| |9 August 2017HIGHERReviewThe project mentioned above was not `cutting edge' from a technical point of view however it did involve sig-nificant change for IT in the university. An ITSM tool was introduced for the first time. Use of ITIL was introduced for the first time. The project was done in collaboration with all of the IT Managers. A significant difference to previous projects was the inclusion of all key stakehold-ers in the project management team and true `ownership' by the members of the Steering Committee. There were some key messages throughout. For the Project Manage-ment Group, it was that `this' has to work for all of us. For the Steering Committee, it was that their job was to ensure the project was successful. My personal commit-ment and leadership were also important. I would also say that `Investment Logic Mapping' (Developed by the De-partment of Treasury & Finance in Victoria, Australia) is a really valuable tool for getting to the crux of why a project should be undertaken and what the benefits should be.It is important to ask what our organizations goals are. How can technology help and provide competitive advan-tage? When it comes to the IT operation, what are the things that are core to our operation / that we must do? What are the things that are not core and that others are better placed to do? Where do the things we do add value to our organization? Ask: how does `this' (e.g. project outcomes) benefit the organization, its staff and its cli-ents? What new things do we need to do? I believe good governance, good planning processes (with the end user as the focal point), enterprise architecture and good project management can do much to improve the effectiveness of how universities operate. Key to all of this is to utilize the skills, knowledge and enthusiasm of the IT team.Discovering the Leader in `You'It is important to be true to yourself ­to be authentic and to have focus on a clear vision. Emotional intelligence; Anne Kealley joined CAUDIT in February 2014 as Chief Executive Officer. Prior to this, Anne was with The Australian National University (ANU) in a number of roles including Acting Director, Information Services and Associate Director, Service Delivery & Engagement for Information Technology Services. Anne brings with her 20 years' experience in higher education and a wealth of administrative and business experience in addition to qualifications, which include a Bachelor of Business (Management, Information Management); Graduate Certificate Oil & Gas Engineering and Diploma of Teaching (Art, Mathematics). She is a graduate member of the Australian Institute of Company Directors and member of the Australian Institute of Management and the Association for Tertiary Education Management.Anne KealleyThe changing nature of work, with the shift to `virtual', `mobile' and `flexible', will mean universities need to look at where and how people are working, learning or studying
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