Using Self-Managing Teams to Improve Service Delivery: A Case Study from JHU (166277157)
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Using Self-Managing Teams toImprove Service Delivery
EDUCAUSE Enterprise IT Leadership Conference 2013
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Geof Corb | @geofdotedu | [email protected]
Deputy Chief Information OfficerResponsible for enterprise business systems, business intelligence, student information systems,
academic & classroom technologies
9+ years leading transformative information technology programs in higher education, includingERP (Financials, HRMS, Procurement), Student Information Systems, Business Intelligence, andAcademic Technologies
Hopkins graduate (BS, MBA)
Irene Zvagelsky | @izvagel1 | [email protected]
Director, Student & Administrative SolutionsResponsible for an array of university-wide administrative systems
10+ years leading transformative information technology programs in higher education, with a
focus on student administrative solutions for admissions, financial aid, student accounts, advising,and records and registration
Hopkins graduate (MBA); proud mother of a Hopkins undergrad
Thispresentationleavescopyrightofthecontenttothepresenter.Unlessotherwisenotedinthematerials,uploadedcontentcarriestheCreativeCommonsAttribution-NonCommercial-ShareAlikelicense,whichgrantsusagetothegeneralpublicwiththestipulatedcriteria.
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<background>
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Yes, it is Johns Hopkins
Located in Baltimore, MD
Established in 1876
First research institution in US
#1 in federal research funding(for over 30 years)
$2.6B endowment (2012)
$4.7B revenue (2012)
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11 Academic Divisions:
Bloomberg School of Public Health
Carey Business SchoolKrieger School of Arts & Sciences
Nitze School of Advanced International Studies
Peabody Institute (Music)School of Education
School of Medicine
School of Nursing
Whiting School of Engineering
... plus Applied Physics Laboratory and Sheridan Libraries
Campuses:
Baltimore (7)Washington DC
Baltimore-Washington metro area (3)Bologna, ItalyNanjing, China
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Full-TimePart-Time
21,267 students(16,103 FTE)
Fall 2012
GraduateUndergraduate
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IT @ Johns Hopkins
Enterprise Applications
Student &
Administrative Solutions
Enterprise Business
Solutions
Academic TechnologiesEnterprise Business
Intelligence
~900
127
73
11
36
5
~$9B> 50,000 employees
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IT @ Johns Hopkins
Enterprise Applications
Student &Administrative Solutions
Enterprise BusinessSolutions
Academic TechnologiesEnterprise Business
Intelligence
36 skilled, talented, &
creative technical
professionals supporting:
student information system Matrix Student Suite (Ellucian)
financial aidPowerFAIDS (The College Board)
degree audit Advisor (Conclusive Systems)
room & event scheduling Astra Schedule (Ad Astra)
international students,scholars, and travelSunapsis (Indiana University)International Travel Registr y (homegrown)
ID card systemTransact (Blackboard)
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<problem>
<opportunity>
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Quality Quantity Morale
Exceptional
Terrible
Lousy
Mediocre
Good
dramatization
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Analysts Developers
production support
facilitating change control
requirements & analysis
more customer touch/focus
software engineering
design & development
subject-specific focus
less direct customer contact
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top-down managementdecisions handed down and work parceled out; non-participatory
long, unproductive meetingspeople don’t care about all that is going on as much as we do
ineffective planningconstantly reactive; difficult to be proactive
unpredictable demandconstantly changing priorities with many, varied stakeholders
fluctuating supplyhigh turnover
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oh, whatto do?
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1. Be generous with praise
2. Get rid of the managers
3. Make your ideas theirs
4. Never criticize or correct
5. Make everyone a leader
6. Take an employee to lunch once a week
7. Give recognition and small rewards
8. Throw company parties
9. Share the rewards--and the pain
9 Things That Motivate Employees More Than Money Ilya Pozin | Nov 28, 2011
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we want to be agile
we want to be engaged
we want to be proud
we want to be happy
we decided that...
