Thursday, 28 May 2009
I have a number of jobs to do based on this day too, a number of documents that need to be written to summarise the work we have been doing up until now, a refined project evaluation plan and motivating stakeholders (such as the partners) to write not just scenarios about what they would like in an ideal world, but their expectations from the Enable project (and the spokes involved in it). When doing the evaluation we need to think about measuring the totality of impact of the spokes, rather than the impact of each individual spoke (as they should be doing that as part of their own projects). This again links to managing a programme of projects and requires a bit of research on how we can do that. I have a number of spreadsheets and questionnaires that should help with this process.
Wednesday, 20 May 2009
I have just finished a day at Bolton looking at the benefits of using Archimate (http://wiki.cetis.ac.uk/Archimate_Workshop) for modelling the Business processes at the university, and the way it has been used in past projects. Before today I rather thought that Archimate should only be used for Enterprise Architecture purposes, however it seems that each project had used it in a slightly different way. The two that resonated most with me were Roehamptons examples and those by APS Ltd. I noticed that the use of Archimate was by Business Analyst roles in a team such as a programme office or, in one case an Innovation Projects Office. The projects ranged from one person involved to a team of three, although each person had other roles as well.
So why this blog title? This links to the realisation that there is a real recognition to having to have a team in place (linking to the Programme Office I have mentioned in previous blogs) that can map all aspects of the university. This team would be required to map at a certain depth for executive overview – however further mapping would be required for assisting particular projects. The issue is around funding the department, should this be costed (http://fcet-comments.blogspot.com/2009/05/call-for-efficiencies-in-universities.html) to each project as part of the expected work? At what depth should the mapping be done if a day to day role? It has been recognised that this team needs to sit outside of faculties and services to ensure that they are not perceived as having invested interest in particular projects or systems. Perhaps I need to think in terms of scenarios…
Monday, 18 May 2009
Perception QuestionnairesI have been given a very useful questionnaire from Cardiff University that originated at BAE on finding out what people want from a project, and then measuring how successful we have been in providing it in the future. The questionnaire has been adapted from BAE and to asks the project lead (or stakeholders in the project) the following:
- List 5 achievements for the project
- For each of the 5 achievements score them 10 (Most Important) - 1 (Least Important)
- For each of the 5 achievements score them 4 (Delighted with how it works at the moment) to 1 (Very Dissatisfied with how it works at the moment).
This has gone out to our project partners via the VSN. I also found a useful questionnaire online "The Organisation Perception Questionnaire" although this relies on rating some statements, so the team needs to think about what needs to go in there.
Partner EngagementPartner engagement has really picked up after visits have been completed at the partner sites, we are seeing blogging from tutors in Shrewsbury college on the VSN. Hopefully more blogs and discussions will grow in the next few months with the support of college coordinators such as Emma, Richard and Gerard. I will be sending out a reminder email to them all towards the end of the week to ensure that they are all happy with what is happening at their colleges.
The Programme meeting in Birmingham had a few useful sessions, although in some cases information was appearing at the wrong level for some project managers. I certainly found the networking activities/ directed discussions very useful although the form filling in the afternoon was probably less informative. One session focused on understanding your organisational type as part of Change Management/ Engagement Strategies. When we looked at the type of organisation we felt Staffordshire University was we were surprised to see such a strong leaning to Innovative Culture, however we felt that we needed a balance across some of the other cultures, in particular Business. There was some interesting engagement methods used by some of the presenting projects that I would like to consider for projects at the university, including posters in hallways for commenting on with post-its and workshops that included stakeholders to look at how they see failure rather than success! There was still not enough "here is how we did it" - in particular the change academy model was used by a project - what is this and how did they modify it and why? It looks like some investigation on their website as it was not easy to find on the HEA site.
Friday, 8 May 2009
Tuesday, 5 May 2009
At the end of the two days we discussed some of the programme management we were getting from JISC and sent our critical friend back with some suggestions on future support. It seemed the hardest part of the two days was discovering when people would be free for the next cluster meeting. We recognised the need to get dates in early and that some meetings did not need to go over two days. The next meeting is going to be hosted here - so need to get our thinking caps on for that as well as the SMWG meeting in a fortnight.
As mentioned in an earlier blog I attended a very useful session in Birmingham on Quality Assurance and Enhancement done by the HEA to support the Curriculum Design and Development and Curriculum Delivery programmes. I have published my notes in the Elgg Enable group for discussion within the project. I have also shared my notes with members of the programme cluster who where unable to attend the day. For those interested in QA/QE then you can register with the SIG at www.qe-sig.net and view the presentations under Events.
Some of this information will be old hat to people in Staffordshire University and done almost everyday, either with our without recognition, as Enhancement has been a key term here for the last few years. However is that message across the whole university? I have encouraged staff to comment on the notes I took and hopefully I will get some response. Some of the interesting points raised that link to Enable:
- Understanding scope and developing baselines
- Constant changing environments for institutions – the need of institutional Reform
- Development of Enhancement Academy
- Communication strategies are vital as are linking strategies together
- Supporting staff development
- Engagement of all stakeholders
- Student Experience