1. School of Arts, Languages and Cultures
Jane Hallam – HoSA (SALC)
Michael Smith – Head of CMPI

2. Our Approach
The question
Two views

3. Rationale
Clearly articulated
Compelling business case
Risk assessment

4. Communicate Identify who needs to know what and when
Format of communication(s)
Ensure methods of communication are easy to access

5. Planning and Preparation
Awareness of organisational life cycle
Awareness of impact upon other areas
Assess existing levels of expertise

6. Resources
People
Finance
Management tools

7. CMPI View Strategic leadership Ownership Skill the team
Learn from others
Integrated approach
Realistic planning
Benefits focus

8. Strategic Leadership University, not to just School
Commitment start to finish
Engagement – buy-in and/or compliance
Process as team building opportunity
Continuity of leadership – top down

9. Ownership Formal steering group Highlight reporting
On-site co-ordinator
Focus on your change

10. Skill the Team Team delivery Identify enthusiasts
Cascade IMPROVE skills

11. Learn from Others Best practice: other Schools
Policy/best practice: the ‘centre’
Involve ‘customers’

12. Integrated Approach All aspects of change (process, technology people)
Sequence activities correctly
Design then merge
Good change management skills

13. Realistic Planning Be realistic about resource requirements
Have a clear project plan
Commit resources to the plan
Plan around academic cycles

14. Benefits Focus Outcome, objectives, deliverables Measure performance
Root cause analysis
Optimise the work

15. Recommendation Preparation Use existing expertise Use management tools
Be realistic
Review
Keep it simple