Credits: Many, but especially:
Human Technology, Inc. 1999.
The complete guide to managing
change and transition.
Amherst, Mass: HRD Press, Inc. and
former colleagues in Cornell’s
Organizational Development group.
WHEN WE FINISH THIS WORKSHOP YOU WILL KNOW
MORE ABOUT:







Sharepoint as a collaborative toolkit
Initiating projects
Working on a design team (and what that is)
The context, stages and deliverables of our work as a team
Identifying key stakeholders
The purpose and characteristics of a Future Search conference
Developing “strategic options”
TENTATIVE SCHEDULE FOR TODAY - 1
Time
Topic or Exercise
12:40-12:45
Intro
12:45-1:00
Do I really have to know how to use Sharepoint? Heidi
Card
12:50-1:15
Initiating projects and first exercise – discussion of a
project “charter”
1:15-1:40
Our project teams – what is a “design team” and what do
they do? How does our work relate to achieving the goals
of the ULS Long Term Plan? What are some examples of
“desired outcomes”?
1:40-2:00
Second exercise – preliminary group work on designing
the future state
Group 1 – Environmental scan – what factors are driving
the ULS to change? What data should be considered in
designing the future state?
Group 2 – What does the ULS Long Range Plan tell us
about desired outcomes? What three outcomes (from a
sample list provided) are the most critical to the
realization of the ULS Long Range Plan?
TENTATIVE SCHEDULE FOR TODAY - 2
Time
Topic or Exercise
2:00-2:15
Our near term deliverables
2:15-2:30
BREAK
2:30-3:00
Third exercise – group work – stakeholder analysis
3:00-3:25
What is a Future Search conference?
3:25-3:50
What is a strategic option? What factors, trends, issues,
opportunities should each TF consider? How will we
develop our first set of recommendations? When are they
due to Senior Staff?
3:50-4:20
Discussion, feedback, action planning, wrap up
4:20-4:30
Reserved time for packing up and getting on the shuttle
WHAT IS SHAREPOINT?
• SharePoint is Microsoft's collaboration and document
management software often used for organizations' internal
knowledge management.
• In practice we see it as a hybrid - somewhere between a
website, Outlook, a file system and an Intranet.
• SharePoint is web-based and users interact with it via their
web browser
INFORMATION OVERLOAD!
Fragmented
internal
Knowledge
Management
structure
various shared
documents
folder structure
– if any!
e-mails
outdated
intranet
paper-based
statistics
collection
Outlook public
folders: email,
documents, &
calendars
some public
web pages
WHY SHAREPOINT?
• Consolidate our internal content
• Learn about and use collaboration features for different
groups and across groups
• Reduce paper-based processes and broaden availability of
stats collection
• Explore using Announcement & Discussion features as
alternative to email
SHAREPOINT COMPONENTS & TERMS
Document Libraries
 Shared files & folders, incl. photos
Lists







Announcements
Calendars
Tasks
Links
Discussions
Contacts
Custom
Web parts
 Main area to view snapshots of content from lists & libraries, rss
feeds, etc.
Presentation: SharePoint in Libraries, John
Heintz & Ben Durrant from the University of St.
Thomas Libraries, retrieved October 10, 2011
from
http://digitalcommons.macalester.edu/libtech_conf/2010/concurrent_a/17/
PROJECT INITIATION
Authorize expenditure of resources
Assign project manager
Establish roles and responsibilities of project manager
and other participants
Identify high-level goals/objectives
Notify people/organizations affected by project
NOW LET US BE PERFECTLY CLEAR… (A
PROJECT “CHARTER”)
Project name
Project sponsor(s)
Project manager
Statement of purpose—reason for the project
Specific high level project deliverables
Authorized project resources (i.e., people, budget)
Basic project timeline
Constraints or ‘givens’
EXERCISE 1: DOES OUR TF CHARGE ANSWER THESE
QUESTIONS?
1. Who is the project manager?
2. Who is the project sponsor? Does the sponsor know
he/she is a sponsor?
3. Who is on the project team?
4. What is the purpose of the project?
5. When the project is done, what will be different? (What are
the deliverables?)
6. What human resources are available for the project?
7. What is the basic project timeline?
8. Are there any “constraints” or “givens”? Are these stated or
merely implied?
Handout: Copies of TF charge from SP site
A HIGHLY SELECTIVE GLOSSARY OF PROJECT
MANAGEMENT TERMS
• Sponsor – Executive-level position responsible for integrating the
results of the project with the operations of the organization.
