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AIMS Transition Project roadmap

Transition planning to bring Administrative Information Management Services (AIMS) and the Division of Information Technology (DoIT) together began in earnest in late February 2022. Team members from both AIMS and DoIT are meeting regularly to map out the strategy. The following roadmap of the AIMS transition project activities is published monthly.

More information about this project can be found on the AIMS Transition Project page. If you prefer to receive this roadmap in your inbox, please subscribe to our Google Group. Within a minute or two of sending this subscription request email, you will receive an email from Google that includes steps to confirm your membership.

Do you have questions and concerns? Please contact us. We will regularly review and answer your feedback during the weekly transition team meeting.

Previous updates: September | August | July | June | May | April


September 1, 2022

Complete

  • Identified and defined workstreams and early project outcomes for the integration work.
  • Identified leads to guide project work within each workstream.
  • Identified and cross-trained on select shared tools to support campus partners.
  • Formally transitioned AIMS and DoIT staff into new and existing teams within Systems Engineering & Operations and User Services.
  • Held events to build relationships and networks among staff working together in the unified organization.
  • Scheduled learning sessions focused on specific organizational elements.
  • Established the Organizational Change Management (OCM) plan.

Now

  • Finalizing the project plan, project schedule and prioritizing work.
  • Identifying more shared tools to support campus partners and beginning cross training on these tools.
  • Partnering with DoIT Financial Services to define services included in the refined node fee model.
  • Planning a kickoff event to begin project work in all workstreams after fall semester stabilizes – late September.
  • Holding additional events to build relationships and networks among staff working together in the unified organization.
  • Scheduling more learning sessions focused on specific organizational elements.
  • Continue cross-training among newly formed teams and team members.

Next

  • Determine a short term knowledge management environment.
  • Map the customer experience for the unified points of contact.
  • Define services offered in the future node fee model.
  • Identify all services and applications to be evaluated for unification.
  • Establish customer migration processes and requirements.

August 1, 2022

Complete

  • Completed subgroup work to recommend and plan social events and organizational elements events.

Now

  • Holding events to build relationships and networks among staff among staff working together in the unified organization.
  • Scheduling learning sessions focused on specific organizational elements.
  • Identifying and defining workstreams for the technical integration work.
  • Finalizing an Organizational Change Management (OCM) plan.
  • Holding staff meetings to facilitate future organization integration.
  • Identifying shared tools to support campus partners and beginning cross training on these tools.
  • Partnering with DoIT Financial Services to define services to be included in the refined node fee model.

Next

  • Finalizing a project plan including the prioritization of work.
  • Develop an approach for a unified point of contact for all partners working with AIMS and DoIT for support.
  • Identify all AIMS/DoIT services to be evaluated for unification.

July 1, 2022

Complete

  • Shared and socialized the initial organizational chart with AIMS and DoIT teams.

Now

  • Building a shared understanding of how disparate teams currently provide customer support.
  • Creating a comprehensive list of tasks for work backlog and sequencing.
  • Developing a project plan including the prioritization of work.
  • Creating an Organizational Change Management (OCM) plan.
  • Assembling a subgroup to provide recommendations for staff social opportunities and organizational elements.
  • Holding staff meetings to begin future organization integration.

Next

  • Develop an approach for a unified point of contact for all partners working with AIMS and DoIT for support.
  • Identify all AIMS/DoIT services to be evaluated for unification.

June 1, 2022

Complete

  • Onboarded a new project manager to the transition effort.
  • Developed and began using a communication plan.
  • Completed organizational alignment analysis for AIMS and DoIT.
  • Delivered an AIMS Transition Project update at the May University Staff Congress meeting.

Now

  • Creating a comprehensive list of tasks for work backlog and sequencing.
  • Developing a project plan including the prioritization of work.
  • Creating an Organizational Change Management (OCM) plan.
  • Sharing and socializing the initial organizational chart with AIMS and DoIT teams.

Next

  • Identify all AIMS/DoIT services to be evaluated for unification.
  • Plan and execute several employee education and transition events for impacted employees in AIMS and DoIT.

Later

  • Evaluate and prioritize AIMS/DoIT services identified for unification.
  • Planning for system integrations (e.g., Cherwell).

May 1, 2022

Complete

  • Published an informational project website for the transition.
  • Held AIMS/User Services/SEO information sharing sessions and the first combined leadership team meeting.
  • Sent an initial communication to all AIMS customers.
  • Created a feedback form and implemented a process for tracking and responding to questions, concerns, and feedback.
  • Created a JIRA board for task tracking and project management.

Now

  • Completion of a project plan and reporting structure.
  • Create an Organizational Change Management (OCM) plan.
  • Create a comprehensive list of tasks in the backlog of work.
  • Develop a communication plan.

Next

  • Begin execution of OCM plan.
  • Organize and prioritize the comprehensive backlog of work for the project.
  • Identify all AIMS/DoIT services to be evaluated for unification.

Later

  • Planning for system integrations (e.g. Cherwell).
  • Evaluate and prioritize AIMS/DoIT services identified for unification.

April 1, 2022

Complete

  • Transition teams kick-off.
    • Divisional leadership team – Provide support and guidance for the project; manage the financial and human resources requirements for the project; remove barriers as needed.
    • Transition planning team – Plan the general activities of the project team, subject matter experts, and sub-teams involved in the project. Responsible for project deliverables.
    • Transition monitoring team – Provide upward communication to project leadership,  keep the pulse of the organization,  and understand the impact of the transition on people involved in the transition.
  • Transition project charter approved.
  • Initial meeting with the Office of Strategic Consulting as a partner in the transition.
  • Work plan completed.

Now

These are the activities and features we are currently working.

  • Project plan development, which will include a firm target end date.
  • Informational project website for the transition.
  • AIMS/User Services information sharing sessions.

Next

These are the activities and features we plan to work on next.

  • Engagement with the Office of Strategic Consulting to create an Organizational Change Management (OCM) plan.
  • Create initial integration plan of AIMS and DoIT groups for feedback and refinement.
  • Begin developing the backlog of work.

Later

These are activities, features, and requests that are being explored and are potential candidates for working on next.

  • Begin execution of OCM plan.
  • Identify all AIMS/DoIT services to be evaluated for unification.
  • Develop a comprehensive backlog of work for the project.