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Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
Workshop on Project Management and Teamwork for ULS
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Workshop on Project Management and Teamwork for ULS

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A workshop for task force members of the Pitt University Library System (ULS). Includes sections on project initiation, design teams, environmental scanning and stakeholder evaluation, the Future …

A workshop for task force members of the Pitt University Library System (ULS). Includes sections on project initiation, design teams, environmental scanning and stakeholder evaluation, the Future Search methodology, the use of SharePoint for collaboration, and strategic option analysis.

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  • 1. Credits: Many, but especially:Human Technology, Inc. 1999.The complete guide to managingchange and transition.Amherst, Mass: HRD Press, Inc. andformer colleagues in Cornell’sOrganizational Development group.
  • 2. WHEN WE FINISH THIS WORKSHOP YOU WILL KNOWMORE ABOUT: Initiating projects Working on a design team (and what that is) The context, stages and deliverables of our work as a team Identifying key stakeholders Sharepoint as a collaborative toolkit The purpose and characteristics of a Future Search conference Developing “strategic options”
  • 3. TENTATIVE SCHEDULE FOR TODAY - 1Time Topic or Exercise12:40-12:50 Intro and project initiation12:50-1:00 First exercise – discussion of a project “charter”1:00-1:20 Our project teams – what is a “design team” and what do they do? How does our work relate to achieving the goals of the ULS Long Term Plan? What are some examples of “desired outcomes”?1:20-1:45 Second exercise – preliminary group work on designing the future state Group 1 – Environmental scan – what factors are driving the ULS to change? What data should be considered in designing the future state? Group 2 – What does the ULS Long Range Plan tell us about desired outcomes? What three outcomes (from a sample list provided) are the most critical to the realization of the ULS Long Range Plan?
  • 4. TENTATIVE SCHEDULE FOR TODAY - 2Time Topic or Exercise1:45-2:00 Our near term deliverables2:00-2:30 Third exercise – group work – stakeholder analysis2:30-2:45 BREAK2:45-3:00 Do I really have to learn how to use Sharepoint? – Heidi Card3:00-3:25 What is a Future Search conference?3:25-3:50 What is a strategic option? What factors, trends, issues, opportunities should each TF consider? How will we develop our first set of recommendations? When are they due to Senior Staff?3:50-4:20 Discussion, feedback, action planning, wrap up4:20-4:30 Reserved time for packing up and getting on the shuttle
  • 5. PROJECT INITIATIONAuthorize expenditure of resourcesAssign project managerEstablish roles and responsibilities of project manager and other participantsIdentify high-level goals/objectivesNotify people/organizations affected by project
  • 6. NOW LET US BE PERFECTLY CLEAR… (APROJECT “CHARTER”)Project nameProject sponsor(s)Project managerStatement of purpose—reason for the projectSpecific high level project deliverablesAuthorized project resources (i.e., people, budget)Basic project timelineConstraints or ‘givens’
  • 7. EXERCISE 1: DOES OUR TF CHARGE ANSWER THESE QUESTIONS? 1. Who is the project manager? 2. Who is the project sponsor? Does the sponsor know he/she is a sponsor? 3. Who is on the project team? 4. What is the purpose of the project? 5. When the project is done, what will be different? (What are the deliverables?) 6. What human resources are available for the project? 7. What is the basic project timeline? 8. Are there any “constraints” or “givens”? Are these stated or merely implied?Handout: Copies of TF charge from SP site
  • 8. A HIGHLY SELECTIVE GLOSSARY OF PROJECTMANAGEMENT TERMS• Sponsor – Executive-level position responsible for integrating the results of the project with the operations of the organization.• Deliverable – Any item produced as the outcome of a project or a part of a project. A deliverable is tangible and verifiable.• Constraint or “given” – A restriction or limitation that influences the project plan. Up-front design criteria such as “no additional staff can be added,” “deliverables must be in hand by x date,” “the focus should be on these types of services,” “recommendations must be presented in priority order,” and so on,
