EITS Directors Retreat Session 1 Compact Planning: Setting the Context

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EITS Directors RetreatSession 1Compact
Planning Setting the Context

• November 10, 2004

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Topics/Comments

• Organizations in times of change
• The role of Leadership and Management in times of
  change
• Thinking strategically in planning for change
• Tools for planning strategically in times of
  change

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Organizations in times of Change

• Properties of Organizations
• Complexitypopulated by people, whose behavior is
  notoriously hard to understand and predict
• Surprisingwhat you expect is often dramatically
  different from what happens
• Deceptivedefy expectations and then camouflage
  surprises
• Ambiguousthe sum of complexity,
  unpredictability, and deception is rampant
  ambiguity.

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for example.in terms of ambiguity

• We are not sure what the problem is
• We are not sure what is really happening
• We are not sure what we want
• We do not have the resources we need
• We are not sure who is supposed to do what
• We are not sure how to get what we want
• We are not sure hot to determine if we have
  succeeded

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• Experience/lessons learned...
• change is like squeezing jellothe harder you
  squeeze the less you have.
• positive change requires stability
• culture is profoundly important that said,
  leadership must focus on the levers within the
  culture
• change is always different.never the same for
  all situations
• alignment of Information Technology within
  organization is critical
• ..organization will need to think like a business
  and manage as an enterprise in order to influence
  information technology as an enabler of change

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So, how does organization/leaders/managers
cope? they try to make it simpler by

• Developing systems and technology to collect and
  process information
• Breaking complexity into smaller pieces and
  assigning chunks to specialized individuals or
  units
• Hiring or developing sophisticated professionals
  with skills in handling specific segments of
  environmental complexity
• Creating a strategy for public interest including
• Defining goals and intermediate long/short-term
  objectives
• Carrying out a SWOT analysis
• Imagining and playing scenarios
• Drawing up an action timetable, etc.

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and, by asking the RIGHT question

• Whom do you serve and what do they want to do?
  (customers/clients/organizationbig picture)
• What are the core systems, services, and support
  provided? (CORE systems, services, support)
• What is the best way to provide the services
  (processes)
• How do we know we are doing a good job? (metrics)
• What is the best way to organize? (structure)
• NOTE sequence of questions extremely important
  need to reverse traditional approach by putting
  focus on customersworrying about organizational
  structure and reporting lines is mistake!

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e.g., EDUCAUSE core data services

• IT organization, Staffing and Planning
• IT Financing and Management
• Faculty and Student computing
• Networking, Advanced Technologies, and IT
  Security
• Information Systems

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The role of Leadership and Management in times
of Change

• Drivers of change social, economic, demographic
• academic
• research
• outreach/in-reach
• administrative
• state/federal
• service/community
• communities of practice,
• interest, and place

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Change Management Skills

• Political Skills
• Analytical Skills
• People Skills
• System Skills
• Business Skills
• .The most successful CIOs are experts at
  having difficult conversations like it or not, a
  large part of being a CIO means dealing with
  difficult personalities arrogant technical
  professionals, demanding faculty, upset office
  workers, and bewildered administrators.
• The most skilled CIOs focus technical
  professionals on solving the problemsand
  articulate the problem and solution for the
  faculty, workers and administrators.

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• I think any CIO knows the basic rules.align IT
  initiatives with university priorities, maintain
  an integrated, Web-enabled administrative system,
  maintain a high-quality network, hire good
  people, and invest in staff development. But,
  how we go about our tasks sets us apart!
• Thomas Hausmann
• Bethany College

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• the mark of a good CIO is that he/she is
  confident enough to delegate and give up
  stuff.to have confidence in themselves and in
  their teams to delegate
• The CIO has to make sure that there are
  operationally credible people in the
  organization its critical for people to
  understand that it is not going to be an ivory
  tower organization. There has to be some
  thoughtfulness involved in the planning.
• Forrester Research
• March 2004

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thusChallenges for leadership and management

• Deliver better results at a price
  customer/clients are willing to pay
• Be willing to charge clients/customers the real
  price in return for the real value
• Demonstrate common sense to dismount the horse
  of bureaucracy and replace with the courage to
  search for options/ alternatives
• Tell the truth!.....and

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be upfrontby telling

• What the problem is and how it arose
• What damage it is doing to individuals own
  personal interests
• what organizations objectives are in tackling
  problem
• What the costs and the benefits of action will be
• Why approach will work better than other options.

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• Make your purpose clear and pursue it
  relentlessly
• Frame everything in terms of results
• Get back to the core
• Be intensely driven by a passion for your
  customers
• Be willing to change everything but your values
• Create an organization of leaders and leadership
• leaders cant move organization unless they
  have leaders throughout who buy in and help
  them
• BOTTOMLINEdeliver results, align with the
  business agenda and capture management attention!

