Presentation given by Rhian Davies, Craig Henderson and Mark Ritchie from University of Edinburgh at EDUCAUSE 2015. Slides discuss the importance of partnership in effectively delivering IT and business change and review the work done by the University between 2005 and 2015 to build more effective partnerships.
Digital Transformation at the University of EdinburghMark Ritchie
This slide set provides an overview of the Digital Transformation portfolio of projects being led by Information Services at the University of Edinburgh. The slide set provides the current position on 30th April 2017. We'll update the slideset as work progresses.
Digital Transformation is about more than just technology. Our goal is to adopt new "digital first" ways of working which leverage technology, further our mission and provide a world class experience for our students and staff. Digital Transformation is a major, multi-year portfolio of programmes and projects. The current programmes are:
- Enterprise APIs - to develop a flexible and secure API framework to support development and deployment of user focused solutions more quickly and at lower cost
- Enterprise Data Warehouse - to provide a standards based, flexible and integrated platform for business intelligence and management information
- User Experience Services - to improve the digital experience by focusing on user-centred design through consistent standards, user experience services and training
- User Centred Portal and Notifications - to develop a new user-centred interface for the University Enterprise Portal (MyEd)
- Engagement - to drive engagement with Digital Transformation across the University and provide a governance framework for projects that are not part of other programmes
A further tranche of programmes and projects will come on stream later in 2017 with a the portfolio of work to be completed by Summer 2020.
Educate 2017: In their own words - Learnosity client success stories Learnosity
Watch the video of this session: https://youtu.be/AhTqVIIxvyM?t=1s
No two clients are the same. There’ll always be different needs, different challenges and different solutions.
This is where product flexibility comes into play.
Get a clearer picture of how you can leverage Learnosity’s potential by listening to the stories and successes of those who have already been there.
Guest speakers at this session include UNIwise, Otus, OnCourse Systems for Education, and Big Ideas Learning.
The goal for this lecture:
1. I would like to show you how to improve legal rulings with higher quality and in the same time secure a more efficient use of legal time and at low cost.
2. In introducing LEAN you need to analyse how you work today and then identify critical areas.
3. Then set up a future state and learn to use the many tools and hopefully have improved efficiency.
Digital Transformation at the University of EdinburghMark Ritchie
This slide set provides an overview of the Digital Transformation portfolio of projects being led by Information Services at the University of Edinburgh. The slide set provides the current position on 30th April 2017. We'll update the slideset as work progresses.
Digital Transformation is about more than just technology. Our goal is to adopt new "digital first" ways of working which leverage technology, further our mission and provide a world class experience for our students and staff. Digital Transformation is a major, multi-year portfolio of programmes and projects. The current programmes are:
- Enterprise APIs - to develop a flexible and secure API framework to support development and deployment of user focused solutions more quickly and at lower cost
- Enterprise Data Warehouse - to provide a standards based, flexible and integrated platform for business intelligence and management information
- User Experience Services - to improve the digital experience by focusing on user-centred design through consistent standards, user experience services and training
- User Centred Portal and Notifications - to develop a new user-centred interface for the University Enterprise Portal (MyEd)
- Engagement - to drive engagement with Digital Transformation across the University and provide a governance framework for projects that are not part of other programmes
A further tranche of programmes and projects will come on stream later in 2017 with a the portfolio of work to be completed by Summer 2020.
Educate 2017: In their own words - Learnosity client success stories Learnosity
Watch the video of this session: https://youtu.be/AhTqVIIxvyM?t=1s
No two clients are the same. There’ll always be different needs, different challenges and different solutions.
This is where product flexibility comes into play.
Get a clearer picture of how you can leverage Learnosity’s potential by listening to the stories and successes of those who have already been there.
Guest speakers at this session include UNIwise, Otus, OnCourse Systems for Education, and Big Ideas Learning.
The goal for this lecture:
1. I would like to show you how to improve legal rulings with higher quality and in the same time secure a more efficient use of legal time and at low cost.
2. In introducing LEAN you need to analyse how you work today and then identify critical areas.
3. Then set up a future state and learn to use the many tools and hopefully have improved efficiency.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
How to excel at inclusive onboarding and induction AbilityNet
Learn in this free webinar how Lloyd’s, a specialist insurance and reinsurance market, approaches inclusive and accessible onboarding/induction, and get tips from AbilityNet about creating and maintaining accessible practices in the workplace.
Presenting the MDE-UMUC/HBMeU cooperative programsStella Porto
Presentation of the recent dual award degrees result from the cooperation between the Master of Distance Education & E-Learning from UMUC, with the Distance Learning masters programs at HBMeU, Dubai, UAE.
Universities with existing IEPs are being targeted by corporate educational services providers for partnerships, resulting in credit-bearing matriculation pathway programs for international students who still require ESL support. In this colloquium, directors of various university-based IEPs in the United States share perspectives vis-à-vis their university-developed alternatives to corporate partnership models.
Iowa State University CIRAS
Engaging Engineering Students with Iowa’s Manufacturers
The Iowa State University (ISU) Center for Industrial Research and Service (CIRAS) has a mission to improve the economy in Iowa through applied research, education, and technical assistance. While Iowa’s economy performs well on a variety of measures, our low level of innovation drives lower wages and puts our long-term well-being at risk. CIRAS and the ISU College of Engineering took multiple steps to increase interactions between ISU engineering students and small- to mid-sized manufacturers. The goals of this effort were to create immediate benefit or the companies and drive hiring of engineers by Iowa manufacturers. Changes included moving responsibility for capstone projects to CIRAS and engaging career services as part of the corporate engagement process. Over the past five years, CIRAS and the ISU College of Engineering have executed 299 capstone projects with Iowa manufacturers, creating $66.4M in financial impact and 134 jobs. Of the 104 Iowa companies that have participated in the program, 99 are small- to mid-sized. In addition, the number of ISU engineering students with internships in Iowa companies has grown from 300 to 600 during this timeframe.