  • 9. WHAT IS A DESIGN TEAM AND WHAT DO THEY DO? • A group of people responsible for translating a vision into operational (actionable) terms • They articulate a clear picture of a desired future state – what it is really going to look like – by providing a blueprint for the organization • Members are selected for their expertise, ability to influence and work with others, knowledge of the organization and its processes • Concerned with (1) getting from ideas to actual, specific activities and (2) questions like: • What new services should be delivered? • What will changed processes look like? • What will our new organizational structures look like? • How will technology be used? • What roles or responsibilities with people have? • How will people relate to the communities that we serve?Handout: too small to read
  • 10. HOW DOES OUR TASK FORCE WORK RELATE TO THE “VISION” – THE ULS LONG RANGE PLAN? Overarching Theme: User-Centered Collections and Services LONG RANGE GOALS OBJECTIVES • Understand user needs, expectationsInformation resources Deliver innovation (enhance access)and collections Stewardship of collections (conservation, preservation) • User-centered renovation of space, equipment, systemsInfrastructure(space, equipment, systems) • Closer integration within and across ULS with faculty and departments • Develop a new service model for reference blending traditional and digital formatsServices • Innovate information literacy instruction and assessment • Innovate access services • Articulate and exemplify new models of scholarly communication • Partner with faculty and researchers at and beyond PittScholarly communication • Support creation of new digital collections, publishing services, trusted repositories • Increase effectiveness by directing resources to highest priorities (as indicated by assessment data analysis)Organizational agility • Monitor and respond quickly to needs • New skills development • Recruit and retain professional staff CROSSING THE CHASM FROM VISION TO REALITY – DEFINING THE FUTURE STATE IN OPERATIONAL, EXECUTABLE TERMS
  • 11. WHAT ARE SOME EXAMPLES OF “DESIREDOUTCOMES”?Type of outcome ExamplesBusiness outcomes • Increased usage of facilities, collections, services • Increased responsiveness to user needs • Reduced cost of operations • Faster turnarounds • Full utilization of technologies“People” outcomes • More work accomplished with same number of people • Increased flexibility • More meaningful work • More teamwork (or cross-functional work) • Better working conditions“Organizational” outcomes • Alignment to community needs • Open communications; inclusion • Rapid, high quality decision making • Easy coordination, linkage of units • Culture of assessment • Culture that supports mission of university
  • 12. Group 1 – Environmental scan – what factors are driving the ULS to change? What data should be considered in designing the future state?
  • 13. Group 2 – What does the ULS Long Range Plan tell us about desired outcomes? What three outcomes (from the sample list provided) are the most critical to the realization of the ULS Long Range Plan?
  • 14. OUR NEAR-TERM DELIVERABLES – FY13PLANNING TASK FORCEOctober TF October 26 November tomeetings early December • Investigate • Future • Submit and begin to Search strategic identify FY13 conference options strategic with selected analysis to options ULS staff UL and PBC • Presentation to Admin Council
  • 15. OUR NEAR-TERM DELIVERABLES – USERSERVICES TASK FORCEOctober TF November 2 November tomeetings early December •Scan •Future Search •Submit environment to conference strategic investigate and with selected options identify FY13 ULS staff analysis to ULS strategic Sr Staff, FY13 options Planning TF. PTDG, PBC •Presentations TBD
  • 16. STAKEHOLDERS AND THEIR REQUIREMENTSAND EXPECTATIONS• If an organization does not meet the requirements of its key external stakeholders, it will ultimately fail• Analyzing who the key stakeholders are and what they require or expect is critical for determining what and how to change• For the purpose of our exercise, stakeholders can be internal or external to the ULS
  • 17. IDENTIFYING STAKEHOLDERSWho is allocating budget? Who makes final decisions about what will be resourced (funded)?Who will use the results; who benefits?Who originates? (Whose idea is it?)Who defines “success”?Who will feel the impact? Who gains? Who loses?Who does or will do the work?Who will maintain the outcome?Who knows the “big picture”—future direction?
  • 18. EXERCISE 3: STAKEHOLDER ANALYSIS: GET YOUR POST-ITS! High Power High Power Low Concern High Concern StakeholdersPOWER Low Power Low Power Low Concern High Concern CONCERN
  • 19. TAKE A BREAK!