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Thinking Strategically in planning for Change

• Single Environmentintegrated, well-defined,
  single enterprise
• Extended Enterprisecompetencies, strategic
  alliances, multiple value chains, economic value
• Extended Industryvalue-web, overlapping,
  increasing returns

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• a) Selecting a Change Strategy
• Degree of Resistance
• Target Population
• The Stakes
• The Time Frame
• Expertise
• Dependency

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b) Structural Imperatives

• Organizational size and age
• Core process
• Environment
• Strategy and Goals
• Information Technology
• People

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c) rethinking approach to leadership.move
toward Reframing approach

• Business Direction.values, mission, vision,
  goals
• Alignment.capabilities (personally tailored,
  quality, commodity, novelty)
• Market Positioningvalue proposition to customers
• Capabilities Positioningissue of product and
  process stable or dynamic

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4 Frames

• Structural
• Political
• Human Resource
• Symbolic

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The Structural Frame

• exists to accomplish established goals and
  objectives
• works best when rationality prevails over
  personal
• an appropriate structure can be designed and
  implemented to fit an organizations
  circumstances (e.g., goals, technology,
  environment)
• Structure ensures that people focus on getting
  the job done reflects specialization and
  division of labor
• Specialization permits higher levels of
  individual expertise and performance problems
  and performance gaps arise and remedied through
  restructuring

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Political Frame

• Organizations are coalitions of various
  individuals and interest groups
• There are enduring differences among coalition
  members in values, beliefs, information, etc.
• Decisions involved the allocation of scarce
  resourceswho gets what
• Scarce resources and enduring differences give
  conflict a central role and make power the most
  important role
• Goals and decisions emerge from bargaining,
  negotiation, and jockeying for position among
  different stakeholders

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Sources of Power

• Position power (authority)
• Information and Expertise
• Control of rewards
• Coercive power
• Alliances and networks
• Access and control of agendas
• Framing control of meaning and symbols
• Personal power

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Skills of the Politician

• Agenda setting
• Mapping the Political Terrain
• Networking and Building Coalitions
• Bargaining and Negotiation
• Morality and Politics

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Human Resource

• Human Needs
• Personality and Organization
• Human Capacity and Changing Employment Contract
• Lean and Mean More benefits than costs
• Investing in People

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Organizational Symbols/Symbolic frame

• In the face of uncertainty and ambiguity, people
  create symbols to resolve confusion, increase
  predictability, provide direction, and anchor
  hope and faith
• Many events and processes are more important for
  what is expressed than what is produced. They
  form a cultural tapestry of secular myths,
  rituals, ceremonies, and stories that help people
  find meaning, purpose and passion.

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Symbolic Assumptions

• What is most important is not what happens but
  what it means
• Activity and meaning are loosely coupled
• In the face of widespread uncertainty and
  ambiguity, people create symbols to resolve
  confuse, increase predictability, find direction,
  and anchor hope
• Many events and processes are more important for
  what is expressed than what is produced.
• Culture sis the glue that holds an organization
  together and unites people around shared values
  and beliefs.

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Organizational Symbols

• Myths
• Stories and Fairy Tales
• Ritual
• Ceremony
• Metaphor, Humor, and Play
• Meetings
• Planning, Evaluation
• Collective Bargaining
• Power

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Soin terms of organizational-wide change
factors of importance include

• Recognizing potential for change in players
• Importance of building chemistry
• Importance of leading exercise in strategic
  thinking
• Ability to articulate prognosis of the
  institution
• Address opposition by omission
• Establish value-oriented vision
• Take time to be patient
• Consider time management and balance between
  duty and interface with people

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andbefore one begins, ask some key questions
including

• Which processes are most important now and why?
• Who will be the change champion(s)?
• Who are the stakeholders?
• What is the business culture of the company and
  what are its strengths?
• What subcultures exist and what are their
  strengths?
• What cultural attributes are weak or will
  interfere with the change?
• What will be the toughest changes and how will
  they be addressed? How ready is the
  organization to change?

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• Tools for planning strategically
• the difference between where we are (current
  status) and where we want to be (vision) is what
  we do (actions), why we do it (values) and how we
  do it (strategies).

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Criteria for Strategic Thinking Process

• Organization
• Observation
• Views
• Driving Forces
• Ideal Position
• Tools for implementing Strategic Thinking Process
• Strategic planning (e.g., UGA 5yr Program
  Planning, Outcomes-based Assessment and Resource
  Allocation)
• Scenario planning
• SWOT
• Portfolio Management
• Compact Planning Process

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• considering the vision, mission and priorities
  of UGA, .the question for EITS and the Office
  of the CIO is
• What is the value of Information Technology as
  a strategic asset for The University of Georgia
  in meeting the goals of the institution and in
  managing the business of the institution? How
  does the Office of the CIO and EITS plan for
  meeting the goals and priorities of UGA? What is
  our strategy? Strategies?

