Session Title
Pam Horne Associate Vice Provost for Enrollment Management and Admissions Purdue University Bob Kubat University Registrar Purdue University Tuesday, March 15, 2011 8:00 – 9:15 Session ID 061
Session Rules of Etiquette Please turn off your cell phone/pager If you must leave the session early, please do so as
discreetly as possible Please avoid side conversation during the session Please do ask questions through and after
presentation Thank you for your cooperation! AACRAO Seattle 2011
Session ID: 061
Introduction Governance Executive Leadership Oversight Advisory Operations Prioritization
Support/Technical Center Communications Budget Training Security Functional Central Offices Reporting and Business Intelligence Lessons Learned AACRAO Seattle 2011
Session ID: 061
Governance Structure • • •
•
Executive Leadership/Sponsorship Champion the project across campus Communicate to other executive leaders Understand that go live is not the end of the project, but rather the beginning of the implementation, change and continuous improvement Should not get in the weeds
AACRAO Seattle 2011
Session ID: 061
Oversight committee • Makes major decisions on enterprise systems
moving forward after go-live • Helps secure funding • Assists the executive lead person • Delegates authority to other groups (e.g. communications and specific functionality)
AACRAO Seattle 2011
Session ID: 061
Advisory Committee (s) Represents various groups from across the university community – Overall committee or use existing groups • Central administrative offices • Students • Faculty Governance • Academic Advisors • Schedule and curriculum deputies • Deans of representatives
AACRAO Seattle 2011
Session ID: 061
Role of Advisory Committee (s) • Assess decisions • Changes to academic and business policies,
processes and procedures • Recommend improvements • Caution – need time to become accustomed to changes from legacy system – true improvement or just comfort with doing things the old way?
AACRAO Seattle 2011
Session ID: 061
Operations Committee • Smaller operational groups for specific areas such as • • • •
registrar, bursar, admissions, financial aid Review processes after been live When do you implement next versions Schedule of upgrades and testing Schedule of improvements, requests for service, schedule critical dates, cyclical major functions
AACRAO Seattle 2011
Session ID: 061
Prioritizing of Projects • Membership • Frequency of meetings • Process and timing after go-live • What criteria do you use to determine priority of
projects? • Sample of document used to submit projects • Do offices have the resources to complete the projects on the priority list and on time? • May have to make adjustments in when projects get done due to other projects, resources such as staffing for programming and testing AACRAO Seattle 2011
Session ID: 061
Criteria for Prioritization • Business Requirements • Classification • Importance • Urgency
• Strategic Implications • Level supports university strategic plan • Creates economy of scale or best practice • Leverages university’s IT investment
• Benefits • Estimated net cost savings • Potential revenue generation • Enhanced productivity/service
• Risks • Extent of impact • Business and/or technology risks if not implemented AACRAO Seattle 2011
Session ID: 061
Support Center for Systems • Who is responsible for and leads the center • How many staff for each of the major functional and • • • • •
technical areas Are functional and technical staff combined or separated? Responsible for testing Responsible for development Responsible for project management Staffing in central areas for liaison
AACRAO Seattle 2011
Session ID: 061
Communications • Different process than communicating prior to and • • • • •
during implementation Provide updates on enhancements frequently Provide updates on changes as they occur How often do you want to communicate? Keep your communication channels open Always be honest, do not sugar coat and be upfront and direct
AACRAO Seattle 2011
Session ID: 061
Communications (Cont.) • Manage expectations • Newsletter • Open forums • Consistent • Address rumors • Change management • Communicate successes no matter how small • Schedule of upgrades and testing
AACRAO Seattle 2011
Session ID: 061
Budget • Staffing – prior, during, post • Software • Hardware • Consulting • Space • Operations and expenses • One time costs vs. recurring costs
AACRAO Seattle 2011
Session ID: 061
Training • Who is responsible - support center or functional • • • •
offices Appropriate documentation for end users Train end users the way you want them to learn and operate Train staff the way you want staff trained to use the system Reevaluate after go-live
AACRAO Seattle 2011
Session ID: 061
Security • Who is responsible for approving access • Determine roles for specific groups • How much access do you want to give? • What groups should have access to which forms • FERPA,GLBA, and HIPPA tests • What changes do you need to make based on actual
functionality and changes in responsibility and process
AACRAO Seattle 2011
Session ID: 061
Functional Central Offices • How will changes affect organization of staff • What may be new responsibilities for staff • What new skills will be needed by staff • Will automation eliminate staff or allow you to
reassign staff and resources • Will need functional/technical staff • There will be a change in IT and functional skills and knowledge
AACRAO Seattle 2011
Session ID: 061
Reporting • Should be a priority from the beginning of the project • Should move along with the project • What items need to be in the data warehouse? • Report writers need to have knowledge of the data as
well as reporting tools • Work with end users to ensure their needs are being met • Have many more data elements to report on
AACRAO Seattle 2011
Session ID: 061
Lessons Learned • Need a good relationship between offices and support • • • • •
center Stay vanilla until you have learned the system Things will be blamed on Banner that are not a result of Banner i.e. 5 digit course number Office directors must be knowledgeable and get hands dirty Some requests for enhancements went away because we were learning about the system Do not implement your old system!
AACRAO Seattle 2011
Session ID: 061
Lessons Learned (Cont.) • Appropriate amount of time for implementation • Must have knowledgeable consultants for us it was • • •
• •
with large school experience Test, test and test Create good documentation Legacy system took 30 years to get where it was, give time to develop the new system to where it needs to be Change in culture takes time and attention You’re NEVER done!
AACRAO Seattle 2011
Session ID: 061
Questions?
