Presentation on theme: "1st Course Data Project Team meeting Samantha Scott – Project Manager"— Presentation transcript:
1 1st Course Data Project Team meeting Samantha Scott – Project Manager 18 June 2012
2 Agenda3.00pm Meet the team (10 mins informal catch up with Tea and coffee)3.10pm Introductions/Round the table – (all mins)3.25pm Project Overview and vision – presentation by Sam Scott and sharing of overview document (10-15 mins) Discussion re: Work Packages and Roles/responsibilities (30 mins)4.10pm Project Admin – Zoe Hargrave)4.20pm Questions/discussion – all4.30pm CloseMeeting objectives:To introduce each of the team members to each otherOfficially “kick start” the ProjectEstablish a shared understanding of the project and what we are working together to achieveUnderstanding roles and responsibilities by being the project leads within each area2
3 What are we trying to doProject Objective: This project will aggregate our course data from a variety of identified sources into a single database and embed this into ongoing course management processesProject Benefits:Increase efficiency – through the increased consistency and accuracy of our data (for internal audit purposes and marketing material, literature, online content)Reduce duplication, better use of staff time and reduced data entry (with the focus on the creation of a single trusted source of course information).It will support in our readiness for future requirements (use by partners, 3rd party sites such as UK Hot courses etc)This project will aggregate our course data from a variety of identified sources into a single database and embed this into ongoing course management processes. XCRI-CAP is the UK standard for describing course marketing information. It shows how to structure the course information, defines and names the data components and specifies the types of data permitted within each component. The project is funded through JISC and runs from Jan 2012 – Mar We as a University have chosen to focus on Postgraduate courses initially to provide a solution, then expand longer term, to managing course data for all awards. The commitment to the improvement of management course related information is within our Learning and Teaching Strategy institutions were successful in securing Stage 2 funding.3
4 JISC XCRI-CAP Course Data Database The VisionExisting information held about our PG courses will be migrated into the new database (manual entry or interfaced from multiple sources inc.Thesis and other databases held locally – which we will need to identify)New PG course data entered directly into database (through the “to be” processes that we will design with users starting at the start of the process of the creation of Validation info)Quality and accuracy of info will need to be checkedJISC XCRI-CAP Course Data DatabaseConsistent fields, descriptions and character length – “Data definitions” for PG courses. The “single truth source” for PG course data. This is to be built with the functionality and requirements we spec based on understanding the users needs (e.g. reporting, marketing, web presentation etc)FunctionalityDocument creation with accurate source of info that is currently held in PDF’s/docs on local drives (e.g. validation docs, award handbooks)Web pages presentation of accurate information with defined authors and consistent presentationReliable source of information that can be accessed by users across the University to support recruitmentFeed information to existing systems within the University (Thesis and the new Student Records system Tridion, CRM etc)Link to 3rd party aggregators sites – e.g. UCAS therefore reduced levels on manual entry and increased accuracy
5 The VisionThis be the agreed “single source of truth” for PG course data – with the functionality that could apply to all coursesProvide the functionality required so that users use itInter-operability with existing systemsReduce duplicate sources of information which can lead to inaccuracy and mis-informationConsider the longer terms view of our systems (i.e. paving the way for the new student records systems through establishing processes that will have synergy/compatibility– future proofing)Enable us to be more responsiveUse data creatively – online personalised prospectus, reduce manual entry required on web pages and 3rd party sites, meaningful and personalised direct mail to existing customers etc.Responsive – to customers needs – internal and externalUse technology more effectively to support the business requirements that will help us realise and achieve the things we want – and need to, in a competitive marketplace
6 How we are going to get there The Project PlanThe work packages and milestonesOwnership of tasks and activitiesEnsuring the quality of what we do is of a high standardReportingCommunicationIdentify challenges, risks and issues quickly and document itAdhere to the project governance arrangementsBe willing and open to learn and share your learning - this is a positive thing when working on a projectHelp each other and work as a team!! Any shortcomings are a reflection of the team not an individual6
7 The “C” word…Change! The Project Mantra “The “product” isn’t the I.T. system/database that we build, the product is the environment we (as and organisation) create, plus the people who act within in and what we do with that system as a result”“Change doesn’t just happen, it is about the change in behaviours across the organisation that is key to this projects success”(source: Me!!!! Samantha Scott - May 2012 after listening to the JISC webinar Managing Large Scale Organisational Change and taking some inspiration from it!)7