Ron Cox, Director, Iowa State University CIRAS
Presentation: Knowledge Translation and Transfer Program: sharing ideas, insights, innovation and impacts: research transformed into us - by Knowledge Translation and Transfer (KTT) Program, Ontario Ministry of Agricultural and Food and Ministry of Rural Affairs - Michael Toombs,Elin Gwyn and Bronwynne Wilton
2014 Canadian Knowledge Mobilization Forum, June 9 &10, 2014, Saskatoon, SK
Better Biotech Innovation by Improving the Ecosystem by Tim Charlebois, VP In...MIT Startup Exchange
Keynote: "Better Biotech Innovation by improving the ecosystem," Tim Charlebois, Ph.D., VP of technology and innovation strategy, Pfizer Biotherapeutics. Presented as a keynote speech at Better innovation in Biotech, part of MIT Startup Exchange cluster workshop series, see http://startupexchange.mit.edu/startupexchange/html/index.html#viewOpportunity/51
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
How to excel at inclusive onboarding and induction AbilityNet
Learn in this free webinar how Lloyd’s, a specialist insurance and reinsurance market, approaches inclusive and accessible onboarding/induction, and get tips from AbilityNet about creating and maintaining accessible practices in the workplace.
Presenting the MDE-UMUC/HBMeU cooperative programsStella Porto
Presentation of the recent dual award degrees result from the cooperation between the Master of Distance Education & E-Learning from UMUC, with the Distance Learning masters programs at HBMeU, Dubai, UAE.
Universities with existing IEPs are being targeted by corporate educational services providers for partnerships, resulting in credit-bearing matriculation pathway programs for international students who still require ESL support. In this colloquium, directors of various university-based IEPs in the United States share perspectives vis-à-vis their university-developed alternatives to corporate partnership models.
Iowa State University CIRAS
Engaging Engineering Students with Iowa’s Manufacturers
The Iowa State University (ISU) Center for Industrial Research and Service (CIRAS) has a mission to improve the economy in Iowa through applied research, education, and technical assistance. While Iowa’s economy performs well on a variety of measures, our low level of innovation drives lower wages and puts our long-term well-being at risk. CIRAS and the ISU College of Engineering took multiple steps to increase interactions between ISU engineering students and small- to mid-sized manufacturers. The goals of this effort were to create immediate benefit or the companies and drive hiring of engineers by Iowa manufacturers. Changes included moving responsibility for capstone projects to CIRAS and engaging career services as part of the corporate engagement process. Over the past five years, CIRAS and the ISU College of Engineering have executed 299 capstone projects with Iowa manufacturers, creating $66.4M in financial impact and 134 jobs. Of the 104 Iowa companies that have participated in the program, 99 are small- to mid-sized. In addition, the number of ISU engineering students with internships in Iowa companies has grown from 300 to 600 during this timeframe.
Ron Cox, Director, Iowa State University CIRAS
Presentation: Knowledge Translation and Transfer Program: sharing ideas, insights, innovation and impacts: research transformed into us - by Knowledge Translation and Transfer (KTT) Program, Ontario Ministry of Agricultural and Food and Ministry of Rural Affairs - Michael Toombs,Elin Gwyn and Bronwynne Wilton
2014 Canadian Knowledge Mobilization Forum, June 9 &10, 2014, Saskatoon, SK
Better Biotech Innovation by Improving the Ecosystem by Tim Charlebois, VP In...MIT Startup Exchange
Keynote: "Better Biotech Innovation by improving the ecosystem," Tim Charlebois, Ph.D., VP of technology and innovation strategy, Pfizer Biotherapeutics. Presented as a keynote speech at Better innovation in Biotech, part of MIT Startup Exchange cluster workshop series, see http://startupexchange.mit.edu/startupexchange/html/index.html#viewOpportunity/51
Prof. Mervyn King's presentation on integrated reporting during the International Federation of Accountants’ Council Seminar, A Fundamental Shift in Corporate Reporting.
Promotion of industry academia collaborationCarlos Fosca
Posibilidades de colaboración entre la Industria y el mundo académico en los ámbitos de la educación, la resposanbilidad social y la I+D+i
Presentación realizada en The 12th APEC Future Education Forum, el 03 de octubre del 2016 en LIma, Perú.
Presentation delivered by Craig S. Conoscenti, MD, FCCP, Director, Idiopathic Pulmonary Fibrosis Program Lead, Clinical Development and Medical Affairs, Respiratory, Boehringer Ingelheim Pharmaceuticals, Inc. at the marcus evans Evolution Summit Fall 2015 Las Vegas
Project Value Delivery methodology and interventionsJeremie Averous
Project Value Delivery is a specialized consulting company that "empowers organizations to be reliably successful in Large, Complex Projects". In this presentation we summarize our methodology and approaches to improve your projects and your odds of success.
Since 2023, Project Value Delivery is part of the Archery Strategy Consulting group.
Information Services Project Management Change Theme Update May 2017Mark Ritchie
An update on how Information Services at the University of Edinburgh are improving project management capability as part of the Change Programme introduced by the CIO.
Piloting Major Business Change: Worktribe Research Management at the Universi...Mark Ritchie
The University of Edinburgh is leading the UK HE sector in providing a world class IT solution to support research management from project idea through costing, bid, award, post-award management and closure.
The new Worktribe Research Management system, which was procured and developed jointly with Heriot-Watt University, was launched on 18th April 2016. Worktribe was successfully piloted from November 2015 with a School or Research Institute from each College. The three Pilots Schools combined to provide over 1,000 active bids and projects to be managed in the new system. The “real world” testing provided by the pilot highlighted that that the solution worked. The Pilot increased confidence in the solution within the project team, Pilot Schools and User Groups. The Pilot also identified some business challenges and technical problems enabling these to be investigated and resolved ahead of the roll-out across the University.
This presentation provides a high level overview of the project and the lessons learned.
Estimating agile projects and the role of the project managerTerkelTolstrup
Presentation for Agile Copenhagen, august 2014, on the question: How do we ensure valid estimation of an entire project, and how can business oriented project mangers support our work?