AACRAO Seattle 2011
Session ID: 061
Thank You! Pam Horne [email protected] Bob Kubat [email protected] Please complete the class evaluation form Session ID 061 AACRAO Seattle 2011
Session ID: 061
Session Rules of Etiquette Please turn off your cell phone/pager If you must leave the session early, please do so as
discreetly as possible Please avoid side conversation during the session Please do ask questions through and after
presentation Thank you for your cooperation! AACRAO Seattle 2011
Session ID: 061
Introduction Governance Executive Leadership Oversight Advisory Operations Prioritization
Support/Technical Center Communications Budget Training Security Functional Central Offices Reporting and Business Intelligence Lessons Learned AACRAO Seattle 2011
Session ID: 061
Governance Structure • • •
•
Executive Leadership/Sponsorship Champion the project across campus Communicate to other executive leaders Understand that go live is not the end of the project, but rather the beginning of the implementation, change and continuous improvement Should not get in the weeds
AACRAO Seattle 2011
Session ID: 061
Oversight committee • Makes major decisions on enterprise systems
moving forward after go-live • Helps secure funding • Assists the executive lead person • Delegates authority to other groups (e.g. communications and specific functionality)
AACRAO Seattle 2011
Session ID: 061
Advisory Committee (s) Represents various groups from across the university community – Overall committee or use existing groups • Central administrative offices • Students • Faculty Governance • Academic Advisors • Schedule and curriculum deputies • Deans of representatives
AACRAO Seattle 2011
Session ID: 061
Role of Advisory Committee (s) • Assess decisions • Changes to academic and business policies,
processes and procedures • Recommend improvements • Caution – need time to become accustomed to changes from legacy system – true improvement or just comfort with doing things the old way?
AACRAO Seattle 2011
Session ID: 061
Operations Committee • Smaller operational groups for specific areas such as • • • •
registrar, bursar, admissions, financial aid Review processes after been live When do you implement next versions Schedule of upgrades and testing Schedule of improvements, requests for service, schedule critical dates, cyclical major functions
AACRAO Seattle 2011
Session ID: 061
Prioritizing of Projects • Membership • Frequency of meetings • Process and timing after go-live • What criteria do you use to determine priority of
projects? • Sample of document used to submit projects • Do offices have the resources to complete the projects on the priority list and on time? • May have to make adjustments in when projects get done due to other projects, resources such as staffing for programming and testing AACRAO Seattle 2011
Session ID: 061
Criteria for Prioritization • Business Requirements • Classification • Importance • Urgency
• Strategic Implications • Level supports university strategic plan • Creates economy of scale or best practice • Leverages university’s IT investment
• Benefits • Estimated net cost savings • Potential revenue generation • Enhanced productivity/service
• Risks • Extent of impact • Business and/or technology risks if not implemented AACRAO Seattle 2011
Session ID: 061
Support Center for Systems • Who is responsible for and leads the center • How many staff for each of the major functional and • • • • •
technical areas Are functional and technical staff combined or separated? Responsible for testing Responsible for development Responsible for project management Staffing in central areas for liaison
AACRAO Seattle 2011
Session ID: 061
Communications • Different process than communicating prior to and • • • • •
during implementation Provide updates on enhancements frequently Provide updates on changes as they occur How often do you want to communicate? Keep your communication channels open Always be honest, do not sugar coat and be upfront and direct
AACRAO Seattle 2011
Session ID: 061
Communications (Cont.) • Manage expectations • Newsletter • Open forums • Consistent • Address rumors • Change management • Communicate successes no matter how small • Schedule of upgrades and testing
AACRAO Seattle 2011
Session ID: 061
Budget • Staffing – prior, during, post • Software • Hardware • Consulting • Space • Operations and expenses • One time costs vs. recurring costs
AACRAO Seattle 2011
Session ID: 061
Training • Who is responsible - support center or functional • • • •
offices Appropriate documentation for end users Train end users the way you want them to learn and operate Train staff the way you want staff trained to use the system Reevaluate after go-live
AACRAO Seattle 2011
Session ID: 061
Security • Who is responsible for approving access • Determine roles for specific groups • How much access do you want to give? • What groups should have access to which forms • FERPA,GLBA, and HIPPA tests • What changes do you need to make based on actual
functionality and changes in responsibility and process
AACRAO Seattle 2011
Session ID: 061
Functional Central Offices • How will changes affect organization of staff • What may be new responsibilities for staff • What new skills will be needed by staff • Will automation eliminate staff or allow you to
reassign staff and resources • Will need functional/technical staff • There will be a change in IT and functional skills and knowledge
AACRAO Seattle 2011
Session ID: 061
Reporting • Should be a priority from the beginning of the project • Should move along with the project • What items need to be in the data warehouse? • Report writers need to have knowledge of the data as
well as reporting tools • Work with end users to ensure their needs are being met • Have many more data elements to report on
AACRAO Seattle 2011
Session ID: 061
Lessons Learned • Need a good relationship between offices and support • • • • •
center Stay vanilla until you have learned the system Things will be blamed on Banner that are not a result of Banner i.e. 5 digit course number Office directors must be knowledgeable and get hands dirty Some requests for enhancements went away because we were learning about the system Do not implement your old system!
AACRAO Seattle 2011
Session ID: 061
Lessons Learned (Cont.) • Appropriate amount of time for implementation • Must have knowledgeable consultants for us it was • • •
• •
with large school experience Test, test and test Create good documentation Legacy system took 30 years to get where it was, give time to develop the new system to where it needs to be Change in culture takes time and attention You’re NEVER done!
AACRAO Seattle 2011
Session ID: 061
Questions?
AACRAO Seattle 2011
Session ID: 061
Thank You! Pam Horne [email protected] Bob Kubat [email protected] Please complete the class evaluation form Session ID 061 AACRAO Seattle 2011
Session ID: 061