8 What do we need to do to reach our goal? An understanding of how we currently operate both centrally and within faculties “As is” position – document processes to give us an accurate starting point to work from These may already be documented in a formal way – or will require workshops and consultation to find out and then be recordedEducate and enlighten the rest of the organisation as to why this project is positive and will generate shared benefits – be an advocate!Work with and listen to colleagues to ensure we understand their requirements – their input and confidence into the way the system works will hopefully encourage sustainability and useChange the way we/the organisation works day to day when it comes to managing our Postgraduate course data through processes and training to use the new database that we create as the “single source of truth”8
9 Can we do it alone or do we need help? Central Services Teams Marketing and PRFaculty StaffQuality, Admissions, Student Records, Management (EPVC/SLT)(Users)Recruitment Marketing, Digital Marketing/Web team and Project Support(User)Admin, Business Managers, Quality Administrators, Faculty Champions, Award leaders(Users)JISC and best practise? External developersIS/Development TeamAlthough technically JISC are the customer due to funding the project, the University has also made a contribution of £36,000 – this is primarily the estimated cost for Senior management time (Board meetings etc). Essentially the wider organisation is the “customer” of our project as the time (that equates to money) are also our users of the end result.62 other institutions and Programme Manager, JISC resources, Project blogs(Customer due to fundingthe project)Learning, Development and Innovation (LDI) colleaguesStrategic, build, implementation, “aftercare” support(Supplier)Experience on other JISC Projects, “Critical friend” to the project9
10 Project Team Structure and Governance Project Team – Work package leadsProject Board – advise, guide, communicate, support, approveJISC Project Management Guidelines – with synergy to PRINCE2 principles (PRojects IN Controlled Environments)“PRINCE2 doesn’t do the work for you, it cannot guarantee a project will be successful. Good projects that deliver quality results, on-time and within budget are dependant on the quality of the people involved from Project Board down to individual members.Roles and responsibilitiesEach PRINCE2 project will have a Project Board made up of the customer (or executive), someone representing the user side, and someone representing the supplier or specialist input.In PRINCE2, these people are called Customer, Senior User and Senior Supplier respectively.The Project Manager reports regularly to the Project Board, keeping them informed of progress and highlighting any problems he/she can foresee.The Project Board is responsible for providing the Project Manager with the necessary decisions for the project to proceed and to overcome any problems.Consider catchment area – see increase in what we are achieving last year over 1000 cards collected at ManchesterBirmingham – at least
11 The team structureJISC Programme ManagerRuth DrysdaleJISC Project SupportMike LeamProject Champion (Staffordshire University)Georgina KellySamantha ScottProject ManagerProject SupportZoe HargraveGeorge Kelly, Rosie Crehan, Alison Phillips, Paul Richards, Mary Hulford, Samantha ScottProject Board(consisting of the Workpackage Leads below)Project TeamAllison PhillipsISDevelopment TeamKatrina Hutchins (Digital Marketing)Graham Brown (Rec Mktg)Marketing and PRStuart Tranter (CRM)Pete Moss/Owen CarrBusiness AnalystBusiness ChangeSue BarnettQuality - Mary Hulford/Chris GreyAdmissions -Chris AlcockQuality and AdmissionsHelen FerneyhoughStudent OfficeFaculty representation through user group/leads to be identifiedFinance SupportBabis PetrouFleur CorfieldCritical FriendAppendix 2 (from the Progress Report to JISC ) – revisions made to originalJISC XCRI CAP: Course Data Management Project Governance structure
12 The Work Packages (WP’s) WP1 (Project Management) –SamWP2 (Detailed review of Course marketing processes and procedures)– Katrina Hutchins (Digital Marketing) and Graham Brown (Recruitment Marketing) – IS to prepare schemaWP3 – (Detailed review of Course Processes and procedures) – Chris Gray (Quality) with support from Quality, Student Office, Faculty input, and LDI. This includes the analysis of current validation data and processes taking into account upcoming HEAR and KIS RequirementsWP4 – (Definition of Combined Marketing and Course Model) – Graham Brown and Katrina (some support from Sam if req) input from Quality, Student Office, IS, Faculty, LDIWP5 (Requirements analysis of Course Database and XCRI CAP field) Pete (IS) and Sam based on Workshops; IS, Marketing, Quality, Student Office and Faculties. To develop a requirements Document. Activity includes definition of scope and requirements of a course information database (Joint Business and IS Lead) Get requirements for course database, system interface and XCRI-CAP 1.2 feed with Cool URI.
13 The Work Packages (WP’s) WP6 – Definition of the processes and procedures that need to be in place alongside the course database to ensure the ongoing management and update of course data - Sue Barnett (Business Change), supported by Helen Ferneyhough, (Student Records) Graham Brown (Mktg) and Chris Grey (Quality)WP7 - Development, Test and Implementation of Courses Database and XCRI-feed Pete Moss (IS) with support on user testing from wider teamWP8 – Manual data entry /migration of PG Dip, PGCert and PG Masters data into the course database For discussion - Helen Ferneyhough and Chris Grey to co-ordinate, Marketing to resource?.
