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Credits: Many, but especially: Human Technology, Inc. 1999. The complete guide to managingchange 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 stateGroup 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

DO I REALL

Y HAV

E TO

LEARN H

OW T

O USE

SHAREPOIN

T?

SO

ME

BA

SI C

PO

I NT

ER

S –

HE

I DI

CA

RD

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!various shared

documents folder

structure – if any!

outdated intranet

Outlook public

folders: email,

documents, & calendars

some public web pages

paper-based statistics collection

e-mails

Fragmented internal Knowledge Management structure

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 & TERMSDocument Libraries

Shared files & folders, incl. photos

ListsAnnouncementsCalendarsTasksLinksDiscussionsContactsCustom

Web partsMain 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

OBJECTIVES

Information resourcesand collections

• Understand user needs, expectations Deliver innovation (enhance access)Stewardship of collections (conservation, preservation)

Infrastructure(space, equipment, systems)

• User-centered renovation of space, equipment, systems

• Closer integration within and across ULS with faculty and departments

Services

• Develop a new service model for reference blending traditional and digital formats

• Innovate information literacy instruction and assessment

• Innovate access services

Scholarly communication

• 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

Organizational agility

• 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 • Increased usage of facilities, collections, services

• Increased responsiveness to user needs

• Reduced cost of operations• Faster turnarounds• Full utilization of technologies

“People” outcomes • More work accomplished with same number of people

• Increased flexibility• More meaningful work• More teamwork (or cross-

functional work)• Better working conditions

“Organizational” outcomes • 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

EXERCIS

E 2 –

GROUP 1

Group 1 – Environmental scan – what factors are driving the ULS to change? What data should be considered in designing the future state?

EXERCIS

E 2 –

GROUP 2

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 FORCEOctober TF

meetings

• Investigate and begin to identify FY13 strategic options

October 26

• Future Search conference with selected ULS staff

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

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!

POWER

CONCERN

High Power Low Concern

High PowerHigh Concern

Low PowerLow Concern

Low PowerHigh Concern

Stakeholders

WHAT

IS A

FUTU

RE

SEARCH CONFE

RENCE?

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 QUESTIONS1. Looking three years into the future, what would you

want the university community to be saying about the ULS?

2. What would you say are the major strengths or recent accomplishments of the ULS in accomplishing its mission?

3. What would you say are the major threats, limitations or internal barriers facing the ULS in accomplishing its mission?

4. What new opportunities might the ULS seize over the next two years?

5. What strategies, objectives, projects, programs, or new initiatives should the ULS pursue over the next two years?

6. 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 123456

Participant789101112

Participant131415161718

Participant192021222324

Participant252627282930

Participant313233343536

ROOM SET UP DIAGRAM: 36 PARTICIPANTS, 6 QUESTIONS

Q2

Q1

Q3

Q4

Q5

Q6

Q2

Q3

Q4

Q5

Q6

Q1

Q2

Q1

Q3

Q4

Q5

Q6

Q2

Q3

Q4

Q5

Q6

Q1

Q2

Q1

Q3

Q4

Q5

Q6

Q2

Q3

Q4

Q5

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 timekeeperAs a group, compare “highly characteristic,”

“somewhat characteristic” themes and consider unique perspectives

Develop an action proposal for FY13Write your proposal legibly on flip chart sheetsYou have 45 minutesSuggest you split time evenly between data

analysis and development of action proposal

1. Looking three years into the future, what would you want the university community to be saying about the ULS?

2. What would you say are the major strengths or recent accomplishments of the ULS in accomplishing its mission?

3. What would you say are the major threats, limitations or internal barriers facing the ULS in accomplishing its mission?

4. What new opportunities might the ULS seize over the next two years?

5. What strategies, objectives, projects, programs, or new initiatives should the ULS pursue over the next two years?

6. 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?

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?

SIX QUESTIONS >> ACTION PROPOSALS

Printed handout for group work at Future Search conferences

GROUP DIS

CUSSION

Group discussion - How will we manage preparing (1) the questions and (2) the ULS staff for our Future Search conferences?

STRAT

EGIC O

PTIO

NS:

CREATIN

G THE D

ESIGN O

F

THE

FUTU

RE STA

TE

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 LIBRARYPossible 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 REDESIGNFactors, 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?

Mid-NovemberStrategic Options - FY13 Planning Task Force

Strategic options – Thanksgiving

DISCUSSION, FEEDBACK, ACTION PLANNING, FINIS

CC-BY RVWithTitohttp://www.flickr.com/photos/rvwithtito/6161674618/