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Compact Planning

• Descriptors
• Inclusive, bilateral, negotiated written
  agreement focused on long-term planning
• Venue for establishing priorities initiative-
  based
• Cyclical, iterative, annual
• Alignment of unit and organizational goals and
  strategies
• Provides accountability through specific
  performance and outcome measures tied to
  initiatives
• Positions actions, outcomes, performance
  expectations respect responsibilities funding
  sources in context of university long-range goals
  and performance expectations partnerships/
  codicils providing shared responsibility.

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Types of Initiatives (e.g.)

• Those contributing to achievement of university
  goals (e.g., diversity, partnerships, global
  economy)
• Those contributing to the universitys planning
  for student learning in a technology-rich
  environment
• Those contributing to achievement of
  unit-specific goals
• Those improving the units performance on
  selected performance measures
• Those supporting established targets for growth,
  recruitment, retention, increased research
  funding, etc

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Levels of Negotiated Involvement

• Level 1 EITS in concert with User community, IT
  governance participants, UGANet, faculty,
  students, etc
• Level 2 EITS Directors/senior management
• Level 3 CIOs gang of 4 (executive
  directions team
• Level 4 CIO IT Advisory Council
• Level 5 CIO
• Level 6 EMT

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Compact Plan Format

• Short title
• List of university goals supported by the
  proposed initiatives
• Clear description of each initiative and the
  university and unit objectives to be achieved by
  implementing the initiative
• Strategies for implementing the initiative(s)
  including
• Action to be taken
• Responsible individual(s)
• Deliverables
• Implementation schedule
• Estimated cost(s)
• Clear description of the desired outcomes of the
  initiative and how outcomes will be
  assessed/measured include baseline comparisons
• Prioritization of the initiatives on financial
  spreadsheet reflecting request, match,
  codicil/partnership contribution

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Initiatives

• Some initiatives may take a year,others may take
  two or more years to complete. The initiatives
  may also
• a) be carried forward from a previous compact
  and/or new ones introduced in the current cycle
• b) describe new activities and/or improve the
  quality and effectiveness of existing activities
  such as infrastructure improvements.
• c) Require new funding and/or redirect existing
  resources.

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Performance Metrics

• Tracking the proper performance metrics and
  ensuring that your support staff understand
  performance expectations can help ensure that the
  organization is working toward the right
  objectives.
• Establish metrics and standards
• Communicate acceptable standards and the goals
  behind them
• Dont ignore the problem statistics,those that
  provide insight into problem areas.

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Performance Criteria (e.g.)

• Strategic need (current and in the foreseeable
  future)
• Mission-specific effectiveness metrics
  (uniqueness and viability)
• Generic efficiency metrics
• Quality of product
• Timely delivery
• Cost reduction/or avoidance
• Cycle time reduction
• Customer satisfaction
• Meeting commitments

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Types of Metrics

• Trending against known standards the standards
  may come from either internal or external sources
  and may include benchmarks
• Trending with standards to be established
  usually this type of metric is used in
  conjunction with establishing a baseline
• Milestones achieved.

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Yes/No Metrics

• Yes/No metrics are used in certain situations
  usually involving establishing trends, baselines,
  or targets, or in start-up cases. Because there
  is no valid calibration of the level of
  performance for this type of measure, they should
  be used sparingly. Examples
• Establish/implement a system
• System is in place (without regard to
  effectiveness)
• Analysis is performed (without criteria)
• Reporting achieved (without analyses)
• Threshold achieved (arbitrary standards)

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Quality of Metrics

• Is the metric objectively measurable?
• Does the metric include a clear statement of the
  end results expected?
• Does the metric support customer requirements,
  including compliance issues where appropriate?
• Does the metric focus on effectiveness and/or
  efficiency of the system being measured?
• Does the metric allow for meaningful trend or
  statistical analysis?
• Have appropriate industry or other external
  stands been applied?

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Cont. Quality of Metrics

• Does the metric include milestones and/or
  indicators to express qualitative criteria?
• Are the metrics challenging but at the same time
  attainable?
• Are assumptions and definitions specified for
  what constitutes satisfactory performance?
• Have those who are responsible for the
  performance being measured been fully involved in
  the development of the metric?
• Has the metric been mutually agreed upon by you
  and your customer?

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Codicils

• When two or more units collaborate on a single
  initiative, a codicil is written and signed by
  the head of each partner unit. These codicils
  follow the same format as other initiatives and
  appear in the compact plans of each partner.

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Funding Sources

• Before requesting new resources, carefully
  consider whether resources can be reallocated
  from within your unit to achieve the initiative.
  If an initiative will be funded through
  reallocation, include information about the
  program or service from which the funds will be
  moved.
• New resource requirements should be summarized
  on a spreadsheet a different spreadsheet can be
  developed for each fiscal year. Resource needs
  are divided into those for which the unit
  requests new funds and those that the unit will
  fund itself through reallocation, grants, or
  another source recognizing that initiatives may
  require funds from multiple revenue sources.