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The purpose of the project was to develop, implement, and market value-added services through the Computing Resource Center in an effort to streamline computing-related procurement processes across the Lawrence Livermore National Laboratory (LLNL). The power of the project was in focusing attention on and value of centralizing the delivery of computer related products and services to the institution. The project required a plan and marketing strategy that would drive attention to the facility's value-added offerings and services. A significant outcome of the project has been the change in the CRC internal organization. The realignment of internal policies and practices, together with additions to its product and service offerings has brought an increased focus to the facility. This movement from a small, fractious organization into one that is still small yet well organized and focused on its mission and goals has been a significant transition. Indicative of this turnaround was the sharing of information. One-on-one and small group meetings, together with statistics showing work activity was invaluable in gaining support for more equitable workload distribution, and the removal of blame and finger pointing. Sharing monthly reports on sales and operating costs also had a positive impact. |