Sustainability for Project-Based Collaborative Work: Leveraging Service Level...Franny Gaede
In 2018, the University of Oregon (UO) Libraries embarked on a refresh of its collaborative digital scholarship infrastructure in preparation for taking on projects in association with the UO GLAM (galleries, libraries, archives, and museums) Alliance's Mellon Fellowship Grants and the Digital Scholarship Center's Faculty Grants. This required transforming the existing organizational framework with a service level agreement for new partnerships and instituting a virtual teams model to facilitate inter-departmental work. The service level agreement was intended to help manage operational labor and create a sustainable model for project-based work with minimal technical debt. This presentation will discuss how the agreement has impacted the work of research content creation, preservation, and technical infrastructure management. We will also explore the causes and effects of the agreement's implementation in the virtual teams model, using the framework of the Mellon Fellowship Grants and Digital Scholarship Center Faculty Grants.
EDUCAUSE 2015 - Partnership Powered IT and Business Change Presentation and S...Mark Ritchie
Presentation given by Rhian Davies, Craig Henderson and Mark Ritchie from University of Edinburgh at EDUCAUSE 2015. Slides discuss the importance of partnership in effectively delivering IT and business change and review the work done by the University between 2005 and 2015 to build more effective partnerships. Slides include speakers notes.
Prospective Student Web Content Team - University of Edinburgh intro sessionNeil Allison
Introductory presentation and workshop organised by the University of Edinburgh's new Prospective Student Web Content Team. Sessions run for University staff involved in web marketing, recruitment and admissions during December 2019.
Overview of Project Services at University of EdinburghMark Ritchie
Project Services are part of Information Services at the University of Edinburgh. This slide set provides an overview of what we do. If you have any questions about Project Services contact mark.ritchie@ed.ac.uk
Educate 2017: Enhancing edtech - why together is better Learnosity
"When it comes to delivering on the huge promise of technology, we believe that together is better.
Join us for a panel discussion and learn more about complementary technical offerings from some of the top companies currently innovating in the edtech space, including Fluence, Desmos, GeoGebra, TextHelp and Aveniros.
APM webinar sponsored by the South Wales and West of England Branch on 24 November 2022.
Speakers: Elizabeth Harris and Sarah Mitchell
The Met Office Project Delivery Capability has been on a significant transformational journey to ensure that delivery is undertaken by brilliant, empowered project delivery professionals. We shared with you how we started, where we are today and how we continue our journey. This webinar was held on 24 November 2022.
Everyone will have a view on what the Met Office does with the main view being, ‘we tell you the weather’. What if we said, ‘that is just the tip of the iceberg!’ excuse the pun!
This webinar provided a clear view of our strategy, the breadth of what we do and the landscape that we are operating in. We also took you through a high-level view of our transformational journey and went into more detail within the Project Delivery area.
Over the last three years the Met Office started its organisational wide transformation. The Programme Directorate came into play to professionalise Project Delivery and aligning this to the Government Framework. We provide a consistent framework that allows delivery via the appropriate methodologies, whilst we are continuously striving to demonstrate best practice.
For us to be able to do this, we need our brilliant people to be stood with us. We are committed to them to provide a clear career path, development, clarity on what they are delivering and more important than all of this is the empowerment and safe structures to be able to fail fast, learn from this and beautifully deliver.
https://www.apm.org.uk/news/how-the-met-office-delivers-extraordinary-impact-and-benefit-through-beautiful-implementation-a-transformation-story-webinar/
Project Management Competency Guide for Digital TransformationJohn Macasio
A project management methodology is necessary to determine, describe, document, and demonstrate the critical success factors and performance indicators that make the project to start, move, and close with valid, verifiable, necessary, acceptable and actionable guidance.
The practice of project management is loaded with a variety of competency frameworks. Each knowledge product on project management represents a view of what succeeds in a project. It includes the determination of how the “right things to do, to be done right.”
Project Management Competency Guide of Digital Transformation examines and applies the practice standards to lead, direct,and control the project outcome/
UCISA Toolkit - Establishing Process Improvement Capability in an HE EnvironmentMark Ritchie
Process improvement activity is increasing in UK universities, partly in response to calls for increased effectiveness and efficiency but also as a response to today’s rapidly changing political and economic environment.
This guide seeks to evidence what higher educational organisations are currently doing to embed process improvement capability and to support those considering undertaking such activity or those already doing so.
This guide was published by the UCISA Project and Change Management Group in November 2016
UCISA Toolkit - Effective Benefits Management for Business Change and IT Proj...Mark Ritchie
This toolkit provides an overview of the principles behind benefits realisation and some basic tools for use in projects. The toolkit also provide signposts to more sophisticated techniques that are available should a project require them.
Benefits management aims to ensure that benefits that have been identified at the start of a project are realised and that any benefits that emerge as the project progresses are properly exploited. As many project benefits are not realised until after the project is closed it is important that appropriate structures are put in place to monitor benefits realisation post project.
This toolkit was developed based on best practice at the University of Sheffield. The toolkit was published by the UCISA Project and Change Management Group in September 2016.
UCISA Toolkit - Establishing a PMO in an HE Environment Mark Ritchie
This toolkit provide guidance for higher education institutions,. and any other organisations, considering establishing a Project Management Office (PMO) function. It includes advice on designing your PMO and on implementation as well as providing a set of example artefacts.
This guide was published by the UCISA Project and Change Management Group in October 2015. This guide forms part of a set of UCISA Project and Change Management publications including the Major Project Governance Assessment Toolkit and the guide to Effective Risk Management for IT and Business Change Projects.
UCISA Toolkit - Effective Risk Management for Business Change and IT Projects Mark Ritchie
Risk Management is one of the most important tools available to the Project Manager to help successfully deliver complex projects. Yet, at the same time, Risk Management can be difficult to understand and, if used without insight and expertise, costly and ineffective.
This guidance has been developed to assist staff who are managing or participating in IT and business change projects. It has been developed by the UCISA Project and Change Management Group and is based on best practice guidance provided by PRINCE2 and experience of delivering major IT and business change projects at the University of Sheffield, University of Edinburgh, Lancaster University and Edinburgh Napier University.
