The Integrated ITS Philip Long, October, 2005

1
(No Transcript)
2
The Integrated ITS Philip Long, October, 2005

• Reminders
• Goals of Integration
• Our Planning Process
• Designing the Integrated Organization
• An Overview of the Integrated ITS
• Transition
• ITS Mission, Vision and Goals for AY06
• Your Questions

3
Integration GoalsImagine What We Can Do Together

• Even with our current client satisfaction, we can
  improve existing services
• Even with our current efficiency, we can further
  contain costs
• We can add significant new value by expanding our
  program alignment

4
Together

• Still Client Focused
• Medicine, Nursing, YMG, Hospital and many more
• Arts and Sciences, Law, FES, the arts schools
  and many more
• Med Institutional IT Committees
• Our Services Improve
• Our Alignment Expands
• Our Opportunities Expand

Integrated Organization
ITS-Med
ITS
We Can Do More, We Can Be More
And We Will
5
From July Integration Planning Overview

• Phase I Develop an integration planning approach
• Establish a governance and listening structure
• Develop the overall planning approach
• Develop IPT structure, leadership, membership and
  methodology
• Completed
• Phase II Integration Planning Teams for affected
  units
• Planning teams begin to meet and work after July
  19th
• Time lines vary by team according to complexity
  of area
• Completed
• Phase III Finalize integrated units
• Management confirms the organizational structure
  and roles
• Slots individuals into roles
• Largely completed and announced (Graphics and
  Photo IPT still underway)
• Launch the work of developing integrated services
• Begins November 1st

6
Integration Planning is Essentially Complete

• Seventeen Integration Planning Teams have met and
  completed their work
• One Graphics and Photo was deliberately
  convened late and is still underway
• All the completed ITP reports are posted
• The work accomplished is immensely satisfying and
  informative
• A summary of services with target service levels,
  cost drivers, funding models
• Descriptions of staff roles
• Organizational proposal or options
• The IPTs
• Developed a shared understanding of what we do
  and
• Generated significant and sometimes surprising
  new ideas
• They are the foundation of the design of the
  integrated organization
• And inform each integrated unit and its services
• Profuse thanks to all of you who participated as
  interviewees and on the teams

7
Designing the Integrated OrganizationContinuous
Evolution

• The Integration Steering Committee has worked
  intensively
• The ISC discussed each IPT report in detail and
• Worked to integrate the options into a
  coordinated organization
• Donna Cable, Sue Plagenhoef and Sheila Sautter
  participated in all human resources aspects of
  this planning
• Our organizational design consultants guided our
  first several sessions
• Additional modest changes will occur
• A few open positions invite applications from
  current staff or beyond
• Several units have a transitional organization
• We know we will not have gotten everything right
  (!)
• And ITS and staff roles will evolve continuously
  going forward
• Driven by changing Yale needs and changes in our
  industry

8
Principles Guiding Integration Planning

• Meet Yales needs
• Design the most effective IT organization for
  current and future services
• For example, most organizational failures occur
  at boundaries so manage those boundaries with
  formal mechanisms (e.g., stewardship) and
  effective teamwork
• Use IT integration to advance ITS as a
  values-based organization
• Listening through
• The IPTs,
• The listening group, and
• Innumerable private conversations
• Honesty
• The IPT process proceeded with sometimes
  difficult but largely honest discussions
• The ISC discussed and argued but with candor and
  honesty
• Transparency
• The IPT process was as transparent as we could
  make it
• Involving broad engagement of staff and posting
  of the IPT reports
• Our consultants asked, should you post? we had
  already done so!
• Respect for People

9
Respect for ITS Staff

• Whether or not you agree with our decisions (mine
  as the court of last resort)Respect for and
  concern for ITS Staff was always a major
  consideration
• Concern for you as individuals, in your staff
  roles and for our organization
• All said, ITS exists to serve Yale and we must
  choose accordingly
• Several no win choices one individual or
  another will definitely be unhappy
• These decisions were taken with full respect and
  sincerity
• Wherever possible, we have chosen a structure
  that offers continuing opportunities for staff
  over a perfect fit model
• Some staff are faced with a sideways or
  down-level move
• I apologize if any are in error but assure you
  there is no malice intended
• We have worked hard with Human Resources
• To assess existing and new roles to provide
  equity in the integrated organization
• All HR rankings have been of the job, not the
  individual

10
A Few Details

• The integrated ITS consists of approximately 400
  staff members
• Roughly 75 of us will work in a new
  organizational structure
• And all of us will experience change in
  management and organizational culture
• No doubt a set of us very much feel adversely
  affected by a change in role
• A net of six positions are eliminated, five of
  them open slots, one via layoff
• Five staff move up, seven move down,
  approximately 20 move laterally
• Several generalists become more specialized
• Several leaders of groups become sub-leaders in
  larger units
• Several leaders move from line to staff or matrix
  roles
• A couple of groups move to an interim state with
  more change likely
• Four roles are created which will be available
  for bid
• Three Desktop Support team managers in Client
  Support available to ITS staff
• An Associate Director for Operations available
  only to staff within Security
• Three open positions will be posted internally or
  beyond
• Reserved for ITS staff bid only until Nov 11th
  then opened see IT integration web site
• Associate Director of Communications for ITS in
  Client Support
• Director of Institution-specific Applications in
  Enterprise Systems
• Lead Mac Analyst in Client Support Desktop
  Technologies
• Things are well stirred up, I hope, in mostly
  positive ways

11
The Integrated ITS

• High level organization charts follow to give you
  an overview
• They will be impossible to study in detail on the
  screen
• I wont attempt to identify the many changes
  represented
• And specific questions will best be addressed to
  and answered by unit managers
• This presentation will go up on the Integration
  Web Site by Friday morning
• We are also working on comprehensive org charts
  which identify every individual and will post
  them on the integration web site by next Monday
• Following the org chart slides, Ill offer
  comments on our new organization, goals and how
  we will work going forward

