IT Transformation Programme

A new delivery model for IT services at Cardiff UniversityGregynog

17th June 2016

The current IT service landscape in Cardiff

Rationale for change

Review of IT services

Vision for IT services at Cardiff

Initiating change

How we’ve managed stakeholders

Where we’ve reached, and what we’ve learned

Agenda

Commenced in October 2015

Sponsored by the Director of IT

Resourced with a Programme Director and three Business Change Managers

Supported by IT Business Partners

The IT Transformation Programme

IT Business PartnersBusiness Change ManagersProgramme

Director

Purpose of the programme: IT Business Partners

To create an effective, focussed, efficient, and professional IT service for Cardiff

University, bringing together all IT staff into a single service that is optimised to meet

the current and future needs of the University

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1

52

3 1

1

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1

86

5

4

2

1 2

3

1

4

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2

4

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190

College of Arts, Humanities & Social Sciences

College of Biomedical and Life Sciences

College of Physical Sciences & Engineering

Professional Services

Central IT

25 IT suppliers – 24 Schools and Central IT

Central IT provides core infrastructure and

shared software services

Duplication of services

Different levels/qualities of service

Some shadow systems

Specialists IT services (discipline specific)

Changing estate - new buildings = more IT to service and support

New organization structures – 3 Colleges and 5 URIs

Improvement & development programmes delivering new IT services

Learn Plus (lecture capture), Physical

Learning Spaces upgrade, Timetabling

Increasing student numbers, & expectations

Limited assurance from audit reports

Budget constraint – no more money for BAU

Why do we need an IT Transformation programme?

Review of IT services

Commissioned by Director of IT and College Registrars

Commissioned to answer one question:

Given changes (current or pending), can the current ‘multiple supplier’ delivery

model deliver the Universities current and future IT needs?

Completed by IT Business Partners during late 2014/early 2015 in collaboration

with Schools and Departments

Conclusion reached:

No – change in our approach is needed

IT Service review findings

Positives of the current model

Local presence of IT staff

capability to respond quickly

knowledgeable on a discipline/thematic

level

well known and trusted

Agility in supporting new services

Input to local strategic planning

Pockets of good practice

Issues identified with the current model

Inconsistent experience for consumers

Capability & knowledge of staff not

leveraged.

Demand for services not understood

Duplicate services = poor investment

“Hidden risk” - single points of expertise

Local systems not documented

Limited career development for staff

A new University IT service

A single IT service across Schools, Colleges, and Professional Services.

Common policy, processes, procedures, and standards

Shared information and knowledge

Measureable service demand, capacity, and performance

Local presence where it is needed to respond quickly - the ability to be ‘hands on’

Delivery within an agreed budget

Appropriate technical line management for all IT staff

Professionally aligned roles for IT staff

Professional career development, training, and career paths for all IT staff

External Suppliers

Cardiff University

University IT Services

Business Partners

Research Education Enabling IT

Technologist

Service Advisors

(Service Desk)

Staff

Staff

Projects

ServiceImprovements

New

Pro

ject

s

Heath Park

Technicians

Cathays(North, Central, South)

Technicians

Newport Road

Technicians

Service Advisors (IT Clinics)

Students

Students

College Boards & PSLT

Academics

ProfessionalServices

Researchers

School ITCommittees

Service LevelAgreement

Serv

ice

Issu

es

School Approver

Local desktop ITand AV support

Service Access Layer

CentralProcurement

PurchasingFrameworks

Portfolio &Steering Groups

PMO

Capital & Recurrent

budgets

School &College Finance

CentralFinance

PerformanceReporting

Software Licence & Infrastructure

Inventory

The Way Forward

Estate MasterplanInnovation System, Centre for Student Life, Library extension

New University Research Institutes

University PortfoliosEducation, Enabling Services

Drivers forChange

Drivers forChange

Common Roles& ProfessionalDevelopment

Increasing Student Expectations

College Approver

Cardiff University

PurchasingOfficers

Developers &Engineers

Purchasing

Requests

Service Administrators

A

Service Access Layer Service Access Layer

Process & PolicyFramework

Park PlaceCore Infrastructure

Developers

Engineers

IT Technical Architecture & Design Standards

A Online, telephone, and email access points

A

DepartmentApprover

Nominated Approvers

ServiceRequests

Service ManagersKnowledge

Library

Initial conceptual model for the new IT service

Initiating the change

Challenges to commencing change:

Some Schools resistant to change – fearful of loosing out

Suspicion of Central services – sometimes seen as not delivering

Previous re-organisations not successful

Influencing key decision makers - College Registrars and PVCs, and COO

Briefed and actively engaged to get buy in (May 2015)

Chief Operating Officer sponsored at University Executive Board (June 2015)

College Boards briefed - Heads of School (October 2015)

Staff briefed (October 2015)

Key messages

A new service with a new identity – not Central IT takeover

All staff working together – no ‘us’ and ‘them’

Respect the need for local delivery

Staff will be asked to service the University, not specific School

More focussed roles – try to remove ‘salami sliced’ roles

Change at a pace Schools can cope with

Consultation with Schools to determine the best model

Change Management is Critical to Success

With change you can expect a decline in productivity & an increase in resistance.

Multiple changes compound these effects.

The degree of impact will vary by group and depends on the effectiveness of

change management work.

• Without change management programme likely to face significant risks - active resistance, tangible customer impact, productivity loss, employee dissatisfaction.