The guidance is relevant for projects being managed and delivered using any methodology and is complementary to the UCISA Major Project Governance Assessment Toolkit.
This toolkit was published by the UCISA Project and Change Management Group in December 2015.
UCISA Major Projects Governance Assessment ToolkitMark Ritchie
Often there is a lack of consistency and rigour in the governance approach to major business change and IT projects. This can lead to significant cost overruns and project failure. Major Projects require a more rigorous approach to governance and project management to deliver success.
This Toolkit has been developed to assist staff who are managing or participating in major change projects. The Toolkit provides:
a) guidance on assessing which projects should be classed as Major Projects
b) the key governance elements that must be managed for Major Projects
c) an assessment tool for project governance to help ensure that the required governance actions are established and work effectively throughout the life of the project
d) a visualisation tool for project governance which gives a view of the project as it currently stands and the changes since the last review
e) case studies on the use of the Toolkit at the University of Edinburgh
The Toolkit has been designed to be complementary to existing project and change management processes. The Toolkit fills an important gap by providing a repeatable assessment process that covers all aspects of governance for Major Projects. The Toolkit can be used as a reference point and checklist for any project.
The Toolkit was originally developed by Mark Ritchie at the University of Edinburgh. The toolkit has been used successfully by the University on many major software and business change projects.
Mark further developed the toolkit with support from the UCISA Project and Change Management Group. UCISA published the toolkit, to widespread positive reviews, in July 2014.
Managing Project Dependencies on the University of Edinburgh Projects Web SiteMark Ritchie
This slide set describes how project dependencies are recorded and managed using the University of Edinburgh Projects Web Site. The slide set is generally useful but links may only be available to staff and students at the University.
Compliance IT projects we have to do them but no one is happy with the cost. The first step in managing the cost of IT compliance is to understand the drives. Within Information Services at the University of Edinburgh we've found using the following categories for analysing IT compliance.
This single slide identifes and defines our three main compliance categories - LEGISLATIVE, TECHNOLOGY and SECURITY. The slide also suggests who will be involved in making the decision as whether the project genuinely is needed for compliance within each category.
UCISA Project and Change Management Group Toolkits Mark Ritchie
The UCISA Project and Change Management Group (PCMG) is dedicated to improving project and change management practice across HE and FE. Effective project and change management will improve outcomes and increase benefits to students, staff and the wider community. In our first three years we have developed a range of toolkits to support project and change management professionals. These are public resources that can be used by anyone.
This presentation describes PCMG and provides an overview, with links, to our toolkits.
Overview of Project Services in Information Services at the University of Edi...Mark Ritchie
This slide set provides an overview of the work of Project Services who are part of Applications Division at the University of Edinburgh. The slide set includes links to a number of our recent projects our project web site and best practice resources we have developed or contributed to.
The slide set was presented to the Scottish Programme and Project Management Group in June 2016.
Programme or project plan on a single slide (with RAG status)Mark Ritchie
This is a simple one slide presentation of the projects or tasks in a plan in Gantt Chart format. Each task or project includes a RAG based on current delivery status. This slide is useful for inclusion in a high level presentation of a project or programme e.g. to senior management or for a Project or Programme Board. The slide has been used for projects delivered by the author at the University of Edinburgh
UCISA Major Project Governance Assessment ToolkitMark Ritchie
Universities and colleges are constantly undertaking significant change activities. These activities will typically be managed using existing institutional project and change management processes. Often, however, there is a lack of consistency and rigour in the governance approach. This can lead to significant cost overruns and project failure when confronted with the challenges of a major change project. Major projects require a more rigorous approach to governance and project management to deliver success.
The UCISA Major Project Governance Assessment Toolkit has been developed to assist staff who are managing or participating in major change projects.
The toolkit provides:
a) guidance on assessing which projects should be classed as Major
b) the key governance elements that must be managed for Major projects
c) an assessment tool for project governance to help ensure that the required governance actions are established and work effectively throughout the life of the project
d) a visualisation tool for project governance which gives a view of the project as it currently stands and the changes since the last review
e) case studies on the use of the toolkit at the University of Edinburgh
The toolkit has been designed to be complementary to existing project and change management processes. The toolkit fills an important gap by providing a repeatable assessment process that covers all aspects of governance for Major Projects. The toolkit can be used as a reference point and checklist for any project.
This presentation is from the UCISA15 conference in Ednburgh and may be useful for any organisation wishing to adopt the toolkit.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
2. Partnership Powered IT – Outcomes
1. Understand importance of partnership in
delivering IT change
2. Identify key behaviours for building trust
3. Describe how changing your language can
change your relationship
3. Mark Ritchie
• Team of 20+ project
managers and business
analysts
• IT and business change
projects
• Responsible for ~13000 IT
project days last year
• Delivering projects at the
University for 20+ years
Influencing the world since 1583
Head of Project Services
Information Services
Mark.Ritchie@ed.ac.uk
4. Rhian Davies
• Deputy Head of Project
Services since 2012
• Portfolio Manager for
Corporate Services
• Delivering projects and
business change for 10+
years at the University
Influencing the world since 1583
Deputy Head of Project
Services Information Services
Rhian.Davies@ed.ac.uk
5. Craig Henderson
• Responsible for eCommerce
and efficiency
• Award winning procurement
team
• Sponsoring and leading
business change projects at
University for 20+ years
• Member Scottish
Government eCommerce
Forum
Influencing the world since 1583
Assistant Director of
Procurement
Corporate Services
Craig.Henderson@ed.ac.uk
10. What is Partnership?
A business entity in which two or more co-owners
contribute resources, share in profits and losses,
and are individually liable for the entity's actions
A relationship between individuals or groups that is
characterized by mutual cooperation and
responsibility, as for the achievement of a
specified goal
Source: The Free Dictionary
http://www.thefreedictionary.com/partnership
15. Project Delivery in 2005 – Business View
• It was difficult to work with IT
• IT chose the projects but didn’t understand our
business
• IT provided technology we had to do the rest
• Every project seemed to be managed differently
• It was difficult to find out about project status
• Projects often stalled, took longer and cost more
We blamed IT!
