Title: IT Integration
1IT Integration July Status
- Philip Long, July 2005
- Goals and Objectives
- We incubate Planning for Integration
- Overview
- Governance Listening
- Integration Planning Teams Structure,
Methodology Outcomes - Staff Participation
- Plan of Record and Timeline
- Phase I Develop an Approach - Complete
- Next Steps
- Phase II IPTs meet at unit level and report
- Phase III Finalize structure and populate by
unit - We hatch unit integration is complete!
- Service integration begins by unit
- Whats in a name?
- Your Questions
2Goals Imagine What We Can Do Together
- Even with our current client satisfaction, we can
easily improve existing services - Even with our current efficiency, we can further
contain costs - We can add significant new value by expanding our
program alignment
3Together
- 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
4Two Tracks
We Maintain Current Services
We Plan Integration
Maintain Current Services
Outside Help Standard Org Design Approach
Staff Planning Teams For all Affected Units
June, July, August
Unit Transitions As Ready
Focus on Services, Metrics Target Service
Levels Processes Roles
Fully Launch the New Organization Implementation
over 3-6 months
5Key Integration Objectives
- To integrate
- two sets of similar IT Missions into one holistic
IT Mission - two similar IT Organizations into one IT
Organization - two sets of Project Plans, Requirements and
Services into one set - two sets of IT Support Skills
- two sets of IT Methodologies and Metrics
- two sets of IT Funding Models
- two IT Investment Budgets
- two IT Brands
- To serve the clients of both organizations, as a
unified organization - at or exceeding current service levels
- at or exceeding current client satisfaction
levels - To preserve the dignity and optimize the
contribution of every employee - Including performance and development plans going
forward - To complete this work, as much as possible, by
September 30th, 2005
6Objectives Overview
- One Set Of-
- Organizational Structures
- Mission Statements
- Roles and Responsibilities
- Client Sets
- Funding Models
- Budgets
- Brands
- PoRs Reqts Backlogs/SLAs
- Performance Plans
- Development Plans
- Two Sets Of-
- Organizational Structures
- Mission Statements
- Roles and Responsibilities
- Client Sets
- Funding Models
- Budgets
- Brands
- PoRs/Reqts Backlogs/SLAs
- Performance Plans
- Development Plans
- Synergies
- Ambiguities
- Overlaps
- Streamlined
- Efficient
- Productivity Enhancer
7Integration Planning Overview
- Phase I develop an integration planning approach
- Timing announce to now - Complete
- Establish a governance and listening structure
- Develop the overall planning approach
- Develop IPT structure, leadership, membership and
methodology - Phase II Integration Planning Teams for affected
units - Timing now through August 12th (earliest) to
November (latest) - Training for IPTs on July 19th
- Templates for IPT charter, staff interviews and
IPT report - Planning teams begin to meet and work after July
19th - Time lines vary by team according to complexity
of area - Phase III Management confirms and populates
integrated units - Timing within 2-4 weeks of IPT reports, as IPTs
conclude - Confirms an organizational structure and roles
- Slots individuals into roles
- Unit structural integration is complete
8Approach Governance and Listening
9Approach Integration Planning Teams by affected
unit
The IPTs recommend the integrated unit
structure. The ISC confirms that structure and
then populates it.
ITS-MED
ITS
Areas of Uniqueness
Areas of Synergy
SINGLE INTEGRATEDNEW Unit
Areas of Overlap
10Approach - IPT Structure
- The 17 identified IPTs are posted at the
integration web site under Integration Planning
Teams - Units and services involved
- Responsible Steering Committee Member
- Expected IPT lead and membership
- Expected start and target completion date
- Note the IPT is about the structure of our
services, staff roles and organization - The IPT does not assign staff to particular roles
management will make these assignments once the
unit organizations are confirmed at the
conclusion of Phase II.
11Approach IPT Staff Participation
- 100 of the affected staff
- will be interviewed during IPTs- Essential
duties which may differ from or amplify position
description - Key partners dependencies
- Additional comments critical for a successful
integration
100
Approximately 25 of the affected staff will
participate in the IPTs.
25
12Approach - IPT Outcome
- A template for the IPT report is posted on the
integration web site under Integration Planning
Teams - Summary of recommendations
- Mission definition of integrated unit(s)
- Inventory of primary services, applications and
activities including - Target service levels
- Metrics
- Cost drivers
- Funding models
- Clients
- Staff roles skills required
- Organizational hierarchy
- Quick wins
- Immediate issues or barriers
- Unanswered questions
13Approach - IPT Outcome, continued
- In most cases the services will not change
- But it will be useful for the IPT to provide the
metrics, cost driver(s) and funding models for
each service even if it doesnt change - Similarly, in most cases, the staff roles will
not change - Current position descriptions will be used
whenever appropriate - Though the IPT should comment if an existing
description needs update
14Consultant Help and Advice
- We have retained Right Management Consultants to
- Review and comment on the process we have
developed - Engage in sample interviews with staff to test
understanding and progress over time - Help develop and then deliver the IPT training to
team leads next Tuesday, 7/19 - Work with selected IPTs to provide further
training and facilitation - Advise on the emerging organizational design and
roll out - Assist with other issues which may develop
- Please note, therefore, that the processes,
teams, etc. outlined in our materials are always
subject to improvement -) from - Consultant advice
- Your comments
- Our experience
15Phase I of Integration Planning is Complete
- Web site up and active at yale.edu/itintegration
- Formal project plan developed with time line
- Governance and listening structure active
- ISC meets frequently, more than once a week
- The Advisory Committee has been great
- Will morph this group into a standing Senior
Leadership Group - Expect it to meet quarterly
- Will have a retreat next week focused on IT
planning (not integration)! - The Listening Group is in place and comments are
bubbling in - IPTs structure defined including team leads and
members - IPT methodology defined
- IPT training developed and scheduled (7/19)
- Integrated accounting and budget effective July
1!
