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IT Integration

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IT Integration July Status Philip Long, July 2005 Goals and Objectives We incubate: Planning for Integration Overview Governance & Listening Integration Planning ... – PowerPoint PPT presentation

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Title: IT Integration


1
IT 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

2
Goals 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

3
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
4
Two 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
5
Key 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

6
Objectives 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

7
Integration 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

8
Approach Governance and Listening
                                                
                                                  
                  
9
Approach 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
10
Approach - 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.

11
Approach 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
12
Approach - 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

13
Approach - 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

14
Consultant 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

15
Phase 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!

16
Observations 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

17
Next 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!

18
Plan 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
19
Overview 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
20
Whats 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

21
Whats 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.

22
Planning -Our Integrated Organization
IncubatesWith some uncertainty, feeling a bit
vulnerable and also hopeful
23
We Hatch!(with great expectations for future
growth)
24
Your Questions
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