[229] in I/T Delivery
Minutes: Project Team Leaders: 3/19, 10:30
daemon@ATHENA.MIT.EDU (Bill Cattey)
Fri Mar 19 12:11:33 1999
Date: Fri, 19 Mar 1999 12:11:15 -0500 (EST)
From: Bill Cattey <wdc@MIT.EDU>
To: delivery@MIT.EDU, integration-ptl@MIT.EDU
Joint Team Leaders Meeting
19 March 1999
Next Meeting:
Tentatively: April 23rd at 10:30 AM in N42-286
Agenda:
5yp.
Round-table
----
--Summary--
The meeting was quite unstructured. Many ideas were passed around.
Notes from the brainstorming are included below in the Details.
Gems:
Is the "Improve teaching and learning
technologies" initiative really more of an overarching strategy that
calls for specific project initiatives?
Right now we're perceiving the next steps of fleshing out the
initiatives into specific plans as very hard. Maybe some of the work
is easy, but we're not seeing the simple parts.
----
--Roundtable--
ITLT: Yesterday the 5 year plan next steps were discussed. Vijay
discussed the MIT/Microsoft alliance proposal.
Next ITIT luncheon will be on Directory services.
Y2K: Data's from TAVA's inventory is starting to come in. Our
enterprise systems reports are coming in. Thank you!
Nercomp: It's next week.
MR: Expect an announcement next week about how some of Mangement
Reporting will change. Anticipate no problems with IS. Coopers and
Lybrand says that MIT is ahead of other Universities in handling
Financial reporting, and doing better than many Businesses.
Campus Plans: There was a big meeting last week with many high
powered architects, and a model for campus 20 years in the future was
developed.
PSALMS: Update: Starting to engage mail services.
Software License: Submitting their final report to ITLT on 4/1
Enterprise Printing: Doing business analysis now. Technical design
delayed until late summer because of lack of available developer
resources. Gem: Recognizing lack of developer resources, the
decision was made to wait rather than further thin-slice people.
----
--Detail--
We know that the 5 year plan has been under construction for some time.
Many have participated thus far.
The 5yp team has delivered a set of strategies (~25) and Initiatives
(~80) to the web page web.mit.edu/sextant. The form of presentation
of this information is not the best. Now we enter a period of
refining the initiatives, and turning the terse spreadsheet into
something that is meaningful to those affected by the plan.
Jim provided a template for fleshing out the strategies:
Strategy name: from the affinities matrix
Rationale: why is this important? why now?
Initiatives: list the linitiatives that are associated with this Strategy.
and the initiatives:
Initiative:
Actions/Deliverables
Success criteria
Resource Requirements
Commentary
----
At yesterday's ITLT meeting, the charter to refine the descriptions of
the initiatives into actionable plans was expanded: The directors
were also charged by Jim to do outreach to customers -- to show them
the strategies, initiatives, and communicate our vision, and get
feedback.
----
We picked up the "Improve teaching and learning technologies"
initiative and brainstormed some actions/deliverables:
* Faster connections
* Easier/more effective user interfaces(for whom? for what) easier
presentation
* Facilities adeqauate to meet initiatives (classrooms, labs, dorms,
etc.)
* Alignment of what faculty want to do with what is available/possible
(e.g. NT)
* Academic support team communication/facilitation
* Effective archiving mechanism for iterative use (stale or
fresh)
* Policies -- academic records
* Partnership building -- faculty, research labs, ODSUE
* Web-based teaching and learning initiatives
* Recognize IS is not the leader here.
----
Some questions to ask and issues to remember around the various
initiatives:
* What does IS bring to an initiative? (competencies)
* Who leads?
* What are IS resources needed?
* How to make IS effectiveness/role better in hybrid/collaborative
partnerships and relationships?
* Recognize role of Leadership and Politics.
* Packaging our services
* Exercise control by giving more services to others.
* Lower risk for others to try something and therefore lower the risk
to IS.
* Lack of an MIT-wide plan creates problems in creating the IS plan.
* Integrate policy, business, and IT up front.
-----
Perhaps this "initiative" is more of an overarching strategy that
needs specific initiatives like "The Pismere Project" under it.
----
Other comments:
Over-arching strategy -- has survivability over time.
What do we need todo to compete/win?
Beware of self-fulfilling strategies: e.g. change-- dont shy away
from work because we decided its difficult.