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<solution>
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“SAS 12.0”
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create teamsthat would be
self-managedand, ideally,
self-sufficient
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RedTeam
BlueTeam
GreenTeam
YellowTeam
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Yellow Team: Lourdes, David, Matt, Sam, Xi
AnalystDeveloper
Analyst
Developer
Developer
s k i l l s
s t r e n g t h s
w e a k n e s s e s
p e r s o n a l i t y
h i s t o r y
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every team has a color establishes identity and sense of belonging
every team has a charterdefines a contract among team members
every team has a captainrepresents, but does not manage, the team; rotates among team members
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every team follows departmentalpolicies and procedures
teams have a high degree of latitude within
assign work to teams,not individuals
instill a sense of mutual accountability and collective ownership
consult but not reassignleverage experience of others but maintain ownership
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Ana, Sue, Mr. Hopkins, Julie(not pictured: Justin, Derek, Zhud)
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Green Team: Sumit, Kirk, Aaron, Angie, Fafa, Natalya
AYAutomation!
PowerFAIDSEA!
Self-Service!
AutoSys!Astra Schedule!
Paywire!
experts“go-to people”
created a list of expertise and identified people who possess it
cultivate aspiring go-to peopleidentified team members who wanted to master these topics
thoughtful assignment of work balance between use of “go-to people” and developing new “go-to people”
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OrangeTeam
even management is a teamdo everything that we expect the teams to do; the same rules apply
collaborative management modelall participate in performance reviews for staff
Nicole P, Irene, Sherril, Bonnie
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monthly sprintsaccompany monthly releases to production and planning cycles
decompose work into “chunks”not everything can be completed in a month, but parts surely can
Chunk it up!
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production supportsingle team is focused on incoming support queue“privilege” of providing support rotates each monthinsulates other teams from unpredictable workload
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captains’ meeting (2x weekly)attended by all team captains and orange (management) team
~ scrum meeting: what has been accomplished? what’s next? any obstacles?dialogue between captains and management
end-of-sprint meeting (monthly)not about reporting status... about celebrating successes
opportunity to express creativity
team meetingsup to each team
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don’t be afraid to failaccept that some things are going to work, some things are not
... but if you do, fail fastlearn from failures, adapt, and move on... quickly!
“spaghetti principle”throw something up and see what sticks (not everything will)
feedback loopswhat worked, what didn’t, and (most importantly) who’s going to fix it?
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<observations>
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quality and quantityteams are not constantly pulled into “today’s crisis”
teams have fewer interruptions and better ability to focus on work
quickly produced more output than our customers ever expected
moralecivility has returned; people are collaborative and cooperative
instilled a sense of ownership and pride in our work; work is more personalspawned healthy competition between teams
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“dictator”→ facilitatorshift to team-based decision making
reacting→ planningbetter ability to plan and manage our work
problem solvers→ listeners & advisorsmanagement doesn’t always have the answers (... believe it or not!)
no more “my people” and “your people”they are “our people”
sense of relief!we are all in this together
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realizing unexpected benefitsnew processes, tools, and ideas are flourishing
developers brought new ideas to address production support challengesdeveloped backlog of tools and automations to improve support
unexpected people are stepping upeasier to orient and on-board new staff being a team captain builds leadership skills
model supports scaling up and down
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PowerFAIDS
new university-wide financial aid system implementation
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how to scale?
add new teams and resize existing teamseach team got a new member, including management (= project manager)
team size expanded from 4-5 to 5-6
no specialty teamsall teams have experience with all of the systems we support
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“ t ”
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“we, not me”
lack of individual ownership→ strong team ownershipthere is no fence to throw things over anymore
shared accountability >> personal accountabilityindividual performance is more visible now
effective, multi-stage prioritizationcustomer/business→ managers→ team→ individuals
constant management calibrationare the reins too loose? too tight?
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smart, motivated people... who are willing to take the leap of faith that this just might work (and they might like it)
generalists, not specialistssimplified team composition; teams are (more or less) equal
mature processesyears of process development & refinement
knowledge managementyears of developing a comprehensive knowledge base
re-organizing & flexibilityorganizational change was not new to this team; many changes over the years
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... and excellent leadershipwilling to take risks and try unconventional strategies
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end-of-sprint meeting & pot-luck lunchcelebration of successes and accomplishments
Yellow Team, featuring Lourdes, David, and Xi video by Sam; Matt not pictured
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we are agile
we are engaged
we are proud
we are happy
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<discussion>
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Geof Corb | @geofdotedu | [email protected] Chief Information Officer Johns Hopkins University
Irene Zvagelsky | @izvagel1 | [email protected], Student & Administrative Solutions Johns Hopkins University
thank you!
session evaluation: