Academic & Event Scheduling Tool & Integrated Workplace Management SystemProgram Implementation

University Managers Work GroupNovember 2, 2017

• Academic & Event Scheduling (AES) Tool Implementation Project Update

• Integrated Workplace Management System (IWMS) Vendor Selection Update

• Overall Program Implementation – Communications, Resources

Topics

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Academic & Event Scheduling Tool

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• Improve scheduling of space for both classes and events• Enhance user experience with more embedded

workflow/automation of related processes• Integrate with related University systems • Provide robust analytic and reporting functionality • Provide standardized space data • Increase the ability to drive space-related strategic

decision-making throughout the entire organization

AES Objectives

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• Data alignment and data governance through new Space-Related Data Elements Stewardship Advisory Group

• Policy implementation ✭• Sustainment

− Ongoing business practice evaluation and improvement− Governance− Help!− Training

Related Objectives

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• Meets academic scheduling needs significantly better than primary competitor (EMS)

• Meets events scheduling needs • Supports reporting needs• Demonstrated ability to serve as a university-wide

integrated solution• Reputation for responsiveness and support• Many positive relevant peer references that use the

product institution-wide• User interface completely web-based• Near real-time integration with PeopleSoft

AES Vendor Selection: CollegeNET 25Live

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• Space Management Principles− Provides a basis for making consistent decisions about space management throughout the

University− States that ownership of space begins with the President and Provost and is delegated out to the

units, and that accountability for space management begins locally and proceeds upward through organizational hierarchies

• Space Management Principles as applied to Cornell Instructional Space− Defines the Provost as the steward for all instructional space and the final decision-maker

regarding best use of instructional space− States the need for the provost and deans to work together to optimize the use of these spaces

• Fees for Internal Users of Cornell Physical Space− Increase access to space or mission-driven activities− Promote more efficient use of space− Fees for internal users must be justified and approved

Policy Implementation – Existing, Unchanged

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• Advance Scheduling Policy re-proposed as Access to Space for Events− Confirms ability to schedule event spaces after 4:30 on weekdays, on weekends,

during breaks, summer, etc. based on group size− Proposed revisions attempt to simplify the overall procedure while emphasizing that

this is a general policy regarding access to space for events, and not constrained to advance scheduling issues alone, esp. related to the summer

• Use of Central Scheduling Tools− Defines rooms that should have been included in R25− Will be updated to reflect 25Live implementation and rooms will be loaded in

accordance with this policy− Vice Provost with oversight for OUR will provide oversight

Policy Implementation – Existing, Under Revision

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• Instructional Space Scheduling Policy− Classes scheduled to encourage fuller use of day and week, meeting pattern

compliance, and scheduling order by enrollment (largest first)− Revision discussion led through Associate Deans with Interim Vice Provost for

Undergraduate Education stewarding

Policy Implementation – New in Development

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Milestone Start FinishAES Contract Signed PO issued Mon 8/30/17 Mon 8/30/17Implementation Phase I Project Kickoff Wed 10/11/17 Wed 10/11/17R25 migration to SaaS Tue 9/11/17 Jan-Feb 2018Upgrade to 25Live Kickoff Feb 2018 Feb 2018Communication and Campus Readiness Tue 8/8/17 Apr 2019User Acceptance Testing Aug 2018 Oct-Nov 2018Roll out Sep 2018 Oct-Nov 2018Go-Live Oct-Nov 2018 Oct-Nov 2018Stabilization Period Oct-Nov 2018 Mar Apr 2019Project Closed Apr 2019 Apr 2019

Integrated Workplace Management System

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IWMS Vendor Selection Approach

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• RFP to 4 vendors• Evaluated RFP responses, selected finalists (2)• Created demo scenarios and scripts• Created demo survey• Held FM:Systems demos on 9/26-27• Met with Planon to discuss concerns over fit with

Cornell• Evaluated survey responses• Held project leadership vendor consensus meeting• Advisory Group and Executive Sponsor Group

endorsed proceeding with advanced demonstration/pilots

Demo Results

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Vendor Strengths/Weaknesses Cost in Thousands

FM:Systems Strengths:• Highly configurable• Space inventory, indirect cost recovery• Best price• Higher-ed experienceWeaknesses:• FASB accounting, mineral rights

$237

Planon (findings from conference call with vendor)

Strengths:• Property management Weaknesses:• Inability to support indirect cost recovery – this alone is a deal

breaker for Cornell.• Lack of a graphical user interface with CADD drawings to do

queries and maintenance• Lack of mineral rights and other real estate functionality• Limited ability to add functionality without customization• Price

$746

Demo Survey Results

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Definitelyyes:6:25%

Probablyyes:11:46%

Mightormightnot:7:29%

Would FMSystemsworkforCornell(AllRespondents)

FM:Systems Pilot Decision Table

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Determination Action ResultFM:Systems is a fit

• Negotiate contract• Implementation SPAR approval• Begin implementation

• One integrated solution that meets Cornell’s needs

• 3-6 month elongation of timeline

FM:Systems is a partial fit

• Negotiate contract• Implementation SPAR approval• Implement subset of FM:Systems

modules• Conduct vendor selection for

necessary point solutions• Integrate FM:Systems with point

solutions

• Multiple solutions must be implemented, integrated and maintained

• Higher cost• Timeline pushed out 6-12

months

FM:Systems is not a fit

• Reissue RFP • Consider point solutions (best of

breed)

• Timeline pushed out timeline impact tbd

• Conduct FM:Systems reference checks with peer institutions

• Create IWMS pilot SPAR and circulate for approval (if needed)

• Negotiate contract and SOW for pilot (if needed)• Facilitate discussion re. Cornell’s response to FASB

compliance requirements and role of IWMS

IWMS Next Steps

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Overall Program Implementation

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• Updates at standing meetings: COG, UMWG, ITSG, SFG/SBG

• Advisory Committees• Town Hall meetings and demos• Project Functional Leads listening tours• Project team email lists• Project website• Testing team• Training

Stakeholder Engagement

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Space policies:http://dbp.cornell.edu/home/offices/space-planning/resources/

Project website:http://www.it.cornell.edu/spacetools

Email contact:Andy Slusar, Project Manager aslusar@cornell.edu

Resources

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DISCUSSION

Thank You