Copyright © 2017 by The Segal Group, Inc. All rights reserved.
IT TRANSFORMATION TEAM
Kickoff Meeting August 24, 2017
Colorado School of Mines
By Easal22 - Own work, CC BY-SA 3.0, https://commons.wikimedia.org/w/index.php?curid=18644720
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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
Background and Context
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Our Methodology
The organization’s structures, people, policies, rewards,
measures, capacity and culture
The cost to deliver and support services, programs,
processes and systems
The tools and technologies used to support functions and
services
The alignment of practices, services, structures, processes, and policies with the institution’s
strategic vision and goals
The processes by which services, programs, and transactions are
developed and delivered
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Based upon the findings, Sibson recommended that Colorado School of Mines complete the following:
High Level Recommendations
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
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The Teams will be guided by an organized leadership structure so that the effort is comprehensive and efficient
Leadership Structure
President
Shared Services Team
Leader
Team
Sibson
Registrar Team Leader
Team
Sibson
CCIT Team Leader
Team
Sibson
HR Team Leader
Team
Sibson
Culture Team Leader
Team
Sibson
Research Team Leader
Team
Sibson
Policy Team Leader
Team
Sibson
Project Sponsors
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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
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Project Management
Each team will be managed through the following structure:
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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
Team Leader Role
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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
Team Member Role
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Storming • Resistance, change in attitude • Arguing between members, establishing unrealistic goals, disunity
Forming • Excitement, anticipation, and optimism • Defining tasks, determining acceptable group behavior
Storming • Resistance, change in attitude • Arguing between members, establishing unrealistic goals, disunity
Norming • Ability to criticize constructively, acceptance of members • More friendliness, team cohesion, establishing &
maintaining team goals
Performing • Satisfaction with team progress • Close attachment to the team
The Evolution of Teams
Effective Teaming
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• 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
Balancing Communications and Confidentiality
The Demand for Information 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
Communications
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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
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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
IT Project Definition, Scope, and Goals
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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
IT Project Deliverables and Success Metrics
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Working Team Approach
• 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
• 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
• 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
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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
Project Timeline
August 24 Kickoff Meeting By 12-20-17 By 1-31-17
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Information Technology Data Request Status Data Items Received • Overview of the CCIT function and units Received • Current vision and strategic plans for the CCIT function, and list of related initiatives for current
year (if drafted) Received • Relevant organizational charts
Received • Job descriptions for key CCIT roles
Received • Process maps and/or related forms and documentation on core processes
Received • IT Governance Structure
Received • 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.)
Received • Information about or overview of tools or technologies used to support the work of the unit, function or departments
Received Policy Library (may not include some departmental policies)
• 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)
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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
Describe the Current State
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Thursday, August 24, 2017 10:00 AM-12:00 PM
Thursday, September 7, 2017 10:00 AM-12:00 PM
Thursday, September 21, 2017 10:00 AM-12:00 PM
Thursday, October 5, 2017 10:00 AM-12:00 PM
Thursday, October 19, 2017 10:00 AM-12:00 PM
Thursday, November 2, 2017 10:00 AM-12:00 PM
Thursday, November 16, 2017 10:00 AM-12:00 PM
Thursday, November 30, 2017 10:00 AM-12:00 PM
Thursday, December 14, 2017 10:00 AM-12:00 PM
Meeting Schedule
Can’t make a meeting? Email [email protected] and [email protected]