comprehensive and efficient President Project Sponsors Shared Services Team Leader Registrar Team Leader CCIT Team Leader HR Team Leader Culture Team Leader Research Team Leader Policy Team Leader Team Team Team Team Team Team Team Sibson Sibson Sibson Sibson Sibson Sibson Sibson 5

Project Management Each team will be managed through the following structure: External support, facilitation, project management Sibson Consulting Project Sponsor(s) Project Team Leaders Project Team

6 Project Management Each team will be managed through the following structure: External support, facilitation, project management Sibson Consulting Project Sponsor(s) Project Team Leaders Project Team Members Provide thought leadership and vision Establish and communicate project goals and objectives Remove barriers to team progress Monitor progress Create excitement for change Support project goals and objectives Provide formal and informal leadership Build consensus and buy-in Communicate progress to Sponsor Develop plans and strategies that will allow the unit to realize its vision Participate in team meetings Provide ideas and suggestions for addressing critical issues 6

7 Team Leader Role Provide thought leadership throughout the process Ensure that the Team, its activities, and its designs are aligned to the University s mission Work with other Team Leaders to surface and coordinate cross-team issues and opportunities Communicate frequently to other Team Members and Project Sponsors about the Team s progress and direction Participate as a member of the Team Encourage innovation and creative approaches to the organization s challenges Foster collaboration and teamwork within the Team Coordinate communications with other Team Leaders and the Project Sponsors 7

8 Team Member Role Understand the goals, objectives and structure of the initiative Be open, honest, candid and collaborative Assess the current environment Create recommendations for a future state Identify organizational risks and challenges associated with implementing recommended changes Support development of the implementation plan Build on the ideas, thoughts, and suggestions of others Participate fully 8

9 Effective Teaming The Evolution of Teams Forming Storming Storming Resistance, Resistance, change in change attitude in attitude Arguing between Arguing members, between members, establishing establishing unrealistic unrealistic goals, disunity goals, disunity Excitement, anticipation, and optimism Defining tasks, determining acceptable group behavior Performing Satisfaction with team progress Close attachment to the team Norming Ability to criticize constructively, acceptance of members More friendliness, team cohesion, establishing & maintaining team goals 9

Communications Balancing Communications and Confidentiality The Demand for Information Highly visible project involving roles and jobs Organizational curiosity on how the project will impact

10 Communications Balancing Communications and Confidentiality The Demand for Information Highly visible project involving roles and jobs Organizational curiosity on how the project will impact individuals Lack of information breeds insecurity, uninformed speculation and rumors The Demand for Confidentiality Content is sensitive and communications need to be accurate Designs are evolutionary and premature communication is irresponsible Teams are developing recommendations not making final decisions 10

11 IT Team Members Team Sponsors: Kirsten Volpi, Exec. VP & COO, CFO, Treasurer Tom Boyd, Interim Provost Peter Han, Chief of Staff Team Leader: Mike Erickson, Chief Information Officer Team Members: Sara Schwarz, Mgr, Classroom Technologies, CCIT Christopher Painter-Wakefield, Assoc. Prof. CS Darren McSweeney, Computing Support Mgr., CS Sam Spiegel, Dir. Trefny Innovative Instruction Ctr. Phil Romig, Director and CISO David Lee, Dir. Enterprise Systems, CCIT Ed Zucker, Manager, Client Services, CCIT Tzahi Cath, Director, AQWATEC Colin Terry, Assoc. Dean of Students Laura Guy, Mgmt. Systems Admin. Librarian Katy Ginger, Project Manager, AO Matt Kettering, Data Specialist, CCIT 11

IT Project Definition, Scope, and Goals Project Definition: Identify strategic objectives that align to the campus needs and develop a strategic plan that defines CSM s technology vision, mission,

12 IT Project Definition, Scope, and Goals Project Definition: Identify strategic objectives that align to the campus needs and develop a strategic plan that defines CSM s technology vision, mission, imperatives, strategies, and actions Through the development of a strategic plan, identify strategies and opportunities to improve the quality and efficiency of all technology services Develop a set of plans and actions for implementing strategic initiatives that improve customer service levels, process efficiency, timeliness of services, utilization of technology, organizational structure and resources, and enhancing work culture Project Scope: All current and future technology services, processes, policies, structures, and cultures Goals/Objectives: Ensure broad understanding and acceptance of CSM s technology strategic objectives Ensure CSM is well positioned to meet the current and future technological needs of the institution Provide CSM strategies and actions identified in the strategic plan, that improve the quality and efficiency of all technology service offerings 12

IT Project Deliverables and Success Metrics Project Deliverables: 1. A high-level review of the current state of technology service quality and efficiency across the campus 2.

