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Defining the value we bring to CCB.

ChemIT exists to:

ChemIT is guided by:

See also

• Contextual Visions and Missions
• By the numbers, ChemIT and PhysIT
• ChemIT service and staffing levels

Questions to answer

• What do we value?
• What do we measure, gauge, evaluate?
  • Ideas: What was done? What affect did we have? (practical outcomes, emotional impacts) How much did we do? What are reasonable targets for any of these measures?
• Where are we relative to our goals or aspirations? (How define?)
• Where do we want to go? (How define and measure areas of work?)

ChemIT exists to:

Provide local, focused IT services in:

• Research
• Teaching
• Administration

The types of services are either unique or value-added.

• For commodity services, only provide them if super-efficient and/ or highly valued.

*Other includes:

Chen group's data storage "bays"

Cerione and Crane's 3D-viewing hardware and software (Linux)

Crane (and others?) SBGrid

Teaching lab computers, 3 distinct sets totalling over 100(?) off-network laptops

Stockroom's custom-built Point-of-Sale WebApp

Physics Testing Center custom-built grading systems (3)

...

ChemIT's Actions and Decisions are:

• Transparent
  • Ensure we are working on the "right" things
• Efficient
  • Ensure we are doing the work right.
    • Learn to productively say no, when appropriate.
• Sustainable
  • Result in no unpleasant surprises

  ...

  • • Avoid staff burn-out, train to ensure continued relevance, and budgets & funding reinforcing most valued services

  ChemIT Priorities are:

  • Relationships
    • Ensure we are working Work on the "right" thingsthing though mutual understanding and appreciation.
      • Meet real needs, balanced against total costs and competing demands
  • Results
    • Ensure we are doing the work right.
    • Performing our work the "right" way through staff training and experience.
      • Enable cost-effective, sustainable solutions

  We measure what we do by:

  Seeking evidence of failure.

  • Includes if anyone had an unpleasant surprise.

  Meaningfully measuring and presenting what ChemIT does over timeNot unpleasantly surprising the people we serve.

  • Maintaining a list of current projects, both large and smaller.
    • Indicate monthly completed projects
  • Track most every non-project request, called a "ticket".
    • A snapshot of "open"
    ticktes
    • tickets: Title description, who it's assigned to, date it was created, its status, etc.
    • Monthly count of tickets per person completed.

  Tools and Techniques

  SWOT

  • Strengths (internal)
  • Weaknesses (internal)
  • Opportunities (external)
  • Threats (external)

  Example

  • http://www.leadershipthoughts.com/how-to-use-a-swot-analysis/

  Context

  • Contextual Visions and Missions