Planning and Deploying
Your Affordable Learning Solutions Initiative
On Your Campus:
A Guidebook for Campus Leaders
Version 1.1
March 6, 2012
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Table of Contents
Deploying Affordable Learning Solutions ............................................................................................................................................................... 1
I. Introduction............................................................................................................................................................................................................ 3
II. Framework for Organizing Deployment ..................................................................................................................................................... 3
III. Assigning Responsibility for Deployment Activities ............................................................................................................................. 6
IV.
Project Planning ................................................................................................................................................................................................. 7
V.
Template for Deployment Planning ........................................................................................................................................................... 11
VI.
Are We Ready for AL$ Deployment?......................................................................................................................................................... 13
VII.
Last Words ....................................................................................................................................................................................................... 16
A.
B.
Is There a Project Plan?.................................................................................................................................................................................................... 13
Is There a Communications Plan? ................................................................................................................................................................................ 15
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Deploying Affordable Learning Solutions On Your Campus
A Guidebook for Campus Leaders
I. Introduction
The objective of this document is to provide campus executives and heads of academic, library, and IT organizations with some useful
concepts and tools for planning and monitoring the deployment of Affordable Learning Solutions (AL$) services on CSU campuses.
From the executive point of view, organizing and conducting a AL$ deployment involves making organizational commitments and
setting goals, as well as assigning or approving the roles of individuals, the allocation of resources, the decision making and review
process. From the perspective of Academic Deans, CIOs, and Program Directors, an AL$ deployment involves translating high-level
objectives into a project plan that identifies specific names, resources, due dates, success and progress metrics, etc. and lays out an effort
that results in the installation and operation of one or more AL$ products and services.
This Guidebook provides an overall framework and general-purpose templates and tools for organizing deployment activities. It
combines common sense approaches to project planning and management, resources that are available to CSU campuses, and lessons
learned from preliminary AL$ deployments.
This is a living document. Details will be added, coverage will be extended, and feedback from deployments will be incorporated as they
are undertaken on individual campuses. The ultimate objective is to provide examples, templates, and best practices that can be adapted
to serve the specific needs of individual campuses.
Please refer to the Affordable Learning Solutions website for up to date information about the DM/AL$ products and services currently
are being deployed on campuses in the CSU system.
II. Framework for Organizing Deployment
Deployment is a process that moves a good idea to a robust, everyday practice. Deployment links informal preliminary activities that
result in initiating a deployment project with the sustained operation of those solutions after the deployment project closes. The
deployment process itself includes Initiation, Planning, Execution and Control, and Closing phases (see Figure 1). The terms for phases
are arbitrary, and they overlap to some extent. The point is that systematic planning, development and testing begin with preparatory
activities and conclude with transition activities that result in the solution being available for everyday use.
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Figure 1. Deployment Phases Link Preliminary Activity with Sustained Operation
A variety of tools exist for making project planning easy and efficient. The CSU Project Management Office has created a number of
tools and templates and provides on its website a number of services and methodologies documents and presentations that are designed to
help users successfully plan and deliver project results.
Figure 2 on the next page is taken from an overview of Project Management Office - PMO processes. The figure summarizes the main
elements of each phase of a project.
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III. Assigning Responsibility for Deployment Activities
Individuals from CSU campuses, the Chancellor’s Office, and consultant and vendor organizations will take on various roles in
deploying AL$ services. These individuals will have to make decisions, conduct or support operations, issue external and internal
communications, and provide various kinds of infrastructure resources. Obviously, the tasks for which a given individual has
responsibility can overlap these general categories, and his or her role can change throughout the course of deployment.
There are almost certain to be inconsistencies in what people think their job is and how to do it, what others think the job is and how it
will be done, and what people actually do in carrying out their jobs. Uncertainty or confusion about the authority and responsibilities of
individuals can lead to gaps in execution or lack of coordination in all phases of deployment. Consequently, establishing and maintaining
clarity about who is responsible for what at each phase is a critical success factor for conducting a deployment project and transitioning
its results to everyday use.
An individual can be
 Responsible - The one who does the work. Others can be delegated to assist in the work required.
 Accountable (also Approver or Authority) - The one who is ultimately accountable for the correct and thorough completion of the
deliverable or task. (Only one individual can be accountable for each identifiable task or deliverable.)
 Consulted - One whose opinion is sought before tasks and deliverables are completed. (There is two-way communication with
consulted individuals.)
 Informed - One who is notified of the completion of a task or deliverable. (There is one-way communication with informed
individuals.
Some hypothetical activities for these roles in an AL$ deployment project on a CSU campus are illustrated in Figure 3.
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With the proviso that the buck always stops with the head of an organization, project roles do not necessarily reflect organizational
structure. For example, in a campus-wide project, the President and/or Provost might be Accountable for various activities; whereas, in a
departmental project, the Department Head might be Accountable, a project manager Responsible, an advisor Consulted, and upper level
mangers Informed. A similar mixing of levels applies to the phases of a project. An executive might be Accountable for deciding whether
to Initiate or Close a deployment project, while a Department Head is Accountable for Planning, and a project manager is Responsible
for Execution, and Control of the project.
Closing a deployment project and handing off its results to sustained operation is particularly vulnerable to errors and omissions in role
assignment because the authority and responsibilities of both individual participants and organizations are likely to change with this
transition. In the case of AL$ deployment, for example, roles that initially are assumed by Chancellor’s Office and third party
participants during deployment will be assumed by campus personnel.
A common technique for making project roles and responsibilities specific is to chart the individuals filling the four key roles (see above)
for each task at each stage or phase in a project. Explicit role charting is especially useful for clarifying relationships in cross-functional
or inter-departmental projects because it surfaces latent organizational issues and facilitates the resolution of inconsistencies in
conception, expectation, and behavior.