• Objective of managing the people side of change is to achieve business results on time and on budget.

DEPT. A

DEPT. C

DEPT. D

DEPT. B

Productivity lossEmployee dissatisfactionPassive resistance

Turnover of valued employeesTangible customer impactActive resistanceOpt-out of the change

Change Management Characteristics

• Change characteristics and organisational attributes were identified using the Prosci ‘Assessing change & organisational readiness’ risk assessment.

• Scores from the risk assessment are plotted on the change risk grid. This impacts on the change strategy and how we customise our plans.

Change Management Risk Assessment

Change Management Risk Assessment for IT

Transformation

What does this tell us?

• The scope of change is large• Change is complex with many aspects• Timescale is large (12+months)

requiring sustained effort• A significant amount of change

management is required

Proposed Change Management Approach

• Change Management: A structured process and set of tools to drive the people side of change.

Prosci®

ADKAR®

Model

Prosci®

3-Phase Change Management Process

Sponsor Awareness Diagram

A1

B1, B2, B3, A3

A2

Green – supports the change and has demonstrated a high level of sponsor competency.

Yellow – supports the change and has demonstrated a moderate level of sponsor competency.

Red – opposed to the change or has demonstrated a low level of sponsor competency.

Alpha-numeric legendA = Supportive of the changeB = Neutral or opposed1 = High level of sponsor competency (score of 80 – 100)2 = Moderate level of sponsor competency (score of 70 – 79)3 = Low level of sponsor competency (score < 70)

• Actively and visibly participate throughout the project

• Build a coalition of sponsorship with peers andmanagers

• Communicate directly with employees

Need to ensure:• Sponsors are active and visible throughout project

(BCM’s help with communication, highlight barriers, provide change models etc.)

• Fully understand the people side of change• Fully realise and promote benefits of change to

their teams (with passion!)

Anticipated Points of Resistance

Tactics to mitigate points of resistance:• ADKAR – understand points of

resistance in individuals• Listen and understand objections

(e.g. IT Transformation one2one meetings, focus groups)

• Focus on benefits/outcomes –(what not how). What is in it for me?

• Employee involvement and ownership (getting IT staff involved in workstreams)

Potential consequences if resistance not tackled:• Disengagement, Flight, Transition will take much longer to achieve, Future state fragmented

Next Steps

Next steps:• Analyze ADKAR results.• Targeted comms plans, training

packages, resistance management plans and coaching for each impacted group.

• Communication• CM Research – on business change matters,

communication is far more effective through Executive Manager upwards

• on personal matters, communication is far more effective through immediate line manager (78%)!

• Via personal named communication, i.e. not anonymous inboxes

Communication Plan

Communications Plan – School B

Create a communication plan to target and improve barriers identified via the ADKAR

assessment.

Message Objective Delivery Mechanism Sender Timing

Programme engagement Tailored emails, One to ones, Programme director Monthly

Updates on work packages – enable people to understand ‘what’ is happening to increase desire.

Email, newsletter, workshops Head of working groups During the design of the change / During implementation

Developing the delivery model

Conceptual delivery model

Focus groups to test the conceptual model with IT

leads and School Managers

Refined delivery model based on feedback

Delivery Model

Understanding and benchmark of local IT

services in detail

Detailed action plan to address risks & issues

Current Services

Met with Department Managers, IT leads, and other interested parties

Met informally with trade unions to brief them on

programme progress

Detailed plans to implement the change

Recruited Business Change Managers

Stakeholder Engagement

Understood current workload of IT staff

Determined the capacity of current IT service

Identified type, location & number of roles required

by the new service

Workload & capacity

Local IT report validated by IT lead and agreed by the

Department Manager

Serv

ice D

eliv

ery

Team

s

Newport Road

Cathays South

Cathays Central

Cathays North

Heath Park

Core

IT

Serv

ice t

eam

s

• Dental Hospital

• Main Hospital

• Cochrane

• Ty Dewi Sant

• Neuadd Meirrionydd

• BLS College House

• Michael Griffiths

• Mountain Ash

• Velindre/Llandough

• Aberconway

• CARBS PG Centre

• John Percival

• Julian Hodge

• Music Building

• Law Building

• ASSL

• AHSS College

• Park Place (N)

• Pierhead Building

• Sir Martin Evans

• Redwood

• Tower

• Hadyn Ellis

• OPTOM

• CUBRIC2

• Park Place (C)

• Bute

• Glamorgan

• Friary House

• Main College

• Park Place

• Senghenydd

• Park Place (S)

• Queens Buildings

• The Parade

• Trevithick

• McKenzie House

• Eastgate House

• Lightning Lab

Campus & Virtual• Campus wide services with no geographical

alignment

• Virtual Services that can be undertaken with

no requirement to be physically present to

deliver the service (e.g. password reset)

IT Service Management

Tool

IT Service Desk

Service

Management

Business

Partners

Supplier

Management

DevelopersEngineers

Service Delivery

Teams

Developers

Developers

Developers

Significant change needed – will trigger the University Major Change process

So …

Back to College Boards last week to update – positive feedback on approach

University Executive Board on Monday – approve commencement of Major

Change

Unlikely to have the new service in place until May 2017

So where are we now?

Engagement, engagement, engagement

Know you stakeholders and decision makers

Actively listen – hearing is not enough

Be flexible – be prepared to change your approach

Don’t rush – take the time you need

What have we learnt?