16. Project Delivery Headlines
Reporting Tool Five
Years to Complete!
System Withdrawn
Following Complaints
from Students
Student Records
Project In Trouble!
Fall Guy! – Business
Lead Knew Nothing
About Project
17. How was it in 2005 for IT?
• We didn’t work well as a team
• Roles/responsibilities poorly understood
• Projects not well defined
• We struggled to engage effectively with non IT
colleagues – misunderstanding and lack of trust
• Not consulted on decisions with IT implications
• Projects often stalled, took longer and cost more
We felt undervalued
and misunderstood!
22. Agreed Roles and Responsibilities
Project
Sponsor
• Owns the business case
• Accountable for the success or failure
of the project
Project
Manager
• Day to day responsibility for running
the project
• Responsible for ensuring that project
produces the required deliverables
28. Transparent Allocation of IT
Resource
Budgets at
programme
level
Allocated
budgets to
Programme
Owners not IT
Owners could
decide where
IT effort was
used
Owners could
trade within
and between
programmes
Programme owners better understood costs and were
empowered to make decisions about their projects
32. Shared Success
• eProcurement Scotland – implement a country-
wide eProcurement system at UoE
• Scottish Government, UoE, consultants and
supplier all part of on-site team
• Anything other than an effective partnership would
have been a disaster
• Full time project manager from IT
• Co-location in a single team office
• Project was delivered successfully, and has
continued to develop and grow
37. Expanded Partner Role
Embedded Programme Managers
Estates and Buildings (also
Human Resources and IT
Infrastructure)
Multi Year University Projects
Research Administration (also
Scheduling and University
Website CMS)
38. Agile Project Delivery
• Searchable contract and supplier
database “Buy@Ed”
• Short space of time, small budget,
to deliver but big impact
• Partnership with HE sector partner
• End user requirements sessions –
they were delighted to be asked!
• Successful project – partnership in
action!
40. 2015 – An IT Perspective
• Working together to prioritise projects
• Well understood methods of delivery
• Confidence in delivery
• Ability to have difficult conversations – and
move forward positively
• Asked for help and advice – not just with
technology!
• Working together to improve e.g. benefits
management
41. 2015 – A Partner Perspective
• It’s no longer them and us
• Buy-in/ownership/trust - honesty
• I don’t buy a service, we deliver projects
together
• End users have become our partners too
• Our solutions and services are better
• Empowered by change to programme
budgets
• It’s more fun than it used to be!
42. 2015 - Project Delivery Headlines
Agile project delivers
hazardous materials
solution
Library Management
System delivered on
time and to budget –
students like it too!
Student Systems
Partnership goes from
strength to strength
University to present on
Partnership at
EDUCAUSE
44. Build Trust to Improve Delivery
Focus on
to build trust and
improve delivery
45. Build Trust - Togetherness
• Agree roles and responsibilities
• Prioritise projects together
• Change language and take joint ownership for
delivery
• Share your successes (and your problems)
• Co-locate your project teams
• Identify opportunities to expand your partner
relationships
46. Build Trust – Consistency
• Introduce standard approach for projects
• Sort out estimation and consider how to manage
resources – do you need Time Tracking?
• Establish a track record for delivery
47. Build Trust – Transparency
• Agree rules for RAG reporting
• Ensure project status visible to all stakeholders
• Consider developing a Projects Web Site
• Introduce transparent allocation of resources
• Publish (and act on) lessons learned
52. Help Us Improve and Grow
Thank you for participating
in today’s session!
We’re very interested in your feedback. Please take
a minute to fill out the session evaluation found within
the conference mobile app, or the online agenda
Editor's Notes
<Mark>
Thanks for coming to our presentation this morning on partnership-powered IT Change
We’re from Edinburgh University in Scotland
We’ve come a long way, and not just geographically, to be able to present this to you!
There may be some challenges with accents and terminology
We’ll do our best to speak more slowly but please forgive us if we get over-excited
Establishing effective partnerships is always a challenge for IT and even more so within complex and highly devolved organisations such as Universities.
Its clear that finding ways to work across campus that produce better outcomes for our students and staff is high on everyone’s agenda.
We think that partnership for IT is an idea whose time has come – a recent Gartner paper “The Politics of Powerful Partnerships” certainly suggest so.
Our presentation is based on work done within Information Services at the University of Edinburgh going back more than 10 years.
We hope that you find ideas in our presentation that will help you.
We’ll leave time for questions at the end but we’re more than happy to stay around afterwards.
<Next Slide Mark>
<Mark>
Reads points from slide
<Next Slide Mark>
<Mark>
Before we get started a few introductions are in order.
I’m Head of Project Services in Information Services
I’ve worked at the University for more than 20 years in various IT roles
I’m responsible for a team of >20 Project Managers and Business Analysts
We deliver IT and business change projects
Approximately 13000 IT days (70 person years) last year
<Pause>
I’m delighted my colleagues Rhian Davies and Craig Henderson are with me today
Rhian, my Deputy, has been the architect of much of our work on partnership and at the heart of Project Services for more than 10 years
Craig has been a colleague and friend for almost 20 years
Between the three of us we’ve worked over half a century at the University!
<Next Slide Rhian>
<Rhian>
I’m Deputy Head of Project Services
I’m also Portfolio Manager for Corporate Services
A key element of my role is to maintain effective relationships which deliver benefits for the University
As part of this work I’ve played a leading role in developing our partnership model
<Pause>
Craig Henderson from our Procurement (Purchasing) Team is one of my partners in Corporate Services
Craig is a genuine business person and absolutely not an IT professional – be gentle with him!