13 IT Project Deliverables and Success Metrics Project Deliverables: 1. A high-level review of the current state of technology service quality and efficiency across the campus 2. A documented CSM technology strategic plan, that includes a vision, imperatives, strategies for achieving those imperatives, and actions that support identified strategies 3. An implementation plan outlining the tasks, activities, timelines, structure/staffing and resources required to implement actions identified in the strategic plan Success Metrics: Broadly understood technology vision and imperatives Increased project prioritization for ongoing initiatives Improved customer satisfaction levels Reduced process timelines Improved culture of partnership 13

Working Team Approach Develop recommendations for improving the quality, efficiency and effectiveness of services in the function Assess operational, organizational,

weaknesses, opportunities, and threats Understand and confirm the case for change Create a high level plan to implement the recommended changes Identify required

14 Working Team Approach Develop recommendations for improving the quality, efficiency and effectiveness of services in the function Assess operational, organizational, financial and cultural risks, benefits and impacts of each recommendation Gain a shared view of the current state of the function Evaluate the Division s strengths, weaknesses, opportunities, and threats Understand and confirm the case for change Create a high level plan to implement the recommended changes Identify required investments and develop timelines, milestones, tasks and activities required to support the implementation Identify the imperatives for success in developing and delivering the change 14

Project Timeline Team Orientation Assess Current Environment Develop The Plan Finalize Recommendations Communicate project goals and objectives Review

view of the current strengths and weaknesses in the Division Develop a common view of the current environment including barriers to change Assess and

feasibility of draft plans Identify barriers to implementation Ensure horizontal and vertical integration Assess plan risks and benefits Test draft

15 Project Timeline Team Orientation Assess Current Environment Develop The Plan Finalize Recommendations Communicate project goals and objectives Review Project Plan and timeline Review Project member roles Build excitement Demonstrate senior level commitment and importance of the program Create a shared view of the current strengths and weaknesses in the Division Develop a common view of the current environment including barriers to change Assess and clarify project goals and success metrics Identify the essential strategies, initiatives and activities necessary to achieve the vision Assess feasibility of draft plans Identify barriers to implementation Ensure horizontal and vertical integration Assess plan risks and benefits Test draft plans with sponsor and other leaders Gather additional input Modify plans as appropriate Create implementation strategies August 24 Kickoff Meeting By By

Information Technology Data Request Status Received Received Received Received Received Received Received Received Received Policy Library (may not

and list of related initiatives for current year (if drafted) Relevant organizational charts Job descriptions for key CCIT roles Process maps

measures of unit, department or function performance Qualitative measures of the unit, department or function, including any measures that reflect

, written evaluation of office performance, survey or customer feedback from faculty/customers/stakeholders, etc.

16 Information Technology Data Request Status Received Received Received Received Received Received Received Received Received Policy Library (may not include some departmental policies) Overview of the CCIT function and units Data Items Current vision and strategic plans for the CCIT function, and list of related initiatives for current year (if drafted) Relevant organizational charts Job descriptions for key CCIT roles Process maps and/or related forms and documentation on core processes IT Governance Structure Overview of any outsourced functions/services Quantitative measures of unit, department or function performance Qualitative measures of the unit, department or function, including any measures that reflect the quality of unit or individual performance (e.g., written evaluation of office performance, survey or customer feedback from faculty/customers/stakeholders, etc.) Information about or overview of tools or technologies used to support the work of the unit, function or departments Relevant policy documentation Miscellaneous (i.e., any other data or information relevant to help assess the quality and or efficiency of the unit, department or function) 16

17 Describe the Current State Describe the current mission of the technology function and its key organizational and operational elements Why does the function exist? What are the strategic goals and objectives of the technology function? How is the focus area organized? What is the service delivery model for the technology function? Outline Strengths, Weaknesses, Opportunities, and Threats Strengths identify the key internal strengths. An indication of the practices, processes, efforts, structures, organizations, cultures, facilities, capabilities, competencies, individuals, leaders, outcomes, results, etc. that perform effectively, efficiently and at high levels. May be considered among the best things within or about technology at Mines Identifies the key internal weaknesses. An indication of the practices, processes, efforts, structures, organizations, cultures, facilities, capabilities, competencies, individuals, leaders, outcomes, results, etc. that are in need of improvement or that are not performing effectively, efficiently, or at a high level. May be considered among the worst things within or about technology at Mines Identifies the best external opportunities. An indication of the opportunities to improve the quality, size, or scope of technology Identifies the biggest external threats. An indication of market forces, economics, regulatory, competitive issues, etc. that pose the most daunting threat to the success of technology at Mines 17

18 Meeting Schedule Thursday, August 24, 2017 Thursday, September 7, 2017 Thursday, September 21, 2017 Thursday, October 5, 2017 Thursday, October 19, 2017 Thursday, November 2, 2017 Thursday, November 16, 2017 Thursday, November 30, 2017 Thursday, December 14, :00 AM-12:00 PM 10:00 AM-12:00 PM 10:00 AM-12:00 PM 10:00 AM-12:00 PM 10:00 AM-12:00 PM 10:00 AM-12:00 PM 10:00 AM-12:00 PM 10:00 AM-12:00 PM 10:00 AM-12:00 PM Can t make a meeting? jhasenstein@sibson.com and jyeager@mines.edu 18

Streamlining Business Operations Belknap Campus. Town Hall Presentation Belknap Business Operations April 2016

Streamlining Business Operations Belknap Campus Town Hall Presentation Belknap Business Operations April 2016 Overview Existing State Future State Vision Shared Services Description & Workflow Development