MSUii Status Report: April 2011- PDF
MSUii Status Report: January 2011- PDF
Initiative StatusTransition

The MSU Integration Initiative was initiated to effect a cultural change that transforms university operations from four separate organizations into a single organization operating in four locations. The initiative phase--the initiation of the cultural change--has concluded with the work of integration transitioning into permanent operations. Collaborating across campuses and continually working to find ways to integrate and streamline operations is our normal way of doing business as a result of the MSU Integration Initiative.

Cost of the program consisted of the time and effort of numerous individuals who take on the challenge in addition to their regular workload plus the incidental cost of purchased books and training.

A summary of transition results is explained in the table below as well as in a University Council slide presentation and a one-page MSU Integration Story handout.

Success Criteria Results
Demonstrate a significant set of improvements Completed 26 early-win accomplishments with 19 projects in the pipeline for prioritization at the point of transition. The current and future list of projects is maintained by the PMO in the Enterprise Project Portfolio.
Effect cultural change across the university In addition to the 6 standing teams of 70+ people working on this initiative, new teams with ad hoc projects sprang up across the university as people heard about the initiative and discovered opportunities to integrate in their own areas.
Ongoing, coordinated analysis and improvement Three methodologies detailed below were researched, developed and tested to realize the success criterion of ongoing, coordinated analysis and improvement: prioritization, process management, and a program management office to support it.
1. Prioritization methodology (aka portfolio management)

The best practice of portfolio management prioritizes institutional resources--time and effort, funding, purchases and investments--in alignment with strategic directives, institutional benefit, cost-effectiveness, and probability of success.

MSUii developed the prioritization methodology to apply to integration projects and IT projects in support of the IT Resource Management policy of the university.
2. Process management

The best practice of process management systematically catalogs and analyzes institutional processes to identify areas for improvement of integration and design more efficient and effective processes.

MSUii created a library of institutional processes for analysis and improvement.
3. Program Management Office (PMO)

The best practice of a PMO structure provides central coordination and a single point of contact to facilitate portfolio and process management, support initiatives and projects, and communicate with stakeholders. A PMO can be staffed with pooled project managers and analysts that serve multiple departments and projects or it can be set up as a virtual office, similar to a permanently charged task force.

MSUii created and relied on a PMO structure to support the integration initiative and which continues in operations supporting integration and IT prioritization.
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