• Deliverable – Any item produced as the outcome of a project or a
part of a project. A deliverable is tangible and verifiable.
• Constraint or “given” – A restriction or limitation that influences
the project plan. Up-front design criteria such as “no additional
staff can be added,” “deliverables must be in hand by x date,”
“the focus should be on these types of services,”
“recommendations must be presented in priority order,” and so
on,
WHAT IS A DESIGN TEAM AND WHAT DO THEY
DO?
•
A group of people responsible for translating a vision into operational (actionable)
terms
• They articulate a clear picture of a desired future state – what it is really going to look
like – by providing a blueprint for the organization
•
Members are selected for their expertise, ability to influence and work with others,
knowledge of the organization and its processes
•
Concerned with (1) getting from ideas to actual, specific activities and (2) questions
like:
• What new services should be delivered?
• What will changed processes look like?
• What will our new organizational structures look like?
• How will technology be used?
• What roles or responsibilities with people have?
• How will people relate to the communities that we serve?
Handout: too small to read
HOW DOES OUR TASK FORCE WORK RELATE TO
THE “VISION” – THE ULS LONG RANGE PLAN?
Overarching Theme: User-Centered Collections and Services
LONG RANGE GOALS
Information resources
and collections
Infrastructure
(space, equipment, systems)
OBJECTIVES
•
•
•
•
Services
Scholarly communication
•
•
•
•
•
•
Organizational agility
•
•
•
Understand user needs, expectations
Deliver innovation (enhance access)
Stewardship of collections (conservation, preservation)
User-centered renovation of space, equipment, systems
Closer integration within and across ULS with faculty and departments
Develop a new service model for reference blending traditional and
digital formats
Innovate information literacy instruction and assessment
Innovate access services
Articulate and exemplify new models of scholarly communication
Partner with faculty and researchers at and beyond Pitt
Support creation of new digital collections, publishing services, trusted
repositories
Increase effectiveness by directing resources to highest priorities (as
indicated by assessment data analysis)
Monitor and respond quickly to needs
New skills development
Recruit and retain professional staff
CROSSING THE CHASM FROM VISION TO REALITY –
DEFINING THE FUTURE STATE IN OPERATIONAL, EXECUTABLE TERMS
WHAT ARE SOME EXAMPLES OF “DESIRED
OUTCOMES”?
Type of outcome
Examples
Business outcomes
•
•
•
•
•
“People” outcomes
•
•
•
•
•
“Organizational” outcomes
•
•
•
•
•
•
Increased usage of facilities,
collections, services
Increased responsiveness to user
needs
Reduced cost of operations
Faster turnarounds
Full utilization of technologies
More work accomplished with same
number of people
Increased flexibility
More meaningful work
More teamwork (or cross-functional
work)
Better working conditions
Alignment to community needs
Open communications; inclusion
Rapid, high quality decision making
Easy coordination, linkage of units
Culture of assessment
Culture that supports mission of
university
Group 1 – Environmental
scan – what factors
are driving the ULS to
change? What data
should be considered
in designing the future
state?
Group 2 – What does the
ULS Long Range Plan
tell us about desired
outcomes? What three
outcomes (from the
sample list provided)
are the most critical to
the realization of the
ULS Long Range Plan?
WHAT DO WE HAVE TO DO TO DEVELOP OUR
STRATEGIC OPTION RECOMMENDATIONS?
1.
Review the ULS Long Range Plan (the vision)
2.
Consider: What are the most important problems to be solved or barriers to be removed?
3.
Review the TF charge esp. any constraints or ‘givens’ (see slide 13)
4.
Analyze the input from the Future Search conferences
5.
Then consider the following questions about the ideal future state (pick the ones most relevant to your TF
charge) to identify the possibilities:
 What new or changed services need to be provided?
 What should renovated spaces look like?
 What will new or changed organizational structures look like?
 What types of key roles or responsibilities will people have?
 How will people relate to the communities that the ULS serves?
 What new or changed technologies will be used?
6.
Review your TF’s stakeholder analysis (try for “wins” for as many stakeholders as possible, and consider
possibilities for compensating for “losses”)
7.
Prioritize the possibilities and identify the recommended strategic options for making progress toward the
ideal future state in operational, executable terms
Handout: copies of this slide for TF members
OUR NEAR-TERM DELIVERABLES – FY13
PLANNING TASK FORCE
October TF
meetings
• Investigate
and begin to
identify FY13
strategic
options
October 26
• Future
Search
conference
with selected
ULS staff
November to
early December
• Submit
strategic
options
analysis to
UL and PBC
• Presentation
to Admin
Council
OUR NEAR-TERM DELIVERABLES – USER
SERVICES TASK FORCE
October TF
meetings
•Scan
environment to
investigate and
identify FY13
strategic
options
November 2
•Future Search
conference
with selected
ULS staff
November to
early December
•Submit
strategic
options
analysis to ULS
Sr Staff, FY13
Planning TF.