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IV. Project Planning
Summary lists of reasons for project success and failure that are taken from the CSU Project Management Office’s “Project Management
Basics” presentation appear below.
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Limiting the surprises and accidents that lead to project inefficiency or failure is planning. Creating and maintaining a project plan makes
explicit the decision, coordination, and delivery responsibilities of participants and organizations. Using plans makes the behavioral
interactions and information dependencies among participants in a project visible to everyone and specific to individuals. The planning
process also creates a reference document for sharing knowledge and developing organizational practice among participants both during
the project and afterward.
From an executive point of view, the existence of a project plan and the information (or lack of information) in it indicates that the
various participants and organizations are ready to start or continue a deployment project. A plan also provides executives with a project
structure and framework of milestones for monitoring the progress of an on-going deployment.
From a project managers’ point of view, a plan lists the individuals and resources that the project requires, provides a schedule of due
dates and milestones for managing activities, and identifies dependencies among actions and deliverables that are required in order to
deploy the solution.
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The CSU Project Management Office provides a wealth of useful resources for planning and managing projects. In addition, PMO staff
members are available to work with project managers to conduct projects. This collaborative process is depicted in the following figure
taken from the PMO presentation on “Project Management Basics”.
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V. Template for Deployment Planning
The documents and PowerPoint presentations listed on the CSU PMO website introduce the services that the office provides and
provides guidelines, forms, templates, and checklists that can be used for detailed planning and management of deployment projects. A
top-level template for integrating project phases and role assignments with project planning appears below. This template is based on the
discussion of phases and roles in this document and on PMO materials. It also incorporates information that was distilled from interviews
with participants in pilot AL$ efforts and from discussions with Digital Marketplace project team members and vendors. The template is
available from the AL$ web site. Initial templates for each exemplar campus that was the subject of interviewing and study also are
provide on the AL$ web site.
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VI. Are We Ready for AL$ Deployment?
The template above is an editable spreadsheet. The first step in developing a plan for AL$ deployment is for those leading the
deployment effort to start replacing placeholder entries in this template or the items in the checklists from PMO documents with the
details of individual tasks and the specific assignments of people. These details are developed in interactions among the campus, CO, and
vendor participants in the deployment. A downloadable version of the template and examples of its use on two CSU campuses are
available on the AL$ Website.
When organization is ready to start a deployment project, the participants will have ready the answers to such questions as “What we
going to do?” “Who is going to do what?” and “How are we going to tell other people what we’ve done?” The point of asking such
questions is not to review the specific details of the answers, but to find out whether there are answers. Answering the questions (and
providing evidence that there are details exist to support them) is easy for project managers who have in hand the kind of information
about planning and communication that they need for conducting a deployment project.
The questions themselves provide leaders with a strategic framework for assessing readiness and monitoring progress. This framework
can be used as a checklist at decision points in the course of a project. A project plan and a communications plan are particularly critical
to the success of a deployment project. Example checklists for these two areas are provided below.
A. Is There a Project Plan?
Readiness Checklist #1: Project Plan
Strategic Questions
✓ Why are we doing this?
Information for Answering
Improve the cost, availability, or effectiveness of information
Coordinate internal and external information flow
Reduce the workload of users
Better allocate when, where and why campus resources are expended
Respond more quickly and effectively to inquiries and opportunities
Create timely, accurate, and reliable reports
Persuade someone to change a behavior
✓ What is our goal?
Who is the user?
What will the user be able to do when?
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How do we know the user wants to do that?
What are the specific project objectives?
✓ Who will do what?
Project Leader
Campus leadership and staff
CO project participants
Product or service providers
User Representatives
✓ What is the situation?
Internal Background and Organizational Context
External Environment and Audience Expectations
Organizational Goals and Project Objectives
Budget and Resources
Risks
✓ How will we communicate? Key Messages
Communication Strategies
Tactical Activities
Schedule Constraints
Feedback System
✓ What is our schedule?
Start/End dates
Timeline
Deadlines
Milestones
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B. Is There a Communications Plan?
Readiness Checklist #2: Communications Plan
Strategic Questions
✓ Why Are We Communicating?
Information for Answering
Enable a new behavior
Change an existing behavior
Prevent or stop a behavior
✓ How Will We Influence Behavior?
Direct contact with individuals or groups
Indirect contacts through assistants
Counteract or convince opponents
✓ How Will We Influence Our Audiences? Incentives: money, time, power, convenience
Social pressure: friends, authorities, superiors
Media: sources, medium
✓ What’s The Problem?
Needs: audience, ours
✓ What’s Our Solution?
Hot buttons, shibboleths
✓ What’s the Desired Outcome?
Objective
✓ What is Our Communication Plan?
Channel: websites, documents, meetings, blogs
Collateral: electronic, paper, multimedia;
Resources: budget, roles, responsibilities
✓ How Will We Measure Success?
Milestones and Events
Numbers: benchmarks, targets
Behaviors: change, improvement
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VII. Last Words
Coordinating the cross-departmental plans and the many parts of an organization that are involved in an Affordable Learning $olution
involves many people and many tedious details, any one of which may determine the success of an AL$ deployment.
Managing the number of relationships and controlling complex operational dependencies at first may appear daunting. But the tools and
techniques that are described are battle proven. Using them persistently will help campus leaders establish a strategic perspective and
maintain the administrative control that is required to turn a horde of participants into a team and transform a mountain of tasks into an
organized and efficient project. The result will be a successful AL$ deployment.
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