14 Work package owners In teams: Can you define what a work package is? What are the responsibilities of a work package owner/lead?For each one you can think of use a separate post-it note14
15 Work package owners/team leads A work package can be thought of as a mini project, that when combined with other work package units, form the completed project.An individual work package contains essential steps involved in completion of the work package along with a deadline by which each of the steps must be completed in order for project management to stay on track.A work package may in itself be thought of as a deliverable. Work packages allow for simultaneous work on many different components of a project at the same time by multiple teams.Each team follows the steps defined in the work package and completes them by the specified deadline. When all teams have finished their individual work packages, the whole project comes together with seamless integration.Source:Useful reading/handout source:15
16 Timescales x Appendix 1(From Project Progress Report 25.5.12) WORKPACKAGESMonth1234567891011121314151617181. Project ManagementJan-MarMay - Marx2: Detailed Review of Course Marketing Processes and ProceduresJun-Jul3: Detailed Review ofCourse Processesand ProceduresJul Aug4: Definition of Combined Marketing and Course ModelMar-AprSept5: Requirements Analysis of Course Database and XCRI-CAP fieldMay-JunAug - Sep6: Design to-be processes and procedures for on-going management of Course DataJun-SepMid Oct - Nov7: Development, Test and Implementation of Course Database and XCRI-CAP FeedJul-NovInitial dev (Aug-Sep)Customisation Dec-Jan8: Data migration / Data EntryNov-MarJan-Feb9: Implementation of new Processes and Procedures
17 Scope and activities required Review of the project plan – detailed timescalesWorkpackage leads – you will need to be clear on the outputs you are responsible for delivering and work with the Project Manager to ensure the steps taken are adequate and that the outputs are fit for purpose before we move to the next stageFurther discussion with each work stream lead re: time allocated is required
18 Time and money Time = money also! Budget: £80,000 (JISC) Institutional contribution: £36,000Database build (from JISC funding):£10,000 (estimate)Deadline or delivery: end of March 2013Time = money also!Time driven and outcome dependant – no meetings for meetings sakeEnsure we are clear on what we are trying to achieve before a meeting to ensure that we begin to see outputs/actual results as a product of the meeting or discussions that support the steps of change that we need to achieve our goal18
19 Time and moneyThe remainder of the budget is to ensure we have people on this project that engage and create engagement within their sphere of influence and work with others to increase that sphere and generate momentum.In order to change we need to know where we are starting from and where we are trying to get toCreating change is the challenge!Communicating the vision may be challengingEnabling our organisation to work SMARTER and not harder, be more responsive and the provision of accurate, high quality information will be the rewardOf the £116,000 allocated, based on the current budget it leaves aprox £100,000 to deliver the project (some allocation for travel, train fares, training etc) – this is for resource and the time taken to co-ordinate this activity over the next 8 months!19
20 Risks and challengesThere are a number of key issues and risks that would need to be addressed and these are:Different steps of the project requires leadership from different areas with all areas contributing and driving this forward.This is a large cross university project, and because we are not starting in a position where we already have a centralised store of course information nor are we in a position where this data can be simply accessed and fed into a database - process analysis is required as a first step within this and the project has not been able to identify who in the organisation can fulfil this role.The interface to our student records system is proposed as a later stage but the analysis may impact this and mean that this needs to be in place sooner and therefore impact the project.This project may be impacted by the review of whether the in-house student records system will be replaced and the impact of this depending upon the scope of the new system. However this project would collect and cleanse the course data which could then be imported into another system if required.There are a number of key issues and risks that would need to be addressed and these are:Different steps of the project requires leadership from different areas with all areas contributing and driving this forward. This project requires the commitment and buy in of all the key stakeholders including IS, and without it slippage will occur – with the risk of impacting on resource availability and delivery.This is a large cross university project, and because we are not starting in a position where we already have a centralised store of course information nor are we in a position where this data can be simply accessed and fed into a database - process analysis is required as a first step within this and the project has not been able to identify who in the organisation can fulfil this role.The decisions here and timing of implementation may be affected by the potential change to 30 credit modules next year and re-validation of all awards.The interface to our student records system is proposed as a later stage but the analysis may impact this and mean that this needs to be in place sooner and therefore impact the project.This project may be impacted by the review of whether the in-house student records system will be replaced and the impact of this depending upon the scope of the new system. However this project would collect and cleanse the course data which could then be imported into another system if required.20
21 Organising ourselves and the work we do Zoe Hargrave – Project Support The shared folder and mapping to itHow the folder is structuredVersion controlDocument namingAmending/deleting informationRecording the time you spend on project related activites – getting an accurate pictureResource planning – recording leave on the calendar21
22 Next team meeting: 4/7/12 TASKS FOR ALL (for the next meeting) Think about any process maps/diagrams/documents that you may already have in your area that could support in establishing the “as is” position – save them in the relevant WP folderWrite few sentences that you would use to describe/sum up this project and its benefits if you were to have 30 seconds with Michael Gunn e.g. having a stairway/lift encounter – to present to each other on so we have an agreed one. to Zoe by Mon to collate themEnsure you have linked to the shared drive and calendarRecord time that you have already spent doing work for the project – a monthly return to finance will be based on what is recorded in the calendarFamiliarise yourself with the ABCD reporting templateSign up to the JISC newsletterPrinting for meetingsLooked at the project bloghttp://blogs.staffs.ac.uk/coursedataand if you tweet/twitter please jointhe conversation #StaffsXcri orand tell others – take it to a team mtg, talk to people!