PTDG, PBC
•Presentations
TBD
TAKE A BREAK!
STAKEHOLDERS AND THEIR REQUIREMENTS
AND EXPECTATIONS
• If an organization does not meet the requirements of
its key external stakeholders, it will ultimately fail
• Analyzing who the key stakeholders are and what they
require or expect is critical for determining what and
how to change
• For the purpose of our exercise, stakeholders can be
internal or external to the ULS
IDENTIFYING STAKEHOLDERS
Who is allocating budget? Who makes final decisions about
what will be resourced (funded)?
Who will use the results; who benefits?
Who originates? (Whose idea is it?)
Who defines “success”?
Who will feel the impact?
 Who gains? Who loses?
Who does or will do the work?
Who will maintain the outcome?
Who knows the “big picture”—future direction?
EXERCISE 3: STAKEHOLDER ANALYSIS: GET
YOUR POST-ITS!
High Power
Low Concern
High Power
High Concern
Stakeholders
POWER
Low Power
Low Concern
CONCERN
Low Power
High Concern
FUTURE SEARCH
Structured interviews
Six questions
One of the questions is assigned to you; you will
interview 6 people on this question
You need to take notes on the answers to your
assigned question!
You will be interviewed on all questions
(including the one assigned to you)
OBJECTIVES
Highly interactive, collaborative approach
Gather information from all in short period of
time
Identify strategic actions that, if taken, will make
greatest positive difference
Develop common ground and shared
commitment
AGENDA FOR FUTURE SEARCH CONFERENCE
Arrival and coffee
Welcome and introduction (Karen)
“Future Search” Interviews
Individuals Identify Themes
Break and Social Time
Groups Analyze Data and Prepare Action Proposals
Reporters Present Themes and Action Proposal
Debrief and Wrap Up, Farewells
SIX SAMPLE INTERVIEW QUESTIONS
1.
2.
3.
4.
5.
6.
Looking three years into the future, what would you want the
university community to be saying about the ULS?
What would you say are the major strengths or recent
accomplishments of the ULS in accomplishing its mission?
What would you say are the major threats, limitations or internal
barriers facing the ULS in accomplishing its mission?
What new opportunities might the ULS seize over the next two
years?
What strategies, objectives, projects, programs, or new initiatives
should the ULS pursue over the next two years?
What are some of the skills and competencies that ULS staff will
need to develop further in the coming 2 or 3 years? Which of
these skills and competencies will be most important to our
continued success?
YOUR QUESTION / YOUR GROUP
Q1
Q2
Q3
Q4
Q5
Q6
Participant
Participant
Participant
Participant
Participant
Participant
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
ROOM SET UP DIAGRAM: 36 PARTICIPANTS, 6
QUESTIONS
Q1
Q2
Q1
Q2
Q5
Q6
Q2
Q3
Q2
Q3
Q4
Q3
Q4
Q1
Q3
Q2
Q3
Q2
Q4
Q3
Q4
Q5
Q4
Q5
Q4
Q5
Q5
Q6
Q5
Q6
Q6
Q1
Q6
Q1
Q6
Q1
ROW 1
ROW 2
ROW 3
INDIVIDUALS IDENTIFY INTERVIEW THEMES
Sit down by yourself
What is highly characteristic of what my
interviewees said to me?
What is somewhat characteristic of what my
interviewees said to me?
What are some unique perspectives from my
interviewees?
You have 15 minutes (followed by break)
DATA ANALYSIS / ACTION PROPOSALS
Each group break out separately
Identify recorder/reporter and a timekeeper
As a group, compare “highly characteristic,” “somewhat
characteristic” themes and consider unique perspectives
Develop an action proposal for FY13
Write your proposal legibly on flip chart sheets
You have 45 minutes
Suggest you split time evenly between data analysis and
development of action proposal
SIX QUESTIONS >> ACTION PROPOSALS
1.
2.
3.
4.
5.
6.
Looking three years into the future,
what would you want the university
community to be saying about the
ULS?
What would you say are the major
strengths or recent accomplishments
of the ULS in accomplishing its
mission?
What would you say are the major
threats, limitations or internal
barriers facing the ULS in
accomplishing its mission?
