NextGen Michigan Program. MiWorkspace Implementation Unit Leadership Roles & Responsibilities

Transcription

1 NextGen Michigan Program MiWorkspace Implementation Unit Leadership Roles & Responsibilities 1

2 Unit Leadership Roles & Responsibilities Unit can define whatever team structure suits their culture, but some suggested roles are listed below. Units may fill several roles with a single individual, or may elect to define a team for a single stream of activities. Common expectations for all unit leadership roles include: Take a university-wide perspective on the effort. Share concerns and suggestions candidly, while remaining committed to building workable solutions. Consider how the project will be received in the unit. Participate in unit implementation and workforce activities. Provide transparency to unique faculty/staff needs. Assist in defining roles and responsibilities for unit IT and ITS staff going forward. Collaborate to clarify future roles and responsibilities for ITS and unit employees going forward. Work to build an environment of collaboration with unit and ITS for the best possible transition for any transferring employees and long-term support of unit faculty/staff, as demonstrated by positive interactions with team-mates and full participation in all meetings. Role Unit Representative MiWorkspace Representative Leadership Faculty Leadership Engagement and Deployment Leadership Technical Leadership HR Leadership Communications Leadership Financial Leadership Terry Houser N/A Emily Fuentes and Dave Sterling Reid Paxton Karen Sloan Jessica Rohr Jeff Kennedy 2

3 Unit/ITS Leadership Unit Dean/Director/Vice President Serve as unit sponsor and receive routine status updates. Identify necessary unit team members. Stay informed of the implementation process. Serve as a sponsor for the effort with unit leadership, IT employees, and faculty/staff. Requested Sponsorship for Communications: Serve as a sponsor possible video to share vision or potentially co-sign key communications. Share unit-specific concerns, suggestions, and issues promptly and collaborate to build positive outcomes. ITS Program Office Director & Project Owner Customer Relationship Manager Serve as ITS sponsors, receive routine status updates, assist with emergent issues, and serves as a point of escalation. Identify necessary ITS team members. Serve as a sponsor for the effort with ITS and appropriate teams. Attend routine ITS/Unit Leadership meetings, as available. Serve as a point of escalation for issues, concerns, etc. - assist in defining paths for resolution. 3

4 Faculty Leadership Unit Faculty Lead Serve as liaison to unit faculty. ITS Faculty Lead N/A Serve as a faculty sponsor - share vision and potentially co-sign key communications. Attend unit leadership meetings. Educate MiWorkspace project team on appropriate channels and vehicles to communicate and interact with faculty. Attend/introduce MiWorkspace team at any unit faculty events. Guide implementation approach for faculty transitions Champion MiWorkspace implementation process, support model, and roll out to assist with faculty adoption Assist in identifying or responding to challenging or politically sensitive MiWorkspace concerns. 4

5 Engagement and Deployment Leadership Unit Representative Serve as primary contact for unit activities and communications, remains advised of status for all activities. Serve as a key contact for the effort with unit leadership, IT employees, and end-users. Stay informed of workforce transition activities. Stay informed of the implementation process. Identify additional internal planning team members, if needed. ITS Change Management Lead Serve as key ITS contact for implementation issues, concerns, or other ITS issues requiring escalation. Serve as the key contact for the effort with ITS and unit leadership. Receive, triage, investigate, and respond to questions as they arise. Attend Unit Kickoff, and other unit/its meetings as appropriate. Partner with unit and ITS Leadership team to assist in identifying unit issues or concerns early. Coordinate with ITS team to introduce new team members into the process for technical and other key tasks. Track unit readiness activities with other implementation leadership to ensure unit activities are on track. Schedule unit/its leadership meetings, generate agenda, and share meeting output with the larger team. 5

6 Unit/ITS Technical Leadership Unit Technical Lead Serve as contact for technical implementation activities. ITS Implementation Lead Coordinate all ITS implementation activities occurring during pre-discovery, discovery, detailed planning, and roll out. Participate in unit workforce and placement discussions. Schedule planning and discovery activities. Stay informed of workforce transition activities. Define ITS and unit IT team members. Support unit IT employees throughout the process. Conduct a robust discovery process (e.g., evaluation of unit Serve as coordination point for unit discovery. hardware, service levels, unique needs, specific employee Define which unit IT employees should participate with needs). technical activities and discovery. Conduct departmental and individualized employee needs Provide an overview of unit IT work, projects, hardware, assessments (e.g., devices, software, data, security). software, tools, unique support, issues, one-offs, culture, etc. Generate an individualized employee migration plan and Partner with ITS to define what training or support employees calendar. remaining in the unit may need (e.g., MiWorkspace design, hand-offs/triaging). Migrate employees and provide individualized reorientation to new environment. Clarify roles and responsibilities between unit and ITS employees. 6

7 Unit/ITS Human Resource Leadership Unit Human Resources Lead Serve as contact for workforce activities. Participate in workforce transition activities for identified employees. Share candid information on employee performance with ITS for transferring employees. Support any transitioning unit IT employees throughout the process. Conduct any unit HR activities. ITS Workforce Lead Coordinate all workforce activities to assist unit HR leadership in making informed and logical placement decisions for unit IT employees. Schedule standing workforce meetings. Coordinate workforce transition activities for identified employees. Support any transitioning unit IT employees throughout the process. Send offer letters to and conduct HR activities for employees joining ITS. Orient/onboard and review training/mentoring activities provided to employees moving to ITS. 7

8 Financial Leadership Unit Financial Lead Serve as contact for financial/charge-back rate conversations. Meet to discuss current vs. future IT costs for units and funding/chargeback rates. Assist in identifying unit savings. Stay informed of the implementation process. ITS Financial Lead Provide financial/chargeback information to unit so they are able to discern financial impact and benefits of adopting this service. Meet to discuss current vs. future IT costs for units and funding/chargeback rates. Identify unit savings. Coordinate funding transfer activities. Unit/ITS Communications Leadership Unit Communication Lead Serve as contact for unit-specific communications and vehicles. ITS Communication Lead Provide communications toolkit, template messages, and general communications planning materials. Receive communications toolkit materials and work with ITS Communications Lead to consider unit-specific communication Provide campus-wide opportunities to learn about changes at a high-level before unit-specific communication begins. channels and approach. Send targeted communications once unit implementation Personalize and forward standard communications to activities are underway. appropriate audiences. Invite individuals to unit-specific presentations. Draft additional unit communications, as needed. Provide quick reference documentation on where to locate Stay informed of the implementation process. resources and support going forward. 8

9 Other Unit Considerations around Employee Placement Decisions and Future IT Strategy Units are encouraged to engage in the following activities as part of this process: Consider the service definition and scope (e.g., desktop, network, storage, cloud, security, printing) and consider what IT work is happening in the unit outside the service provider scope. Envision what unit IT initiatives might be possible when the service provider model is implemented. Define which employees are spending their time on specific IT activities. Determine how much time employees are spending on specific IT activities. Consider what IT skills employees might possess above and beyond those they are using daily to complete their work. Consider which specialty/event type activities the unit hosts that may still require support. Consider whether there are non-it employees who are engaging in IT work that will be assumed by the service provider (e.g., printing, software licensing). 9