Informationsinfrastrukturen im Wandel. Changing ... - DINI

356 Christine Gläser, Hans-Joachim Wätjen
7. Status Quo
A summarized overview over the status quo is given in section 5 of this
article. Additionally, the following can be stated for the service concept and
the organizational development.
It was not possible within the first two years of the project to formulate
a complete and detailed service concept, coordinated with all user groups
and drawing from the portfolio of available services. Reasons were:
– A strong demand for new services had to be answered immediately,
especially with regard to the introduction of the Bachelor and Master
programs.
– The demands voiced by users from different target groups and different
disciplines were far more differentiated than expected.
Consequently, services that were to become part of the new service concept
had to prioritized. Initially, IT basic services and new services for the
e-administration of study and teaching were discussed with the users, and,
through technical measures and personnel re-organization, stabilized or
developed and successfully implemented.
In addition to this, the existing portfolio of services was evaluated together
with the IBIT advisory board, and a sequence for the description of
services and the signing of service level agreements proposed. The first
service level agreements will be signed in the spring 2007.
The organization change process was much slower than planned, and
has not yet led to the desired operational integration and user orientation, as
goals and measures proved more difficult to communicate to the staff, requiring
more effort by the management than anticipated.
8. Risks and Opportunities
Building an integrated information and IT management at a university is
not a success story per se. As with every major change in an organization‟s
development, uncertainties, fears, and finally even opposition emerge
among staff. In the university as a whole, reservations about the size and
the centralization grow.
In this sense, the change process itself is a great challenge for the leadership
of the university and the central unit‟s management. Close coopera-