<Next Slide Craig>
<Craig>
I’m Assistant Director of Procurement
I’m responsible for eCommerce systems including eSourcing, eTendering and eOrdering
Our Procurement team has been consistently recognised as one of the most effective in Scotland
I’ve worked in project and service delivery at the University for more than 20 years, in both Finance and Procurement
I’m also a Member of the Scottish Government eCommerce Strategic Forum – this gives me the opportunity to influence strategic direction and policy at government level.
My background in Finance– started in management accounting – definitely not an IT professional!
<Next Slide Craig>
<Craig>
The University places in excess of 110,000 orders per year and spends over $300million annually on goods and services.
This represents a growth of over 20% since 2011
Typically our staffing resources have not grown in line with external spending, so we need to be as efficient as possible.
<Next Slide is Mark>
<Mark> Thanks Craig
An overview of the University will be helpful to place our presentation in context.
The University is based in Edinburgh in Scotland
Sixth oldest in the English speaking world – but only the fourth oldest in Scotland!
This gives some idea of the historical strength of education in Scotland!
We have 35000 students mainly on campus around Edinburgh
We also have a strong research focus
Consistently rated in the top 50 universities in the world – something we’re very proud of
We have many beautiful historical buildings across campus
This is Old College at the heart of the University
<Next Slide Mark>
<Mark>
In the midst of all of this history and romance it’s easy to forget that Universities are large and complex businesses.
Businesses which operate in an increasingly dynamic environment and require effective management of business and IT change. The University of Edinburgh is no different.
This is the high level organisation chart for the University showing our three Colleges and three Support Groups. We’ll come back to these Colleges and Support Groups later in the context of our project portfolios.
<Next Slide Mark>
<Mark>
We believe partnership is, by some distance, the most effective way to deliver change in Higher Education
The typical University is a highly devolved organisation with many centres of power and influence.
IT solutions which fail to take into account the impact on people or business processes are even more likely to fail in a University environment.
Only by working in close harmony with colleagues across the campus will IT start to build the trust essential for building partnerships and improving the delivery of change.
We’ve learned this the hard way – we have the scars to prove it!
Partnership takes time and effort – but we believe that your investment will be repaid many times over
<Next Slide Mark>
<Mark>
In an effective partnership each partner:
Takes ownership
Contributes resources
Works together positively
Takes responsibility for and shares in the outcomes – both good or bad
Sadly this is not the most common model for delivering IT change in Higher Education. Instead we more commonly encounter:
unclear objectives
disputed ownership
organisation silos
under-resourcing
a pervasive blame culture which makes it better to try to avoid all responsibility for change
It’s tough!
<Next Slide Mark>
<Mark>
IT cannot deliver change on its own and must work effectively across the campus. This demands different skills of empathy and communication that take us far outside our comfort zone.
On a major project it was said to me that IT was from Mars and our business partner, in this case our Research Office, was from Venus. We simply didn’t understand or communicate well with each other.
I was advised that we had to work harder to build this relationship if the project was to succeed.
This turned out to be very good advice!
In truth I haven’t yet read John Gray’s book but maybe I should!
<Next Slide Mark>
<Mark>
So how can we build effective partnerships?
Perhaps the first thing we need to do is accept that successful partnership does not require “group think”
Our colleagues across campus probably don’t see things exactly the same way as we do
But these differences are an essential part of understanding each other and enable us to work together more effectively
We need to recognise that our differences are often in fact our essential professional contributions to the partnership
For IT these professional contributions might include:
Structured approaches in areas such as project management
Technology skills
Specialist knowledge
Experience of similar work done previously
Great partnerships leverage their differences so that the whole is greater than the sum of the parts.
<Next Slide Mark>
<Mark>
If we’re looking for some evidence of constructive differences in a partnership let’s consider these two – Laurel and Hardy
The greatest comedy double act ever!
This partnership didn’t just have differences – it celebrated them!
The contrast in physical appearance
The different ties
The hats – one too small one too large
The too tight and too loose jackets
All of these can be seen in any photograph – a compelling study of difference
But what they did - they did together - and didn’t they do it well!
An unlikely model perhaps but we hope an inspiring one for IT and our colleagues across campus
<Next Slide Mark>
<Mark>
Sadly however this peak of effective partnership represented by Laurel and Hardy is not exactly where we were in 2005
Craig – how was it for you back then?
<Next Slide Craig>
<Craig>
Not great to be honest.
Up to 2005 - IT projects were very difficult to work on
We felt that IT largely chose the projects and set the priorities
IT gave us some hardware, put the software on it, and largely left us to it. To be honest, we were quite happy with that.
We felt that IT knew little about our business and preferred to do as much as we could ourselves, so when they offered us a project manager or business analyst, we were sceptical and usually declined .
Similarly, we knew what the real end users wanted - sometimes because we’d asked them, but not always!
Partnership wasn’t something that we were actively seeking
Together we were inefficient, ineffective and ultimately infamous, offering endless opportunities for finger-pointing and blame
<Next Slide Craig>
I don’t think anyone’s going to thank me for sharing this, but here are few examples to illustrate…
A reporting project that took 5 years to complete - it was poorly defined and inaccurately estimated, due to a lack of trust
A new system was withdrawn for re-design after go-live due to complaints from students. It didn’t do what they needed and no-one had asked them.
A Student Records project entirely staffed by Student Administration staff needed to be recovered by IT after running over budget and missing several major deadlines
A business lead turned up for a meeting to discuss the scope of a project - but he hadn’t been told what the project was about!
<Next Slide Mark>
<Mark>
Ouch! Thanks Craig – I’m glad you got that off your chest!
To be fair to Craig though he’s right and it was scarcely any better for IT
All out projects managers were doing things differently
IT roles and responsibilities were not clearly defined
We struggled to engage effectively with our colleagues like Craig
Projects, and particularly benefits, were not well understood
There were misunderstandings and a general lack of trust
We needed to improve our delivery and find ways to establish more effective relationships
Thankfully we had Rhian!
<Next Slide Rhian>
<Rhian>
I realised that better relationships would enable us to more consistently deliver successful solutions for the University.
How would we achieve this? This was the start of our journey.
