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The Project- a new Student Information System

The Project- a new Student Information System. Began the change with a plan. The department analyzed and outlined key requirements for the new system.

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The Project- a new Student Information System

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  1. The Project- a new Student Information System • Began the change with a plan. • The department analyzed and outlined key requirements for the new system. • A major focus was the ability to have ONE system be able to produce needed data collection and tools instead of a combination of outside vendor and integrated systems currently utilized. • Did not want to take any functionality away from the end users. • Requirements were collected, put in writing and shared with several vendors when the project went out to RFP. • Many stakeholders were brought together to participate in presentations from five top vendors. • Votes were tabulated and a vendor chosen. • Gap analysis conducted.

  2. DOWNFALL of the Implementation… • Poor leadership • Authoritative (Donaldson, 2012) • Lack of communication • No directive • Dishonest • Unfocused • Lack of executive management involvement

  3. Resistance To Change • During the 2011/2012 school year, the SIS project continued to not be implemented and the product still incomplete. • Morale of the department was very low • Support team managers tried sharing their concerns, those concerns never made it up to the key leaders who could implement a new direction.

  4. HELP IS ON THE WAY.. • New Leadership • Assistant superintendent supervising project • Hiring of a project manager • Weekly meetings with focus • Timelines and due dates (Bligh, Leadership in Organizations, 2012)) Product of vendor C continues to fail..

  5. Strategies and Communication to Sustain the New Change Refocusing the change process to a clear focus Planning actions through analysis of cultural, structural, human resource and political lenses (Bligh, Intro to Organizations, 2012) Implementing collaboration at all levels Responsibility analysis (CAIRO) (Deal, 2008) Transformational leadership Learning from mistakes Accepting failure Fostering Innovation Modeling a willingness to embrace change and do things differently then yesterday (Anderson, 2010) Partnering with a New Vendor with a Finished Product

  6. Lessons Learned…

  7. Risks and Issues

  8. The initial implementation of the change started off with clear planning for transformation. They had a vision and a sense of urgency (Kotter, 2006). • The team outlined needs for the new SIS system and held vendor demonstrations to find the best product to meet those needs. • Stakeholders voted based on the needs criteria to choose a product to implement. • Once the vendor was chosen, implementation decisions were placed in the hands of a couple leaders making executive decisions based on personal desire, instead of the end user’s needs. • Poor leadership and communication and lack of results and positive advancements in the change process contributed to frustration and mistrust which quickly became contagious in the department.

  9. New leadership teamimplemented a re-evaluation process that has been positive. • The new project manager meets with the IT team regularly as a team and as individuals. • Team members can voice concerns comfortably and have begun to feel ownership in the change process to provide our end users with a 21st century tool to assist in educating our students. • The project manager and the assistant superintendent, participate in change planning. • They are role models for change, and are able to articulate a vision to the IT team and the vendor(Bligh, Transformational Leadership, 2012).

  10. Reflection • Began the change process with a focus and a plan • Poor leadership, an incomplete product and lack of communication changed the direction and success of the project • With a transformational leader, willing to analyze both the internal and external environment and needs, the IT department and leadership should be able to have a successful change in the near future for themselves and their end users. (Beach, 2006) • Powerful learning has taken place concerning the change process and learning from failures. • The new direction with a new vendor will enable the school system to implement a One system innovative tool for data collection and day to day business.

  11. References (2010). Sustaining Change After the Intervention. In D. L. Anderson, Sustaining Change, Evaluating, and Ending an Engagement (pp. 304-309). Sage Publications. Bligh, D. M. (2012). Introduction to Organizations. Walden University Media Resources. Bligh, D. M. (2012). Leadership in Organizations. Walden University Media Resources. Bligh, D. M. (2012). Transformational Leadership. Walden University Media Resources. Retrieved 2012, from Walden University Mobile Learn (2008). Bringing It All Together: Change and Leadership in Action. In L. B. Deal, Reframing Organizations: Artistry, Choice, and Leadership (pp. 411-434). John Wiley & Sons Inc. Donaldson, D. J. (2012). The Many Hats of Leadership. Walden University Media Resources. Google images. Retrieved August 8, 2012, from google.com Kotter, J. (2006). Leading Change: Why transformation efforts fail. In J. Gallos, Organization Development: A Jossey-Bass Reader (pp. 239-251). San Francisco: John Wiley & Sons Inc. Markowski, T. (2012, July 31). SIS Coordinator. (M. Banholzer, Interviewer) Shelton, M. (2012, August 1). Project Manager. (M. Banholzer, Interviewer)

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