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Change Management Findings & Recommendations April 2002. California State University Technology Infrastructure Initiatives Infrastructure Terminal Resources Project. Prepared by Toni E. Lesowitz, Ph.D. The Lesowitz Group, Inc. (LGi). Assessment Approach & Objectives .

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Change Management Findings & Recommendations April 2002

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change management findings recommendations april 2002

Change Management Findings & RecommendationsApril 2002

California State University

Technology Infrastructure Initiatives

Infrastructure Terminal Resources Project

Prepared by Toni E. Lesowitz, Ph.D.The Lesowitz Group, Inc. (LGi)

assessment approach objectives
Assessment Approach & Objectives
  • The assessment objectives were to:
    • Understand the implementation challenges that will confront each campus
    • Identify strategies to mitigate any barriers
  • Working with ITAC, four campuses were identified to participate in a one-day campus visit:
    • Northridge
    • San Bernardino
    • San Luis Obispo
    • Sonoma
  • Toni Lesowitz & Larry Gilmore conducted interviews & focus groups:
    • CIO & peers in other areas
    • Facilities Planning & Facilities Services (Operations)
    • IT Managers
    • Network Administrators
    • LAN Coordinators (Schools & Colleges)
    • Help Desk & User Support
    • Others (Systems Administrators, Applications, Training)
    • Human Resources (Chancellor’s Office)
assessing change readiness
Are the goals & priorities clear?

- Expectations communicated

- Measurable targets defined

Do people have the skills & information they need?

- Know where to go for information

- Have the skills to execute

Are people rewarded for meeting new goals?

- Understand “what’s in it for me?”

- Accountability defined


Training & Development

Accountability & Rewards

Structure & Processes

Goals & Communication

Culture & Leadership

Assessing Change Readiness

This framework was used to understand the ITRP implementation challenges and to gauge the campus’ readiness for change:

  • Is the organization set up to support the change?
    • - Appropriate resources
    • - Coordinating structures & processes
  • Does the culture support the change?

- Leadership makes it a priority

- Cultural barriers addressed

communicate itrp within broader context
Communicate ITRP Within Broader Context
  • Most are aware of the broad ITRP goals & understand the benefits:
    • Improving connectivity & bandwidth
    • Ability to take advantage of system-wide purchasing power
    • Multi-year refresh program (faculty less aware)
  • But some of the details aren’t clear
    • Some confusion about how ITRP fits into the overall TII picture (Stages I & II)
    • Technicians were not always sure which are local vs. system-wide standards & initiatives
    • And some, particularly faculty, have trouble “translating” the project into tangible the tangible benefit for them – e.g., impact at the desk top.


  • Communicate ITRP in the context of broader technology infrastructure goals.
  • Translate benefits for non-technical audiences.
develop mass communication strategy
Develop Mass Communication Strategy
  • Mass communications needed for various target audiences
    • Information from ITAC & NTA doesn’t always trickle down (& not accurately)
    • Different audiences need different information targeted to them (e.g., facilities, technology, faculty, staff, students)
    • System-wide & campus committees have helped some campuses gain support
  • Dedicated resources needed to support communication
    • Volume of information makes it hard to “find what you need”
    • Supervisors needed to assist in understanding project goals (in addition to mass communications)
    • Templates developed by the CO, but customized on campus, would save time & assure accuracy


  • Utilize system-wide and campus committees and advisory groups to communicate time lines and gain support.
  • Dedicate communications resources and develop templates that can be used system-wide.
  • Consider use of knowledge management tools that are searchable and provide “chat” capabilities.
enhance information sharing
Enhance Information Sharing
  • Need better ways of communicating project goals, timelines, & standards
    • Most project teams communicate fairly well internally
    • But coordination breaks down between groups (e.g., with Facilities, LAN coordinators in Schools & Colleges, etc.)
    • Timelines change so fast that it’s hard to keep up
    • Bring vendors, Facilities, and other groups “into the loop”
  • Technical staff seek information related to standards & best practices
    • Staff aren’t sure how to manage exceptions to standards
    • More information is needed on topics that relate to ITRP implementation (e.g., network management, integrating campus projects like directory services with Cisco)


