DoIT User Services Strategic Planning

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Dynamic Strategic Planning at DoIT

Traditional enterprise planning efforts take considerable time to execute and forecast out years in advance. The pace of technology and change occurring across higher education has made this type of approach obsolete. However, there are ways to respond to changing conditions and align to new opportunities in a planful approach. Over the past three years we have trialed a four-step method to successfully plan initiatives for service delivery that embraces agility, ensures campus perspectives are represented and that achieve goals within short time frames.

4 Phases

Four Stages of User Services Dynamic Planning - (Planning Worksheet)

1. Strategic Preparation

Planning before the planning by intentionally identifying team members, timeframes and scope makes the investment of your time and your team worthwhile.


2. Data Informed Decision Making

Utilizing existing research, establishing peer benchmarks, and engaging a variety of stakeholders in your data collection efforts will establish a broad spectrum of information, leading to a more impactful project selection.


3. Change Management

Building a representative planning team to act as contributors/evangelists and creating a transparent communication process, with a strong message around the value of your plan, will be as impactful on its success as the content within.


4. Implementation

For our one year tick/tock planning cycles we focus on four to six projects for the team. This allows us to achieve the objectives within the year while allowing some flexibility as the campus spins up additional priorities that we may need to engage in.


Example Project Matrix

Project Matrix Project #1 Project #2 Project #3 Project #4
Project Title        
Charter Complete        
Timeframe (months)        
When to start        
Project Lead        
Project Manager        
Team Members        

User Services Strategies for Data Collection

Observational Research

Design and Prioritization Tool: The best way to provide a world-class product/service is to identify real world challenges and provide simple solutions.To really identify real world challenges, nothing beats direct observation.Not interviewing or asking a user what’s not working, actually seeing a user in their natural setting and understanding their experience through actions.Focus on 5 levels of Why in your questioning to get to root problem/need.

(Time intensive and long duration, but most direct and best data.)

Customer Interviews

Design and Prioritization Tool: If you can’t spend the energy on observational research then customer interviews is next best.Again, deploy a focus on 5 levels of Why in your questioning to get to root problem/need.

(Still time intensive. Can be continual interviewing in early stages and shift to how are we doing conversation once in production.)

World Café

Design and Prioritization Tool: Utilizing the power of table conversation, the World Café process allows for you to handle large groups of people in a structured feedback session around a topic of interest. The methodology uses seven design principles to get to feedback that can be used for planning purposes.

(Requires pre-planning time but can yield good results from broad stakeholder groups. Learn more at

Advisory Groups

Design and Prioritization Tool:Having a standing advisory group is a great way to direct partner energy and feedback in your product.Roadmaps help here to provide some guiding framework and to direct discussion.Having group provide targeted feedback around questions of what they’d like 90 to180 days out allows the team to not have to react.

(Monthly or quarterly meetings with good release notes showing advisory group contributions.)

Communities of Practice

Engaging a wide range of potential partners and being able to affect culture change involves getting similarly minded people together to share best practices and advice. Engaging and managing a community can provide continual feedback as well as opportunities to share news about tools and product enhancements.

(Monthly meetings are great.Potentially identify existing communities to partner with will help keep up the frequency.)

Key Customers

Did I mention clear vision and roadmap?This critical for key customers that either consume large quantities of your product but also tend to want more say in the process. Involve them in your advisory group meetings and other planning activities helps with buy in.

(Meet quarterly or on customer’s request more or less frequently never more than weekly)

“User” Customers

Roadmap is a great tool here as well.Checking in helps all accounts feel like key accounts and helps keep feedback coming in to the product team.

(Annual required, Quarterly ideal, or more frequently on customer’s request)