  • 20. WHAT IS SHAREPOINT?• SharePoint is Microsofts collaboration and document management software often used for organizations internal knowledge management.• In practice we see it as a hybrid - somewhere between a website, Outlook, a file system and an Intranet.• SharePoint is web-based and users interact with it via their web browser
  • 21. INFORMATION OVERLOAD! various shared documentsFragmented folder structure – if any!internalKnowledgeManagement outdated e-mails intranetstructure Outlook public paper-based folders: email, statistics documents, & collection calendars some public web pages
  • 22. WHY SHAREPOINT?• Consolidate our internal content• Learn about and use collaboration features for different groups and across groups• Reduce paper-based processes and broaden availability of stats collection• Explore using Announcement & Discussion features as alternative to email
  • 23. SHAREPOINT COMPONENTS & TERMS Document Libraries  Shared files & folders, incl. photos Lists  Announcements  Calendars  Tasks  Links  Discussions  Contacts  Custom Web parts  Main area to view snapshots of content from lists & libraries, rss feeds, etc.
  • 24. Presentation: SharePoint in Libraries, John Heintz & Ben Durrant from the University of St. Thomas Libraries, retrieved October 10, 2011 fromhttp://digitalcommons.macalester.edu/libtech_conf/2010/concurrent_a/17/
  • 25. FUTURE SEARCHStructured interviewsSix questionsOne of the questions is assigned to you; you will interview 6 people on this questionYou need to take notes on the answers to your assigned question!You will be interviewed on all questions (including the one assigned to you)
  • 26. OBJECTIVESHighly interactive, collaborative approachGather information from all in short period of timeIdentify strategic actions that, if taken, will make greatest positive differenceDevelop common ground and shared commitment
  • 27. AGENDA FOR FUTURE SEARCH CONFERENCEArrival and coffeeWelcome and introduction (Karen)“Future Search” InterviewsIndividuals Identify ThemesBreak and Social TimeGroups Analyze Data and Prepare Action ProposalsReporters Present Themes and Action ProposalDebrief and Wrap Up, Farewells
  • 28. SIX SAMPLE INTERVIEW QUESTIONS1. Looking three years into the future, what would you want the university community to be saying about the ULS?2. What would you say are the major strengths or recent accomplishments of the ULS in accomplishing its mission?3. What would you say are the major threats, limitations or internal barriers facing the ULS in accomplishing its mission?4. What new opportunities might the ULS seize over the next two years?5. What strategies, objectives, projects, programs, or new initiatives should the ULS pursue over the next two years?6. What are some of the skills and competencies that ULS staff will need to develop further in the coming 2 or 3 years? Which of these skills and competencies will be most important to our continued success?
  • 29. YOUR QUESTION / YOUR GROUPQ1 Q2 Q3 Q4 Q5 Q6Participant Participant Participant Participant Participant Participant1 7 13 19 25 312 8 14 20 26 323 9 15 21 27 334 10 16 22 28 345 11 17 23 29 356 12 18 24 30 36
  • 30. ROOM SET UP DIAGRAM: 36 PARTICIPANTS, 6QUESTIONS Q1 Q2 Q1 Q2 Q1 Q2 Q3 Q2 Q3 Q3 Q2 Q2 Q4 Q3 Q4 Q4 Q3 Q3 Q4 Q5 Q4 Q5 Q4 Q5 Q5 Q6 Q5 Q6 Q5 Q6 Q6 Q1 Q6 Q1 Q6 Q1 ROW 1 ROW 2 ROW 3
  • 31. INDIVIDUALS IDENTIFY INTERVIEW THEMESSit down by yourselfWhat is highly characteristic of what my interviewees said to me?What is somewhat characteristic of what my interviewees said to me?What are some unique perspectives from my interviewees?You have 15 minutes (followed by break)
  • 32. DATA ANALYSIS / ACTION PROPOSALSEach group break out separatelyIdentify recorder/reporter and a timekeeperAs a group, compare “highly characteristic,” “somewhat characteristic” themes and consider unique perspectivesDevelop an action proposal for FY13Write your proposal legibly on flip chart sheetsYou have 45 minutesSuggest you split time evenly between data analysis and development of action proposal
  • 33. SIX QUESTIONS >> ACTION PROPOSALS 1. Looking three years into the future, 1. Write a couple of headlines —then write what would you want the university down what we need to do to make the community to be saying about the ULS? headlines true. 2. What would you say are the major 2. How and in what ways can the ULS use strengths or recent accomplishments these strengths going forward? of the ULS in accomplishing its mission? 3. What are some of the things that we will 3. What would you say are the major need to do differently in the future to threats, limitations or internal continue successfully serving our barriers facing the ULS in accomplishing its mission? communities? 4. What new opportunities might the 4. How should the ULS respond to these ULS seize over the next two years? opportuntiies? 5. What strategies, objectives, projects, programs, or new initiatives should 5. What are the 3 or 4 most important the ULS pursue over the next two projects or initiatives? years? 6. What are some of the skills and 6. Which are the most important and how competencies that ULS staff will can we develop these new skills and need to develop further in the competencies? coming 2 or 3 years? Which of these skills and competencies will be most important to our continued success?Printed handout for group work at Future Search conferences
  • 34. Group discussion - How will we manage preparing (1) the questions and (2) the ULS staff for our Future Search conferences?