16Observations to Date
- We are maintaining services and productivity
THANK YOU! - In addition to our formal work, we are sneaking
up on integration - We are beginning to meet each other with uniform
conclusions - We share our core characteristics
- Were all competent, dedicated professionals
- who care deeply about Yale and our service
responsibilities - This is a great basis on which to build an
organization - While we all share some uncertainty, I see
tremendous energy and enthusiasm as we consider
how we can work together - Key feedback from you fast, fast, fast!
- HR and consultants believe we are moving very
quickly - But many of you would like us to move faster
- We have therefore deliberately set aggressive
Phase II IPT goals - and aggressive Phase III goals to settle our
unit integration
17Next Steps
- Phase II IPTs meet at unit level and report
- Informed by your feedback and the advice of the
consultants - Phase III Management finalizes structure and
populates by unit - Then begins a new stage of integration of
services, funding models or other activities
where applicable - Settle a set of details along the way including,
e.g., our name!
18Plan of Record July 8, 2005
Key-
Management Activities
SteeringCommitteeActivities
IPTActivities
Advisory Committee Listening GroupActivities
Identify Opportunities
May Jun Jul
Aug Sep
Oct Nov
Finalize the Framework Templates For The IPT
Service Matrix Definitions
Most complex IPT Results released later (as soon
as known).
Prepare IPT Team Leader Training Materials
Schedule a Qualified Trainer a Classroom
Seek opportunities for improvements in client
satisfaction, efficiency and effectiveness
Adopt opportunities for client sat, eff eff
Integration PlanningTeams Set Up
New CIO Reporting Communications
SystemDesigned, Agreed Announced
Steering CommitteeSet Up
IPT Team Lead Regular Briefings to
Responsible Steering Committee Member
IntegrationListeningGroupDisbanded
IPTs Disbanded
AdvisoryCommitteeDisbanded Sr.
Leadership Group Starts
Steering CommitteeDisbanded Management Team in
Place
Set Up Test Supporting Website
DefineIntegration Planning Approach, Governance
Management Systems
IPTTeam Leader Training Ends SecondWeek InJuly
- IPT Reports Recommends-- Organizational
Structures. - Mission Statements
- Roles Responsibilities
- Staffing Levels
- Skills Needs
- Service Levels- etc.
SteeringCommittee- - Reviews, Refines,
Confirms IPT Approaches - Populates
Organizational StructuresUnit orgsannounced
asfinalized
- Announcement
- Activities- Pre Announce Activities
- Announcement
- Post Announce Follow Up Activities,
Staff Briefings, QAs, etc
Integration Execution Phase- New Line
Management Responsibility
- High Performance Organization Focus- New or
Refined Performance Plans, as appropriate - New or Refined Development Plans, as
appropriate - Immediate Training Programs, as appropriate
Advisory CommitteeSet Up
On Going Communications, per Communications
Plan- Staff to Listening Group to Steering
Committee - Advisory Committee to Steering
Committee- Steering Committee to Staffs -
University CIO to Yale Officers Executives
IntegrationListening Group Set Up
CommunicationsPlan Definition
May 18th2005 ITS / ITS-MedIntegrationAnnouncem
ent Date
December 1st Integration largely complete! one or
two groups may extend beyond this date
July 20thIPTs Start
September 1stFirst units of new organization
confirmed others follow in turn
August 12thFirst IPT ReportsDue
19Overview of Plan July 8, 2005
May Jun Jul
Aug Sep
Oct Nov
Post-planning integration work
ITS / ITS-MedIntegrationPlanning Approach
Developed
Confirmation of new organization
IPTs submit reports
IPTs launched
20Whats in a Name?
- The Advisory Committee identified three possible
changes in name - A new name for our organization
- New names for our integrated units
- Evolved branding for the organization and units
- Conclusions
- We will certainly develop evolved branding
- Newly integrated units should adopt new names
- But, mixed opinions on whether to adopt an
entirely new organizational name - Pros
- Makes clear to all clients and staff - that a
new organization has emerged - Cons
- The overall org name is likely most important to
clients, less critical to staff - And most clients will likely call us ITS for
years even if we do change our name! - Despite formal names, both current organizations
have been referred to as ITS - And both current organizations have good
credibility behind their names - Of which we should be proud and, thus, not
lightly abandon
21Whats in a Name?Tentative Conclusion
- Evolve the Brand for visibility and to symbolize
the integration - Change the name of every integrated unit
- Use the name Information Technology Services
- including location if needed, e.g., ITS at
Medicine, ITS at Central Campus - Well want to decide this by August 1.
- If you feel strongly, please send your comments
by July 20th to cio_at_yale.edu.
22Planning -Our Integrated Organization
IncubatesWith some uncertainty, feeling a bit
vulnerable and also hopeful
23We Hatch!(with great expectations for future
growth)
24Your Questions