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AToolkit for Building Collaborative Relationships withyour IT department
 Introductions Defining IT Self-Assessment Roles &Responsibilities(RACI) EverydayInteractions
Varies across library organizations
Appreciating both our differences and similarities
Traditionally: Service and work oriented Loyal Respect authority/tend to accept othersopinions as their own Provide st...
But seeing more: Helping others be the best they can be Assume responsibility in times of conflict Outstanding group le...
Traditionally: Same as where Library Professionals are nowtrending
But also:▪ Non-conformist and innovative▪ Use imagination and innovation to deal with problems▪ Can tend to nit-pick and o...
And can be:▪ Impulsive, fearless, crave excitement▪ Value privacy and tend to keep important issues tothemselves
RACI is a project management tool that clearlylays out roles and responsibilities for any activityor group of activitiesA ...
1. What has to be done?2. Who must do it?
Responsibility - The person or position responsible fordoing the activity (the work)Accountability - The person or positio...
When to use Raci:For employees to get a clear understanding of therole and responsibilities around the work processTo im...
How to use Raci:Hold meetings to introduce the concept/modeland get buy-inDefine functional roles and activitiesConduct...
It is often a political process whichconfronts three elements of roles andresponsibilities:
Role Conception: What people think their jobs areand how they have been trained to perform themRole Expectation: What othe...
 Clearly understood individual expectations
 Clearly understood individual expectations Reduced redundancy in tasks Clearer communication (what is reallynecessary)...
 Assists teams in charting roles andresponsibilities in a consistent manner Clarifies individual and organizational role...
 RACI is a useful and effective decision making toolthat helps to define roles and responsibilities. This isused to ident...
Preparing for the day-to-day• Terminology/Lingo• Hallway Conversations• SLA’s• Tickets
The ultimate goal:
On the web:http://cslinsession.cvlsites.org
Making IT Happen: A Toolkit for Building Collaborative Relationships with your IT Department
Making IT Happen: A Toolkit for Building Collaborative Relationships with your IT Department
Making IT Happen: A Toolkit for Building Collaborative Relationships with your IT Department
Making IT Happen: A Toolkit for Building Collaborative Relationships with your IT Department
Making IT Happen: A Toolkit for Building Collaborative Relationships with your IT Department
Making IT Happen: A Toolkit for Building Collaborative Relationships with your IT Department
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Making IT Happen: A Toolkit for Building Collaborative Relationships with your IT Department

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IT folks carry the stigma of being particularly non-collaborative, but the stereotype of the loner programmer barricaded in a cubicle is not necessarily accurate. The growing number of collaborative projects between library public services and IT departments make it necessary to examine relationships and create excellent communications for resulting success. This program will discuss proven management and collaborative techniques for building relationships, through self-assessment and teambuilding techniques, and will offer a glimpse into how strong relationships between IT and public services libraries can lead to award-winning and innovative projects.

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Making IT Happen: A Toolkit for Building Collaborative Relationships with your IT Department

  1. 1. AToolkit for Building Collaborative Relationships withyour IT department
  2. 2.  Introductions Defining IT Self-Assessment Roles &Responsibilities(RACI) EverydayInteractions
  3. 3. Varies across library organizations
  4. 4. Appreciating both our differences and similarities
  5. 5. Traditionally: Service and work oriented Loyal Respect authority/tend to accept othersopinions as their own Provide stable/standardized service Constantly changing rules causes stress
  6. 6. But seeing more: Helping others be the best they can be Assume responsibility in times of conflict Outstanding group leader/Self-confident Decision makers/Independent Need for accuracy can lead to inflexibility Can be demanding and difficult Can easily become tired, stressed and fatigued
  7. 7. Traditionally: Same as where Library Professionals are nowtrending
  8. 8. But also:▪ Non-conformist and innovative▪ Use imagination and innovation to deal with problems▪ Can tend to nit-pick and overdo simple issues▪ Can easily become tired, stressed and fatigued
  9. 9. And can be:▪ Impulsive, fearless, crave excitement▪ Value privacy and tend to keep important issues tothemselves
  10. 10. RACI is a project management tool that clearlylays out roles and responsibilities for any activityor group of activitiesA RACI Chart is used to identify activities ordecisions and the individuals or groups involvedin answering:The RACI Model
  11. 11. 1. What has to be done?2. Who must do it?
  12. 12. Responsibility - The person or position responsible fordoing the activity (the work)Accountability - The person or position accountableto ensure the activity happensConsulted - The person or position who should beconsulted prior to decision or actionInformed - The person or position that needs to beinformed of the decision or action after it is made
  13. 13. When to use Raci:For employees to get a clear understanding of therole and responsibilities around the work processTo improve the understanding of functionbetween departments and responsibilities withinones departmentTo clearly define the roles and responsibilities ofteam members who are working on a project
  14. 14. How to use Raci:Hold meetings to introduce the concept/modeland get buy-inDefine functional roles and activitiesConduct workshops to assign values to the chartRevise/revisit as necessary
  15. 15. It is often a political process whichconfronts three elements of roles andresponsibilities:
  16. 16. Role Conception: What people think their jobs areand how they have been trained to perform themRole Expectation: What others in the organizationthink another persons job is and how it should becarried outRole Behavior: What people actually do in carryingout their job
  17. 17.  Clearly understood individual expectations
  18. 18.  Clearly understood individual expectations Reduced redundancy in tasks Clearer communication (what is reallynecessary) Reduced levels of approvals in process Greater focus on the value add of a processstep
  19. 19.  Assists teams in charting roles andresponsibilities in a consistent manner Clarifies individual and organizational rolesand responsibilities Identifies accountabilities Eliminates misunderstandings
  20. 20.  RACI is a useful and effective decision making toolthat helps to define roles and responsibilities. This isused to identify inefficiencies of organizational roles It helps to resolve any functional issues that arisewithin departments or between individuals The main objective of RACI chart tool is to eliminaterole confusions and to able to deliver the product orservice successfully to the customer and contribute tothe long term organizational objectives
  21. 21. Preparing for the day-to-day• Terminology/Lingo• Hallway Conversations• SLA’s• Tickets
  22. 22. The ultimate goal:
  23. 23. On the web:http://cslinsession.cvlsites.org

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