Key challenge to staff: why are we at Royal Holloway and why have we come to work today?
Set out a set of challenges they faced, did a systematic self-assessment (IT Capability Maturity Model) and came out at level 0 or 1 (out of 5). Eighteen months on, they are measuring 2s and 3s and heading in a new trajectory. Not easy and not quick. Interesting that external contractors came into the team and were helpful in reminding everyone what a good place it was to work (really) and the pride of working for education and "making a difference" rather than "making tin cans". There are three key PI's they adopted in first period:
Uptime of infrastructure 99.9
Delivery of projects on time and budget
Measures of quality and "customer satisfaction"
Lots of audience participation and many messages that other places are going, or have been going through significant change and re-orientation programs. There was a message about "spring cleaning" your processes every three to five years to avoid becoming stale - and the need for this to be ongoing change and not a point-in-time solution.
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