Our mission
The University Transformation Office partners across CMU to turn institutional priorities into action by providing structure for projects, simplifying processes, and building the structure and culture needed for sustainable, university-wide change.
Change management and process improvement is a journey, and we will adjust our approach and cadence based on the voice of our customers—YOU. Your feedback helps us support your needs and drive meaningful change.
Do you have suggestions on how we can better showcase who we are and what we do? Do you have questions, pain points, or ideas for improvement? We’re listening, email us.
From concept to capability: UTO is operational and delivering
What the UTO has accomplished in the first 12 months:
In its first year, the University Transformation Office has strengthened CMU’s ability to move its most important priorities forward by putting in place the structure, discipline, and capacity needed to deliver complex, university-wide initiatives. We’ve established a more coordinated approach to managing projects and programs, improved how initiatives are prioritized and made visible, and introduced advisory and governance structures that support more informed, university-first decision-making.
Established the infrastructure for transformation
- Launched the University Transformation Office as CMU's portfolio, project, business process, and change management operational engine
- Defined purpose, services, intake processes, templates, and governance approach
- Hired and trained our team members
- Built foundations for portfolio management, initiative tracking, and transparent prioritization
- Created a website, communications, and philosophy that position UTO as a partner
- Decided on high-level standards for process redesign (Six Sigma) and change management framework (Prosci)
- Completed Prosci ADKAR change management training and certification for the entire team
Created new collaborative governance and advisory structures
- Formed and operationalized the Change Champion Network (30+ cross-campus ambassadors)
- Created the portfolio governance team, consisting of a subset of Change Champions Designed and launched thematic Advisory Teams for mission-critical initiatives (e.g., Events & Space)
Successfully deliver priority projects with visible value
- Put in place the core structures, templates, guiding principles, project teams, and governance approach to support the following large-scale university programs and projects. Additionally, smaller-scale projects were also delivered.
- Advancing Health Together Initiative (CMED Saginaw)
- Event Planning and Space Reservation Program (25Live)
- Strategic Enrollment Management Plan Implementation (SEM)
- Central Ecosystem for National Security Implementation (CENS)
- CMU Online Transition Program (OTP)
- ERP Modernization Program
- Central Bound Onboarding Framework
- Projects in Partnership (login required)
- Designed and developed the monthly Projects in Partnership Newsletter to increase awareness and keep employees informed on the status of active projects, in response to feedback indicating a need for greater visibility. Subscribe here.
- Creating project dashboards to communicate and share progress.
Creation of the change management roadmap
- Obtained support and then an official charge from the CMU Board of Trustees to build and implement a change management framework and roadmap. Article A "roadmap" for change at CMU
- Planned and scheduled Change Management Workshops with key stakeholders across the University.
- Created the “Change Spotlight” to begin sharing information on organizational change management
- Information and insights gathered through the workshops and online forms were synthesized into an initial draft of a change roadmap, which was reviewed and edited by the Change Champions as well as a representative cross-section of senior leaders. Article “Developing a change roadmap for CMU”
- Developed the Change Roadmap, Change Culture Expectations, Change Roadmap Governance Structure, and high-level implementation plan. Change Roadmap
- The goal of the Change Roadmap is to build a university that makes clear, university-first decisions, adapts with confidence, and consistently delivers on outcomes, ensuring long-term sustainability and student success: University-first decisions. Balanced risk-taking. Intentional implementation
Measuring success
The University Transformation Office measures success based on the value delivered through the initiatives we support, not only whether projects are completed on time or on budget. In partnership with project sponsors, we define clear outcomes at the outset so results can be measured and sustained. While disciplined project and program management strengthens execution, true success is reflected in meaningful improvements to how the university operates, makes decisions, and delivers on its priorities.
This includes:
- Improved efficiency and effectiveness across key processes
- Better alignment and more informed, university-first decision-making
- Reduced risk, rework, and implementation delays
- Stronger institutional capability to deliver on CMU’s priorities
The goal is to create avenues to measure the following metrics, which will then be communicated:
- Delivery: percent of priority projects achieving defined outcomes and on scope/time
- Adoption: usage rates of new processes/systems vs. legacy/workarounds
- Process: cycle time and step reduction in key workflow