What new opportunities might the
ULS seize over the next two years?
What strategies, objectives, projects,
programs, or new initiatives should
the ULS pursue over the next two
years?
What are some of the skills and
competencies that ULS staff will
need to develop further in the
coming 2 or 3 years? Which of these
skills and competencies will be most
important to our continued success?
Printed handout for group work at Future Search conferences
1.
Write a couple of headlines —then write
down what we need to do to make the
headlines true.
2.
How and in what ways can the ULS use
these strengths going forward?
3.
What are some of the things that we will
need to do differently in the future to
continue successfully serving our
communities?
4.
How should the ULS respond to these
opportuntiies?
5.
What are the 3 or 4 most important
projects or initiatives?
6.
Which are the most important and how
can we develop these new skills and
competencies?
Group discussion How will we manage
preparing (1) the
questions and (2)
the ULS staff for our
Future Search
conferences?
WHAT IS A STRATEGIC OPTION?
Strategic options are creative, action-oriented responses to the
library’s changing environment. They take into account the facts,
community needs, trends, opportunities and threats facing the
ULS. Strategic options are identified following an organizational
assessment that keeps in mind the changing environment,
mission and aspirations of the library. The TF will conduct the
organizational assessment inclusively by using “Future Search”
conferences focusing on (1) public and collections services and
(2) the ULS digital library. They will analyze the output of the
Future Search conferences to develop and submit a strategic
options analysis …
--Charge, ULS FY13 Planning Task Force
FY13 PLANNING TF: FOCUS ON THE ULS
DIGITAL LIBRARY
Possible factors, needs, trends, opportunities to consider:
•
Digital library users - identifying constituencies (user communities) and their needs,
behaviors, preferences. Assessment and continuous improvement.
•
Services for digital library users – delivery, remote access, mobile devices, reference and
outreach services for special or digitized collections, metadata and production services, more
•
The collections of digital libraries – licensed and open access, digitized collections, born
digital sources, image collections, data collections, repositories, the library as publisher,
more …
•
Organizing access to digital collections – enhancing discoverability/visibility, evolution of the
catalog, DL platforms and management systems, user-centered design, knowledge
organization, more …
•
Metadata, standards, interoperability – design, outreach services, ingest and export,
mapping, conversion, sharing and re-using metadata, protocols, more …
•
Legal, economic, human factors – IP, copyright, rights management, open access, library
cooperation, social networks, marketing and communications, assessment and evaluation,
more …
Handout: copies of this slide for TF members
USER SERVICES TF: FOCUS ON USER-CENTERED
SERVICE AND SPACE REDESIGN
Factors, needs, trends, opportunities to consider:
•
Studying user communities, information-seeking behavior, needs, preferences –
realigning services accordingly
•
Future of service points – combining desks
•
“Privileging the user” in library buildings – space redesign
•
“Virtual space” redesign – including web site, mobile devices, apps.
•
Engagement and outreach with user communities – F2F and virtual
•
Future of instruction – partnerships with faculty, instructional design
•
Role of the liaison librarian – combining roles, new roles, new job descriptions
•
New roles for staff
•
Professional training, development, competencies for new roles
•
Assessment and continuous improvement
Handout: copies of this slide for TF members
WHAT DO WE HAVE TO DO TO DEVELOP OUR
STRATEGIC OPTION RECOMMENDATIONS?
1.
Review the ULS Long Range Plan (the vision)
2.
Consider: What are the most important problems to be solved or barriers to be removed?
3.
Review the TF charge esp. any constraints or ‘givens’ (see slide 8)
4.
Analyze the input from the Future Search conferences
5.
Then consider the following questions about the ideal future state (pick the ones most relevant to your TF
charge) to identify the possibilities:
 What new or changed services need to be provided?
 What should renovated spaces look like?
 What will new or changed organizational structures look like?
 What types of key roles or responsibilities will people have?
 How will people relate to the communities that the ULS serves?
 What new or changed technologies will be used?
6.
Review your TF’s stakeholder analysis (try for “wins” for as many stakeholders as possible, and consider
possibilities for compensating for “losses”)
7.
Prioritize the possibilities and identify the recommended strategic options for making progress toward the
ideal future state in operational, executable terms
Handout: copies of this slide for TF members
WHEN IS OUR FIRST DRAFT DUE TO SENIOR
STAFF?
Strategic Options User Services
Task Force
MidNovember
Strategic Options FY13 Planning
Task Force
Strategic options
– Thanksgiving
DISCUSSION, FEEDBACK, ACTION PLANNING, FINIS
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