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PLC: Implementation Roadmap

Transcript: Evaluation Methods References DuFour, R., DuFour, R., Eaker, R., and Many, T. (2006). Learning by doing: A handbook for professional learning communities at work. Bloomington, IN: Solution Tree Press. DuFour, R., Eaker, R., and DuFour R. (2005). On common ground: A power of professional learning communities. Bloomington, IN: Solution Tree Press. Roberts, S. and Pruitt, E. (2009). Schools as professional learning communnities: Collaborative activities and strategies for professional development. San Juan Schools. (2011). Professional learning communities: A focus on student learning. Retrieved from https://www.youtube.com/watch?v=36:tuaailm4 Term: 3-5 Yrs Turning Data into Information The Strategic Planninng Committee (SPC) which is comprised of the committee chairs will assess the current strategic plan for relevancy and alignment with desired outcomes The SPC will determine what components of the plan to keep or drop The SPC will also determine if new components need to be created The SPC will also assess the feasibiity of the Strategic Plan The revised plan will include smart goals which will drive the work of each committee towards committee goals Term: 2 Yrs . Term: 1 Yr Pre-Assessments. Mid-Year Assessments. Post Assessments. Evaluations. Rubrics Implementation Roadmap Using School Improvement Goals to Drive Team Goals . Ensure mutual understanding that the chief duty of a board member is resource development. Implement a board member agreement to build accountability. Effective Communication . Committees will define their purpose within the context of the organization Committees will coordinate and advance corresponding focus areas for the organization Committees will make data-based recommendations to the full board Clearly Defined Outcomes Board President and Administration Intervention Strategies . Term: 6 Mos - 1 Yr Board President, Committe Chairs and Administration Director and Committee Chairs Board and Staff Professional Learning Community Term: 9 Mos Laying the Foundation Director and Committee Chairs The full board will discuss and review the Quality Assurance report data from the previous year and the new report expectations Committees will focus on certain components of the report to determine how to use the data to improve the organization's performance in a certain area Committees will use the data to develop strategies for improvement Board and Staff Monitoring Each Student's Learning Response to Intervention Model The full board will review existing norms, make adjustments where needed, and adhere to the norms The full board will develop norms for addressing conflicts The full board will develop norms for addressing lack of participation The full board will develop norms for maintaining good communication Committeess will analyze relevant data from the previous quality assurance report Committees will identify deficiencies and areas that need improvement Committee chairs will collaborate to develop a comprehensive plan to improve quality assurance scores Term: 6 Mos Board and Staff Term: 1 Yr Note: This presentation will subsitute student learning for committee learning and engagement. DuFour Professional Learning Community Model Strengthen knowledge and understanding of board member expectations Redefine the role of board members to meet organizational needs Provide intense board training Align committee functions with desired outcomes Develop and adopt resource development strategies Develop a sustainability plan Term: 1 Yr Board President and Committee Chairs Systematic Intervention Building a Collaborative Culture