  • Enhance information sharing with project teams and among project vendors.
  • Continue to educate about baseline standards & where/when they apply.
expand training offerings access
Expand Training Offerings & Access
  • Tech staff are enthusiastic about the training offered
    • Most that have been to classes thought quality was good
    • Senior professionals would like more advanced networking classes
  • Assess training needs beyond “core” technical staff & assure access
    • Some LAN coordinators in colleges have trouble getting release time for training
    • Other groups such as systems administration may need training on new equipment
    • Enhanced skills are needed for managers in non-technical areas like project management & communication
    • Training needs to be tightly coordinated with implementation schedules
    • Where release time is difficult, web-based options may help


  • Provide formalized training on baseline standards for IT & Facilities.
  • Educate administrators in schools & colleges about need for training of their technical support staff.
  • Incorporate professional development into curriculum for IT managers.
improve shared accountability
Improve Shared Accountability
  • Project being split between Facilities & IT poses challenges
    • Legacy of differences in funding have created split between Stages I & II
    • Diffusion of responsibility is problematic on many campuses
    • Both sides need shared goals reinforced at the top
    • Cultural differences only add to confusion between IT & Facilities
    • IT needs to be included in build-out plans & teams
  • Many are concerned about adherence to TII standards
    • Some have hired inspectors, but worry if they don’t report to IT
    • Need to reinforce accountability for project outcomes


  • Leadership needs to bridge dual accountability imposed by different funding sources (e.g., Capital Outlay vs. ITRP).
  • Need formalized inspection processes for infrastructure build-out.
  • Establish mixed discipline project teams with shared accountability for results.
provide resources to enhance coordination
Provide Resources to Enhance Coordination
  • Coordination is needed between multiple constituents
    • Limited exchange of information between project teams & SBC
    • Staff growing frustrated with poorly communicated procedures (e.g., collecting information about inventory with no rationale)
    • There’s a disconnect between Facilities & IT at more than one campus (exacerbated by differences in culture)
    • LAN coordinators in schools & colleges need to participate in project teams
  • Build-out will require formalized processes:
    • User Support units can provide a centralized resource during cutover & throughout
    • Processes needed for operational issues like inventory control (e.g., receiving new equipment)
    • Manage policy, communications, and process design through centralized program office


  • Better understand coordination issues from SBC perspective.
  • Create a central “clearinghouse” for managing policy exceptions & sharing best practices – a Program Office that oversees vendors.
  • Create proactive user support strategies to manage cutover
leadership can help break down resistance
Leadership Can Help Break Down Resistance
  • Leadership needs to guide through uncertainty
    • Many expressed concerns about long-term funding commitments
    • Problems encountered are political more than technical (& managers need coaching in how to navigate)
    • Leadership can help project be a catalyst for change
  • Reinforce accountability for shared goals
    • Some are still resisting efforts to integrate technical infrastructure (but fortunately, it’s the minority)
    • Help negotiate solutions where goals are in conflict
    • Provide feedback on project progress


  • Support integration while providing room for individual choice.
  • Establish clear goals & accountability for project progress.
  • Use ITRP as a catalyst for change.
conclusions next steps
Conclusions & Next Steps
  • Overall the project is proceeding very well
    • Most staff are enthusiastic
    • Where there are problems, they’re not insurmountable
  • A couple of conflict areas need to be addressed at some campuses
    • IT coordination with Facilities
    • Cooperation between central & local IT organizations
  • Providing resources in specific areas of communication & coordination will enhance success
    • Consider Program Office to support communications, policy management, information sharing between campuses
    • Develop targeted communications that identify specific needs of each audience
    • Manage communications to assure accuracy
  • Create ownership for recommendations
    • Use ITAC & NTA to address & create plans
    • Develop local solutions & share among campuses