Skip to main content
It looks like you're using Internet Explorer 11 or older. This website works best with modern browsers such as the latest versions of Chrome, Firefox, Safari, and Edge. If you continue with this browser, you may see unexpected results.

Administrative Services: Service Restart Project Team

Administrative Services supports the MIT Libraries' mission and goals in the areas of Budget & Financial, Facilities & Operations, Personnel and Staff Services.

Service Restart Project Team

The Service Restart Project Team was charged on September 1, 2020 with restarting services in stage 2, as well as monitoring / managing iterations on stage 1.

Members

  • Brigham Fay
  • Darcy Duke
  • Emilie Hardman
  • Felicity Walsh
  • Katie Zimmerman
  • Kim Maxwell
  • Laura Hanscom
  • Lisa Horowitz (Lead)
  • Maria Rodrigues
  • Mohamed El Ouirdi

Email contact: service-restart at mit dot edu

Staff Web home

Scope, Timeline, and Deliverables

Scope: Service restart for stage 2, monitor/manage iterations on stage 1
Timeline: Likely through mid-October, renewal if needed
Deliverables:

  •     Stage 1 and 2 services up and running, ready for hand off to operational teams
  •     External communication plan
  •     Shared and communicated timelines, high level work breakdown
  •     Decision logs
  •     Tracked issues and resolutions
  •     Regular communication to staff
  •     Report out each week at SRLT
  •     Service recommendations

Principles to guide the work of the team

  • New Urgency Vision
  • MIT guidelines for providing safe workspaces
  • Systems thinking
  • Balance between advocacy and inquiry
  • Providing quality service, with available capacity
  • SRLT needs to be regularly informed
  • Do not change things that are not absolutely necessary to change. Change things only if it adds to the service or significantly improves our ability to handle load.
  • Simplify, as possible

Decision Making

SRLT

  • Policies
  • A decision needed that is resource intensive in nature ($$ or time)
  • When there is significant disagreement among the members
  • When an external Institute perspective does (or should) influence decision-making
  • When the Lead feels there is too much advocacy/silo-ization going on
  • When there are implications for parts of the organization or projects outside the scope of the team
  • When there is an expected, significant impact to the user community
  • ADs need to keep the Lead in the loop on communications when meeting with direct reports about restart

Service Restart Project Team, directed by the Lead

  • Project organization
  • Operational decisions that don’t fall into the above categories
  • Forming or adjusting tactical teams that either report into the project team or operational department heads

Operational Department Heads

  • Workflow teams and operational approaches in alignment with organizational policies and goals
  • Keeping the Lead informed of progress, milestones, obstacles, department-level needs that have implications on other groups, etc.
  • Work with Lead on solutions and new approaches, when needed