2025 Roadmap Implementation

Transcript: Implementing the Roadmap: 2025-2026 Assemble Commission subgroup focused on data standards Data Health IT Data Governance Workgroup to focus on data standards (2.1) Complete landscape analysis of relevant standards for workgroup consideration (2.1) Ties to goals 2 and 3 Key Activities: HIT standards subgroup Data mapping strategy Cybersecurity protocols and training Health data exchange framework State agency working group Explore partnerships to leverage existing frameworks for Colorado Community of Practice (COP) (3.3) Propose details for partnership to eHealth Commission (3.3) Establish CoSHIE advisory council(s) or other panel(s) to support the Proof of Concept projects (1.1) Rural Data Mapping Analysis (2.2) Present findings of Rural Data Mapping Analysis to Rural Steering Committee (2.2) From Rural Steering Committee, present prioritized strategy to eHealth Commission (2.2, 2.4) Develop state agency working group (2.5) From eHealth Commission, present prioritized strategy to workgroup (2.5) Community Ties to Goals 1 and 3 Corresponding Key Activities: Community advisory panels Continuous improvement framework OeHI project dashboard Stakeholder engagement Add 2 or more community members/patient representatives to each workgroup, when revant (1.1, 3.2) Develop continuous improvement framework for Commission review (1.2) Enact framework for OeHI (1.2) Develop impact and implications of health IT framework for Commission review (3.1) Develop resource page on OeHI website (3.4) Enact framework for OeHI (3.1) Prioritize adding cybersecurity protocols and resources first (2.3) Commission to prioritize quarterly training opportunities to be provided or shared (3.4) Develop OeHI Project Dashboard for Commission review (1.3) Innovation Publish Dashboard on OeHI website Ties to Goals 2 and 3 Key Activities: Stakeholder engagement Framework for impact and implications of health IT AI Community of Practice Ongoing training and resources on responsible innovation Opportunities to support local innovation and support under-resourced organizations Framework for future OeHI projects and funding Decision workflow for OeHI project funding Develop framework for future OeHI projects and funding (3.6) Build local innovation and under-resourced partners into framework (3.5) Present framework to eHealth Commission (3.6) Enact framework for OeHI (3.6) Develop decision workflow based on framework (3.7) Enact decision workflow for OeHI projects (3.7)

Project Implementation Roadmap

Transcript: Implementation Timeline A detailed view of the project phases and milestones over the six-month period. Month 5 Month 6 Month 1 Month 2 Month 3 Month 4 Execution begins, focusing on the first set of deliverables. Monitoring and adjustments made based on performance metrics. Project initiation, including stakeholder meetings and resource allocation. Completion of planning phase, with project requirements and timelines defined. Continued execution with emphasis on stakeholder feedback and iteration. Final evaluations, project closure, and delivery of outcomes. Resources Required Initiation Phase The initiation phase involves defining the project at a broad level, establishing its feasibility, and securing necessary approvals. This sets the foundation for a successful project. Planning Phase During the planning phase, detailed project plans are developed, including timelines, resource allocations, and risk assessments. This is essential for guiding the project toward its objectives. Execution Phase Key Phases of the Project The execution phase involves putting the project plan into action by coordinating resources and tasks. This phase focuses on delivering the project outputs as per the defined requirements. Monitoring Phase Monitoring is crucial to track project progress against the plan. It involves regular reviews, performance assessments, and ensuring that the project remains on schedule and within budget. Closure Phase Human Resources Financial Investment Technological Support Closure marks the completion of the project, where final deliverables are handed over, project performance is evaluated, and lessons learned are documented for future projects. Human resources will include skilled personnel necessary for the execution of tasks and responsibilities in various phases of the project. A financial investment is essential for covering costs such as salaries, equipment, and other operational expenses throughout the project lifecycle. Technological support includes software and hardware required to enhance productivity and ensure effective communication among team members. Reactive Risk Management Proactive Risk Management Reactive risk management focuses on dealing with risks after they have materialized. This includes creating contingency plans, adjusting timelines and resources, and implementing corrective actions to minimize impact on the project. Proactive risk identification involves assessing potential challenges that may arise during the project. This includes analyzing historical data, consulting stakeholders, and creating a comprehensive risk register to capture all uncertainties. Improved Efficiency The project aims to streamline processes, leading to a reduction in time and resource wastage, ultimately improving overall efficiency. Project Implementation Roadmap Increased Stakeholder Satisfaction Expected Outcomes Enhancing communication and addressing stakeholder needs will lead to higher satisfaction levels among all parties involved. Enhanced Project Deliverables With a focus on quality and timely delivery, the project will result in deliverables that meet or exceed expectations, thereby enhancing the project's overall impact. A Comprehensive Guide to Successful Project Execution Conclusion and Next Steps The implementation roadmap outlines a structured approach that ensures successful project delivery. Key next steps include engaging stakeholders to gather insights and aligning resources to meet project demands. Project Implementation Roadmap This roadmap details the strategic steps necessary for executing the project effectively, ensuring all phases are addressed systematically and efficiently.

