effective involvement of shareholders in key activities sacrao 2009 february 10, 2009 session t1.10
TRANSCRIPT
Effective Involvement of Effective Involvement of Shareholders in Key ActivitiesShareholders in Key Activities
SACRAO 2009SACRAO 2009February 10, 2009February 10, 2009Session T1.10
The University of Virginia
Founded in 1819 by Thomas Jefferson Enrollment: 13,762 undergraduate, 6,629
graduate & professional 2008 Budget: $2.2 billion total; $1.2 billion
academic division Endowment: 4.0 billion (last time we checked) 21,511 applications for 3,170 UG slots 6 year graduation rate: 93.1%
Background
Implemented Oracle 11.0.3 Finance in July 2001
Implemented Oracle 11.0.3 Payroll and HR in October 2002
In March 2006, selected Oracle (former PeopleSoft) Campus Solutions 9.0 for Student Information System
Student System Project (SSP)
Project Team: 46 team members plus 7 additional UVa
personnel allocated to the project at varying levels of
involvement
Consulting Team: 16 full-time and additional
consultants
Timeline: Deployment activities began 1/2007; phased
go-live of modules concludes in fall 2009
EARLY INVOLVEMENTEARLY INVOLVEMENTSilo Spotting
Workshops Goal
Develop broad models for global business processes that help define requirements in advance of selecting a system vendor
Objectives Review processes and operational issues at a high level Develop high-level understanding of key issues that:• Support the vision set for by UVa leadership• Address key current operational issues
Identify strategic issues for consideration by UVa leadership
Workshops: Process Flows
Workshops: Process Flows
Workshops: Strategic Issues
Workshops: Academic Issues
REQUIREMENTS GATHERINGREQUIREMENTS GATHERINGHow Unique is Unique, Really?
Requirements Gathering
Objective: Streamline and automate the system planning and selection process
Decision Director, from Advantiv, a web-based collaboration and decisions support tool
~75 HE projects; 200+ institutions; over 45,000 participants
Requirements Gathering Did not want to reinvent the requirements wheel• Started with a comprehensive set of best-practice
requirements• Review, reorganize, and modify as necessary
Wanted to involve stakeholders• Stakeholder buy-in and support is critical• Must be easy for stakeholders to participate• Goals: completeness, quality, speed
Decision Director
Timeline and Results Requirements Gathering Timeline• Preparation: 6/25-9/24• Stakeholder Input: 9/25-10/19• Validation: 10/20-10/29
Requirements Gathering Results• Input from 155 people• 2,523 functional/technical requirements• Foundation for RFI and vendor evaluation
Continued Review Process Mapping• Created Visio diagrams of all business processes
Tollgating• Reviewed diagrams, contingency plans, etc., with
stakeholders and governance groups. Requirements Review• Constantly review Decision Director requirements
list to update how critical and important needs are being met
STRATEGIC SITE VISITSSTRATEGIC SITE VISITSLearning from Others
Why Travel? Learn• Various vendors—strengths and shortcomings• Evolution of project structures and timelines at
other institutions Gather primary lessons learned Create resource network to use during the
implementation Involve key stakeholders
Who Should Travel?
Lessons Learned Executive commitment and visible support is
of paramount importance for project success.
Strategic policy and system-based decision making is required for project success.
Regular communication with appropriate administrators regarding policy and system issues is an effective risk mitigation strategy.
MANAGING INVOLVEMENTMANAGING INVOLVEMENTStakeholder Structure and Organizational Tools
Stakeholder Structures Governance Groups
• Executive Sponsorship – President’s Cabinet• Institutional Policy Makers – Vice Presidents’ Designees• Academic Policy Makers – Deans’ Designees
Advisory Groups• System Advisors• Faculty Advisors• Student Advisors
Other• Local Project Groups• Issues of Common Interest (involving IT organization, etc.)• UREG/SSP, SCPS, Financial Issues, etc.• Student Lifecycle
Tools
CONTINUING TO COMMUNICATECONTINUING TO COMMUNICATEStructure for Going Forward
Communicate Wisely
Choose Wisely!• Key offices must be represented• Size groups wisely – too many people at once
doesn’t work• Need people who know how things work, but also
people thinking of how things might work• Beware the toxic participants – oftentimes, you’re
stuck with them
Communicate Wisely
Be Patient• Everyone wants (needs) to be heard• Groups need time to coalesce and compromise
Communicate, Communicate, Communicate• Policy and procedure changes can’t be
communicated too much• Training, advertising, e-mail, etc.—all can help• People are inclined to trust you; build on past
relationships with your office
Policy Support
Deans’ Designees• Policy decisions• School-level communication• New programs and degrees
Student Lifecycle• Procedural changes• Information sharing• Common communication
Infrastructure Support
Draw down consultants End date of 12/2009 Expect to join with Integrated System
Deployment & Support• Support upgrades and future modifications• Help Desk
Conclusions
Involve stakeholders early and often Encourage search for commonalities Let stakeholders learn along with you Set up structures and tools to facilitate
continued stakeholder input and ownership
Share info on new programs and policy
QUESTIONS?QUESTIONS?
Robert LeHeupRobert LeHeupTeam Lead, Student Records and Academic AdvisementTeam Lead, Student Records and Academic AdvisementUVa Student System ProjectUVa Student System [email protected]@virginia.edu