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:

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

Sharepoint as a collaborative toolkit

The purpose and characteristics of a Future Search conference

Developing “strategic options”

TENTATIVE SCHEDULE FOR TODAY - 1

Time Topic or Exercise

12:40-12:50 Intro and project initiation

12:50-1:00 First exercise – discussion of a project “charter”

1:00-1:20 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”?

1:20-1:45 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

1:45-2:00 Our near term deliverables

2:00-2:30 Third exercise – group work – stakeholder analysis

2:30-2:45 BREAK

2:45-3:00 Do I really have to learn how to use Sharepoint? – Heidi

Card

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

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 resources

and 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

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?

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

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 Power

High Concern

Low Power

Low Concern

Low Power

High Concern

Stakeholders

TAKE A BREAK!

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 & 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/

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. 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

1

2

3

4

5

6

Participant

7

8

9

10

11

12

Participant

13

14

15

16

17

18

Participant

19

20

21

22

23

24

Participant

25

26

27

28

29

30

Participant

31

32

33

34

35

36

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 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

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 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?

Mid-November

Strategic Options - User Services Task Force

Strategic Options - FY13 Planning Task Force

Strategic options – Thanksgiving

DISCUSSION, FEEDBACK, ACTION PLANNING, FINIS

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