CSDM Implementation Roadmap

Transcript: CSDM Implementation Phases: Crawl, Walk, Run, Fly Implementation Roadmap and Additional Suggestions The implementation of CSDM can be structured into four key phases: Crawl, Walk, Run, and Fly. The Crawl phase focuses on governance and planning, allowing organizations to lay a solid foundation. In the Walk phase, organizations integrate tooling and initiate data quality and compliance processes. The Run phase emphasizes advanced CSDM alignment, ensuring robust operational practices. Finally, the Fly phase represents a focus on continuous improvement and innovation, unlocking the full potential of CSDM. Continuous Improvement and Change Management The CSDM implementation roadmap outlines a structured approach to integrating the Common Service Data Model, ensuring that IT services align with business goals effectively. By focusing on continuous improvement and stakeholder communication, organizations can enhance their configuration management processes significantly. Continuous improvement is essential for effective CMDB alignment with CSDM. Implementing robust change management practices ensures that all stakeholders adapt to changes seamlessly. Organizations should regularly assess their data quality and enhance processes based on feedback and evolving business needs. This approach fosters a culture that embraces innovation and agility. Stakeholder Communication and Success Metrics Monitoring Effective communication with stakeholders is critical to the success of CSDM implementation. Regular updates and transparent processes involve all relevant parties, including IT leadership and service owners. Monitoring success metrics allows organizations to gauge progress, identify areas for enhancement, and ensure alignment with strategic objectives. This data-driven approach supports informed decision-making throughout the implementation process. Role of Risk and Compliance Officers Risk and Compliance Officers are essential in managing regulatory requirements and mitigating risks associated with data management. They ensure that CMDB processes meet compliance standards and that any identified risks are addressed through appropriate governance frameworks. Their input contributes to building a resilient data management practice that supports business objectives. Stakeholder Engagement for Success The Importance of IT Leadership Engaging stakeholders at all levels is critical for the success of the CSDM implementation. Collaboration among Enterprise Architects, IT Leadership, Configuration Managers, and Risk Officers fosters an environment of shared understanding and accountability. Regular communication and feedback loops ensure that stakeholders remain informed and aligned with project goals, ultimately resulting in a more effective outcome. IT Leadership is instrumental in driving CSDM initiatives from a strategic standpoint. Their support is vital for resource allocation, process governance, and fostering a culture that embraces data-driven decision-making. Service Owners, who have deep insights into service delivery, also play a critical role in ensuring that services align with business needs and that their dependencies are accurately reflected in the CMDB. Enterprise Architect and Configuration Manager Roles Identifying Relevant Stakeholders The Enterprise Architect plays a crucial role in aligning IT strategy with business goals. They ensure that the architecture of information systems supports organizational objectives. The Configuration Manager is responsible for maintaining the integrity of the CMDB, overseeing the data modeling process, and ensuring accurate records of all Configuration Items (CIs). Together, both roles are integral to bridging the gap between technology and business requirements. Effective implementation of CSDM relies heavily on identifying the right stakeholders who can influence or contribute to the process. The involvement of various key roles ensures alignment with strategic goals and enhances collaboration throughout the implementation phases. Foundation Layer Implementation Service Mapping and Governance In this phase, aligning the CMDB with the CSDM is prioritized. Initiatives for improving data quality are implemented, which include standardizing data entry and validation processes. Establishing a robust foundation is key to supporting other layers of service management effectively. Service mapping is essential for visualizing the relationships between business services, applications, and infrastructure components. Implementing governance structures ensures accountability and strategic oversight throughout the CMDB lifecycle. This phase reinforces the entire data architecture, facilitating better decision-making and operational efficiency. Planning and Preparation Phases of Implementing CMDB This initial phase is crucial for engaging key stakeholders, ensuring their input shapes the project scope. A thorough assessment of the current state of data management practices is

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