ADMINISTRATION: ORGANIZATIONAL CAPACITY

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Policies
IT Architecture
Administration
S Y N E R G Y
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Training Resources Financial Resources Human
Resources Space Resources Team Resources Leadershi
p Resources Change Capacity
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To be successful, training must focus on three
sets of actors..
Training Resources

• IT Professionals
• End-Users
• Managers

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Training Techniques

• Internal Training Programs
• Self-Training Short Courses
• On-the-Job Training
• Mentoring
• Access to Commercially Available Courses
• .All techniques require time and budget to
  attend sessions, seminars and conferences

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Training is available when it is offered.to all
affected parties and is comprehensive
Training is acceptable when it is.. tailored
to a specific audience Training is accessible
when it is. convenient in time and
space Training is of high quality when it
produces. consistent results
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As Much As 40 of the Variance in System Use Can
be Explained by the Quality of the Training
Program
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Financial ResourcesTwo Typical Financial
Constraints for Public Agencies

• How to Finance Initial Start-Up Costs and
• How to Provide for On-Going Maintenance Fees

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Human Capacity Resources

• Shortage of IT Professionals
• Over-Reliance on a Small Pool of Talent
• High Turnover Rate

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How Do We Deal With These Human Capacity Issues

• Expect Turnover
• Provide Incentives for Retaining IT Personnel
• Develop Contingency Plans

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Space Resources

• Where Do We Locate IT Initiatives?

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Why Are Teams Important?
Team Resources

• System Success Depends on Teams Comprised of
  System Engineers, End Users, Project Managers,
  Executive/General Managers and Ultimate
  Stakeholders
• Each Member Brings Their Own Area of Expertise to
  the System Development Effort
• The Level of Team Coordination Has Significant
  Impact on the Extent to which the Project Will Be
  Successful

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High Performing Teams

• Keep it small- will drastically reduce
  communication overhead and difficulty
• Keep it high powered - strong people will
  overcome the difficulties you may encounter..weak
  ones, unassisted, will not
• Think about the future - include junior people
  and mentor them
• Look for challenges- try to find a significant
  challenge for each person on the project, one
  that will stretch them beyond their current
  abilities, but one they can master

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• Keep the user on board - make sure there is
  strong and senior user involvement in the team
• Look at personalities as well as skills - how
  will the team fit together, where are the points
  of friction
• Have very clear responsibilities - goal and
  authority conflicts among ambitious, highly
  charged individuals can be a major source of
  friction
• Build in incentives

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Leadership Problems
Leadership Resources

• Public Leaders Often Ignore Technology Related
  Issues
• Public Leaders Think Technology Issues Are Not
  Very Important
• Public Leaders Think Technology Issues Require
  Technical Expertise Rather than Leadership
• Public Leaders Think Technology Issues Are Too
  Risky for Personal Involvement

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Executive Sponsorship

• Expect and demand an executive sponsor
• Align IT plans with mission and organizational
  plans
• Identify CSF
• Involve all stakeholders
• Have steering members involved in key decisions
  and problem solving activities
• Provide executives with project sponsor
  information not project management information
• Cultivate effective communication, cooperation,
  and trust

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TECHNOLOGICAL INNOVATION
Change Capacities

• Single Most Important Driving Force In This Rapid
  Change Era Is Technological Innovation

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SYMPTOMS Of CHANGE RESISTANCE IN THE
IMPLEMENTATION OF AN IT PROJECT

• Absenteeism
• Immobilization
• Anger/Indifference/Denial
• Excuses/Complaints
• Turnover
• Reduced Work Performance

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ConditionsFavoring IT Change

• It is the right idea
• It is the right time
• It is the right reason
• It has authenticity
• Reality in harmony with change
• Right leadership
• People are prepared
• Luck!!!!!!!!!!!!!!!!!!!

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Conditions Affecting Success Of Implementation
of IT Change

• Ability of employees to conceptualize change
• Employees readiness for change and capacity for
  change
• Individual differences in learning styles
• Environmental uncertainty and complexity
• Change itself-how big a bite can you take???

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Why The Management of IT ChangesFails Workers

• Failure to prepare workers
• Failure to prepare mgt
• Failure to provide direction
• Failure to follow-up
• Failure to provide consistent support
• Failure to reward team efforts

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Sustaining IT Changes

• Building a foundation
• Redesigning work processes
• Following fundamental change practices
• Institutionalize changes
• Motivate through change

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Fundamental Practices Favoring Successful Change
Efforts

• Decide to Change
• Direct Change
• Support Change

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Decide to Change. . .. . .Start Managing Your
Information and Information Technology Differently

• Recognize and communicate the urgency to change
  information management practices
• Get line management involved and create ownership
• Take action and maintain momentum

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Direct Change. . . . . .Establish an
Outcome-oriented, Integrated Information
Management Process

• Performance measures define the management
  information you need to make decisions and to
  determine what is success and failure
• Focus on process improvement
• Manage information systems projects as investments

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Support Change. . .. . .Build Organization-wide
Information Management Capabilities to Address
Mission Needs

• Your overall success depends on meeting user
  requirements with cost-effective, quality
  solutions
• Upgrade skills and knowledge of line and
  information management professionals