  • 35. WHAT IS A STRATEGIC OPTION?Strategic options are creative, action-oriented responses to the library’s changing environment. They take into account the facts, community needs, trends, opportunities and threats facing the ULS. Strategic options are identified following an organizational assessment that keeps in mind the changing environment, mission and aspirations of the library. The TF will conduct the organizational assessment inclusively by using “Future Search” conferences focusing on (1) public and collections services and (2) the ULS digital library. They will analyze the output of the Future Search conferences to develop and submit a strategic options analysis …--Charge, ULS FY13 Planning Task Force
  • 36. FY13 PLANNING TF: FOCUS ON THE ULS DIGITAL LIBRARY Possible factors, needs, trends, opportunities to consider: • Digital library users - identifying constituencies (user communities) and their needs, behaviors, preferences. Assessment and continuous improvement. • Services for digital library users – delivery, remote access, mobile devices, reference and outreach services for special or digitized collections, metadata and production services, more • The collections of digital libraries – licensed and open access, digitized collections, born digital sources, image collections, data collections, repositories, the library as publisher, more … • Organizing access to digital collections – enhancing discoverability/visibility, evolution of the catalog, DL platforms and management systems, user-centered design, knowledge organization, more … • Metadata, standards, interoperability – design, outreach services, ingest and export, mapping, conversion, sharing and re-using metadata, protocols, more … • Legal, economic, human factors – IP, copyright, rights management, open access, library cooperation, social networks, marketing and communications, assessment and evaluation, more …Handout: copies of this slide for TF members
  • 37. USER SERVICES TF: FOCUS ON USER-CENTERED SERVICE AND SPACE REDESIGN Factors, needs, trends, opportunities to consider: • Studying user communities, information-seeking behavior, needs, preferences – realigning services accordingly • Future of service points – combining desks • “Privileging the user” in library buildings – space redesign • “Virtual space” redesign – including web site, mobile devices, apps. • Engagement and outreach with user communities – F2F and virtual • Future of instruction – partnerships with faculty, instructional design • Role of the liaison librarian – combining roles, new roles, new job descriptions • New roles for staff • Professional training, development, competencies for new roles • Assessment and continuous improvementHandout: copies of this slide for TF members
  • 38. WHAT DO WE HAVE TO DO TO DEVELOP OUR STRATEGIC OPTION RECOMMENDATIONS? 1. Review the ULS Long Range Plan (the vision) 2. Consider: What are the most important problems to be solved or barriers to be removed? 3. Review the TF charge esp. any constraints or ‘givens’ (see slide 8) 4. Analyze the input from the Future Search conferences 5. Then consider the following questions about the ideal future state (pick the ones most relevant to your TF charge) to identify the possibilities:  What new or changed services need to be provided?  What should renovated spaces look like?  What will new or changed organizational structures look like?  What types of key roles or responsibilities will people have?  How will people relate to the communities that the ULS serves?  What new or changed technologies will be used? 6. Review your TF’s stakeholder analysis (try for “wins” for as many stakeholders as possible, and consider possibilities for compensating for “losses”) 7. Prioritize the possibilities and identify the recommended strategic options for making progress toward the ideal future state in operational, executable termsHandout: copies of this slide for TF members
  • 39. WHEN IS OUR FIRST DRAFT DUE TO SENIORSTAFF? Strategic Options - User Services Task Force Mid- Strategic Options - FY13 Planning November Task Force Strategic options – Thanksgiving
  • 40. DISCUSSION, FEEDBACK, ACTION PLANNING, FINIS CC-BY RVWithTito http://www.flickr.com/photos/rvwithtito/6161674618/

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