The lessons learned from the experiences of the Pilot and Exemplar Sites

Define the scope

In the early days of the pilot, the problems of dealing with a large, ancient, highly devolved organisation seemed very difficult to address. This resulted in the approach which tried to manage that problem by focusing on a small number of project areas. This approach got the pilot activity started, but did not encourage as wide a level of participation across the institution as might have been desirable.

Glasgow case study

Small pilot projects can act as useful introductions to information strategy work and act as a catalyst for larger scale developments. Even small projects require regular support and direction from a steering group or committee.

Open University Case Study

It was important to define the scope of the strategy so that it was manageable but also broad enough to be strategic.

Getting the processes right

The methodology of information audit and process mapping what already existed and proposing changes was itself an effective way to get buy-in and validation from stakeholders and improving real working practices as well as cutting across existing functions and silos.

The importance of understanding the processes before making major procurement decisions was cited as a real benefit as the following extracts from the JISI evaluation report highlight. (JISC 2001)

• The Institution is slowly waking up to the fact that technology is changing rapidly, and there is a big price attached to getting procurement decisions wrong. You must get your Information Strategy and business process right first
• In our current finance system procurement: we showed savings of staff, and were able to demonstrate the benefits of the necessary business process re-engineering. We went for a system which has not previously been used in HE. It's a more open system (XML based). The change of attitudes meant we were more open, and prepared to make a 'brave choice'

There was recognition that an important outcome of the Information Strategy process had been the organisational implications. Process, organisational and change management issues were frequently cited as significant issues. One of the most useful aspects of the Strategy development had been the application of formal business process re-engineering methodologies. (JISC 2001)

Project Implementation

Roehampton Institute London may be seen as an example of an institution which became overly preoccupied with the detail of drafting an information strategy framework document, with less emphasis being placed on early implementation. Attitudinal changes have been brought about through thorough consultation, but may have been strengthened if members of the Institute had also been able to see the benefits resulting from implementation projects earlier.

Roehamphon Case Study

The implementation of projects identified from the information analysis was important not only in bringing about specific change but in showing the wider community concrete outcomes from the process for developing the strategy and the commitment of senior management to that change. There was a danger that the Information Strategy Framework Document was seen as the main output of the process rather than the change engendered by the process and the projects.