Rhian highlights “Partnership Powered IT Change Card”
<Next Slide Rhian>
<Rhian>
We started to progress under what we subsequently recognised as these three main themes:
Togetherness – the basic elements of working together and communication
Consistency – adopting standard approaches which were easier to understand and engage with
Transparency – sharing and openness about projects - no hidden information
We’ll use these signposts for the remainder of the presentation.
<Next Slide Mark>
<Mark>
Thanks Rhian. This is the first milestone in our journey.
We recognised that the lack of standardisation in our project processes was a significant barrier to progress.
Thankfully however it was something that we could do something about
A number of our staff had good experience of project methodologies gained in their previous roles. Others had certification in things like PRINCE a projects management methodology developed originally in the UK
So we decided to introduce a project methodology
<Next Slide Rhian>
<Rhian>
A project methodology is a roadmap for your project and it helped us in a number of ways.
It meant that we now had a standard approach to how we delivered our projects, so if Craig was working with 3 different project managers they would all be working in the same way.
Our roadmap introduced standard checkpoints across the life of the project for ourselves and our partners, and other standards which together had a demonstrable improvement on the quality of what we were doing.
Once you have a roadmap for your project you can see how your project is progressing, making it much easier for our colleagues to see what was happening– warts and all!
<Next Slide Rhian>
<Rhian>
Agreeing roles and responsibilities for us and our colleagues helped everyone to understand what was expected
This didn’t mean that they did it – but it was a start!
It began to bring in a sense of shared responsibility for project delivery
<Next Slide Rhian>
<Rhian>
We organised our projects into programmes – largely organisational based
The example used here is for Estates and Buildings
These programme made it easier for IT and project stakeholders to view project status
This change also encouraged project ownership at the organisational level
Use of Red Amber Green (RAG) status also helped us focus on what projects were going well and what projects needed our attention
Project status information was shared at least monthly with stakeholders
<Next Slide Mark>
<Mark>
Thanks Rhian. This is our second milestone.
The Project Methodology introduced previously was starting to make a real difference
However we still needed to bring a greater sense of reality to our project delivery
We didn’t have unlimited resources and needed to ensure that there was a greater engagement with project prioritisation and resource management
We’d introduced Time Tracking for IT staff in 1999
Time Tracking would prove an incredibly valuable enabler for our next steps
<Next Slide Mark>
<Rhian>
We have an annual planning process where our partners submit project proposals, they are prioritised, and a red line is drawn when all the resources are allocated – if your project is below that line it will not happen.
Craig said he felt IT prioritised the projects
Finding a way to do this together was a key element of building trust.
We did it by establishing portfolios for each of major areas of activity i.e. Corporate Services, the Colleges and our other Support Groups.
Each portfolio had a clear owner – before that we just had a large list of project proposals and no overall ownership
The Portfolio Owner was a senior person in administration within the area
Working with our Portfolio Owners we were able to prioritise projects based on the needs of the portfolio, a much more successful approach!
<Next Slide Rhian>
<Rhian>
During the planning process, we had very limited information about each proposal.
It made estimating how much of our effort would be required difficult, we did the best we could but often ended up with very exact sounding estimates like 158 days or 203 days.
Such an exact figure gave our partners the impression that we really understood what was required.
Once the project started, the estimate would quickly change as we found out more and our partners would feel frustrated and assume we had just got it wrong.
We needed to find a way of communicating that it was not an exact science.
<Next Slide Rhian>
<Rhian>
We decided to create a scale – small, medium, and large.
0-50 = Small (50 days in plan), 50-100 = Medium (100 days in plan) 100-200 = Large (200 days in plan) >200 = Need a more detailed estimate
This made it easier to understand that it was a ballpark figure and ensured a sensible number of days was included in the plan!
We could also compare the project to something we had done before, and that really helped us to agree on size
We now ask our partners to estimate their time on the same scale.
<Next Slide Rhian>
<Mark>
We decided to build on the programmes introduced earlier
Each project had always had an estimate and the improved estimation techniques meant that these were now more reliable
We decided to use these estimates to create a programme level budget
For example if a programme had three projects each with a 100 day estimate then we’d allocate a 300 budget for the programme
We allocated these budget to the Programme Owners
Programme Owners could then decide where to use the available IT effort within the programme e.g. to add scope to one project and reduce IT effort in another
Programme Owners could also get together to trade IT effort between programmes
This had the benefit of highlighting costs and empowering programme owners
Where scope increases were previously the norm we started to have more informed conversations about the costs and value of change
<Next Slide Mark>
<Mark> This is our third milestone.
By now we’d made a lot of progress on project delivery
But IT was not yet an equal player and this was affecting both our internal relationships and our project outcomes
So we made a conscious decision to change our language
<Next Slide Rhian>
<Rhian>
We typically referred to colleagues that we worked with as our customers, but this was reinforcing our dysfunctional relationships.
As a customer you are seen as having higher status in relationships – we often hear people say the customer is always right.
Our colleagues were not even the customer – the actual customer was the end user who could have been staff, student, or alumni.
What was actually happening was that we were partnering with our colleagues to deliver services for these end users, so we stopped calling them our customers and started calling them our partners.
We stopped apologising and started explaining.
We started talking about we and us.
These might seem like small changes, but it is actually a pretty significant shift, not least in our minds and our approach.
<Next Slide Mark>
<Mark>
Thanks Rhian. This is our fourth milestone.
By now our positive progress had started to increase trust in IT
Increasing confidence in IT led to us being asked to lead a major University wide procurement project – eProcurement Scotland
We worked closely with Craig on this project so he can tell us more about it.
<Next Slide Craig>
<Craig>
In 2007 the University took the decision to implement a new eProcurement system, as part of a Scottish Government initiative to deliver a country-wide, public sector eProcurement system.
This was a high-profile, politically sensitive project - “Failure was not an option”
An on-site team was put together including representatives from the Scottish government, the supplier, management consultants and the University. Many different perspectives, with different drivers, but all sharing the same ultimate goal. It was decided that a dedicated, full-time project manager was essential for the success of the project, and that the newly developed project methodology should be followed.