12
(No Transcript)
13
(No Transcript)
14
(No Transcript)
15
(No Transcript)
16
(No Transcript)
17
(No Transcript)
18
Transition

• These changes are effective Nov 1st
• Our transition management and planning is
  disbanded, our former organizations are
  integrated though vestiges will last for a while
• The Listening Group will remain available through
  December
• A set of staff and service transitions will
  require on-going consulting
• No doubt this will be a bit of a mess please
  help out!
• Space
• Some staff will move their office locations to
  develop unit adjacencies
• This will take one to several months to work out
• Transition issues will be managed at the unit
  level on unit- and service-specific time lines
• You are the first to receive these announcements
  
• We plan to announce to the client community on
  Friday, October 28th.

19
Notes on the Organization

• Each program unit is lead by a senior director
  (this is a new title)
• The Senior Directors, the Director of Finance and
  Administration and I form our Senior Leadership
  Team
• Note that we have three new unit names
• Administrative Systems becomes Enterprise Systems
• We have to remember ES doe medium and small
  systems too!
• And these are administrative, not academic
  systems
• A set of units are combined to form Client
  Support
• A set of units are linked to create the
  Infrastructure Group

20
A New ITS Leadership and Service Model

• It may not be obvious, but this is a major step
  in ITS organizational maturation
• The SLT and ITS will work less as individual
  units and more as a team
• Essential for the many ITS services which cross
  unit boundaries
• Essential for the organization we aspire ITS to
  become
• To get started, the SLT is undergoing a
  professional developmental-360
• Everyone in every unit must understand and look
  out for all ITS services
• For example, the SLT has begun discussing senior
  staff as a team
• The SLT and supervisors will give additional
  emphasis on managing talents and skills at least
  two levels down through more frequent interaction
  and the annual performance development process
• Upper level management promotions will be
  reviewed by the entire SLT
• Also, a set of services are understood to be
  owned by ITS though under the stewardship of
  individual units, including
• ITS Communications reporting within Client
  Support
• ITS Web Services reporting within Enterprise
  Systems
• Email reporting within Infrastructure and Client
  Support

21
What You Can Do

• Each of you has the potential to affect your
  future by how you work going forward
• We want an organization in which you help
  yourself by doing the right thing
• Please take responsibility for your organization
  we need you to help shape it
• Please dont just accept your new role, adapt to
  it, excel at it
• That will be best for you and the organization
• A test what do you do when you see a goof
• Not my job or Im going to engage even though
  its not my job
• Please make ITS your organization, lets see what
  we can do working together

22
ITS Mission, Vision and Goals for 2005-06

• The ISC developed Mission, Vision and Goals for
  the Integrated ITS for 2005-06
• Our mission identifies two key elements in our
  support for Yale
• Client driven, reliable, campus-wide platform of
  IT services, and
• Partnership with our clients to provides leading
  edge IT solutions to meet specific needs
• Our vision covers four areas
• Client Satisfaction
• Service Value
• Leadership Alignment and Planning, and
• High Performance Organization
• Our goals for 2005-06 set specific tasks we plan
  to accomplish this year
• In the next slides Ill highlight three of these
  specific tasks
• Our Mission, Vision and Goals have been shared
  with our management and our advisory committees
• You will be able to see the entire statement on
  the Integration Web site
• You will see our goals are directly responsive to
  our integration goals to
• Improve services, control costs and increase
  alignment
• Supplemented with the critical goal of developing
  staff and ITS into a high performance
  organization
• For today, Ill highlight three particularly
  relevant goals
• The entire M/V/G document will be posted on the
  integration web site

23
Selected 2005-06 ITS Service Value Goal

• What will you accomplish by year end?
• Harmonize core ITS systems and services to
  improve service and reduce costs.
• Develop a common email system and service across
  all ITS clients.
• Develop a common client back-up system and
  service across all ITS clients.
• How will you measure success?
• Achievement of goals of merged email and back-up
  with no diminution of satisfaction, effectiveness
  and performance measures of those services.

24
Selected 2005-06 ITS Service Value Goal

• What will you accomplish by year end?
• Take a significant Phase I step to rationalize
  and equalize the IT infrastructure core service
  assessment (per-FTE assessment).
• How will you measure success?
• Implementation of a Phase I IT core service
  assessment reduction focused in the Medical
  Campus.

25
Selected High Performance Organization Goal

• What will you accomplish by year end?
• ITS management develops a budget and plan to
  maintain a strong emphasis on staff training and
  development while adding a sharpened focus on
  career development and progression as Yale
  pursues these same objectives.
• How will you measure success?
• ITS will establish a plan for all supervisory,
  management and director level staff to attend
  Pathways I or II training as appropriate.
• ITS management will establish a
  training/development budget appropriate to each
  ITS role.

26
Im Really Excited

• Sure, weve got our flaws and weve left a few
  parts of this reorg incomplete
• But no organization has it all right
• Every organization has to continuously evolve
• The last two years have taught me much
• One key learning is the best work comes from
  great organizations and great organizations beget
  great work
• Also, being great isnt magic, its simply
  keeping after the right things, consistently,
  with drive, with urgency
• Yale hasnt historically focused on these issues,
  but it is now and so are we
• Weve got the potential to be a truly outstanding
  organization
• Compared within Yale and with our peers beyond
• And to have a corresponding outstanding impact on
  Yale
• I cant wait to get started on this work with you
  all!

27
Weve Hatched!(with great expectations for
further growth)
28
Your Questions