Rhian was the project manager appointed to the project, and was seconded to the team full time.
The whole project team was located in one office, and remained consistent throughout the project. This allowed us to build cohesion and trust.
There were some competing priorities within the group, but the project structure - user group, project board, consistent reporting of risks and issues – helped ensure that successful delivery of the project wasn’t compromised.
Together, we delivered a successful project which still continues to deliver significant benefits to the University.
And just in case anyone has forgotten about my finance credentials, here are some more numbers.
<Next Slide Craig>
<Craig>
Project was delivered successfully, and the service has continued to develop and grow
Since completion of our project in 2008 volumes of eProcurement orders have grown significantly year on year
Saving approximately $11 per order in process costs for a fully electronic purchase order, this represents an important annual efficiency benefit to the University of around $700K
<Next Slide Mark>
<Mark>
Thanks Craig.
Alongside successful delivery of individual projects it was important that we were successful right across our programmes and portfolios
This chart shows the growth in project days delivered between 2005 and 2015 – a greater than 100% increase across this period!
These days are funded either by the University of directly by Project Sponsors
Increased days reflects the University growing confidence in our delivery and increased trust
<Next Slide Mark>
<Mark>
This is our final milestone and brings us up to where we are today.
We really are starting to see the benefits
Partners trust us more and want us to help them with other challenges
Our increased confidence in delivery also means that we are much more likely to suggest new collaborative approaches
Let’s have a look at some of these
<Next Slide Mark>
<Mark>
We now have several teams co-located with our partners in different parts of the University.
We have 10 staff working as part of our partner led Student Systems Team. This is a semi-permanent arrangement. Where once our Student Systems partner would have hired their own IT staff they now work closely with us
We also have 5 staff co-located in our Web Team delivering a new University web site based on the Drupal Web Content Management System
<Next Slide Mark>
<Mark>
Partners increasingly recognise the value of project management and have requested that we provide staff to help them deliver their programmes of IT and non IT projects
In Estates
All IT activities not just projects
Supplier/vendor management
Developing an IT strategy
In HR supporting mainly non IT projects
In ITI providing a framework to enable them to mange and deliver their own projects
We’ve led several multi-year projects in areas like Scheduling and Research Administration
For Scheduling the University wide Project Board worked together successfully for more than three years to implement an effective solution
Over the last few years we’ve also successfully adopted agile methodologies but I’ll let Craig tell you more about that.
<Next Slide Craig>
<Craig>
As the ultimate step in partnership in practice, we now undertake some projects using the agile project methodology.
In 2013 we undertook a project to deliver a simple, easy-to-use searchable database of all of our current contracts and suppliers.
Perfect for agile delivery - it needed to be delivered quickly, within a very limited budget, but would have a big impact for the rest of the University.
We worked in partnership with an HE representative body who held most of the data we needed, and we set out to seek the end-user requirements at an early stage.
The users were keen to participate, and delighted to have been asked what they thought.
The solution – Buy@Ed – has been well received and used, and allows us to deliver an improved service with limited resources.
This project is typical of one which would have been too small, and deemed to unimportant to have been given priority under our old working practices.
<Next Slide Mark>
<Mark>
Thanks Craig.
We’re reaching the end of the presentation but not the end of our journey.
So where have we got to now? Rhian what’s your view.
<Next Slide Rhian>
<Rhian>
Our trust relationship has allowed us to completely change how we work together.
We now prioritise projects together based on what the university needs.
We have confidence in our ability to deliver projects and we all understand and respect the processes that we have in place to do so.
When things go wrong or become difficult, we can talk about it.
That doesn't mean it's always easy, but the big difference is that we now decide what to do together.
Our partners value our knowledge and experience, involving us in early discussions and seeking our support with non IT change.
They support our ongoing improvement activities. For example, last month we invited our partners to attend a seminar with us on benefits realisation. People like Craig were keen to attend - a complete shift from 2005 when they didn't even want to talk about benefits.
It really does feel like partnership!
<Next Slide Craig>
<Craig>
I can only agree!
Gone is the them and us approach where we had established a way of anticipating failure and apportioning blame before we even started. It’s been replaced by a trust relationship which allows honest, if sometimes difficult, conversations to be had, making problem solving much easier.
The partnership approach has helped improve the service that my business support team provide to our end users. Having been involved in partnership powered projects, and seen the successful outcomes, they naturally adopt that approach.
We work better with other programme owners too! The simple change to programme budgets has opened up the option to discuss redistribution of budgets based on need, thus encouraging even more communication and sharing of resources.
We encourage the rest of the Procurement department to take this active, partnership approach on procurement projects to buy goods and services. This has led to improvements in both engagement and compliance.
We all enjoy the inclusive nature, and are happy and proud to be part of successful projects.
<Next Slide Mark>
<Mark>
The headlines have improved too! Here are some examples.
All in all we’ve made real and sustained progress.
We’re far from perfect but we’ve made a difference across campus
Something that we’re really proud of
<Next Slide Mark>
<Mark>
This has been a long journey. I’d like to leave you with some quick takeaways
<Next Slide Mark>
<Mark>
Building trust will encourage partnership and improve your delivery – perhaps more than any single other process or technology change.
Focus on Togetherness, Consistency and Transparency
<Mark>
<Mark>
Here are our suggestions for improving TOGETHERNESS.
<Next Slide Mark>
<Mark>
Here are our suggestions for improving CONSISTENCY.
<Next Slide Mark>
<Mark>
Here are our suggestions for improving TRANSPARENCY
<Next Slide Mark>
<Mark>
Remember Laurel and Hardy!
Differences are good and a basis for successful partnership
Our differences should be signs of professional competence not a source of partnership problems
<Next Slide Mark>
<Mark>
Your unconscious language may be revealing more than you realise
Changing it could make all the difference!
<Next Slide Mark>
<Mark>
This last one is easy!
IT in HE is challenging - but we have great people – possibly the best in the world
It will be much easier and so much more successful if we work together
<Next Slide Mark>