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Using Software Implementation Projects as a Vehicle for Cultural Change in a Large Campus Georgia State University Bill Fritz

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Presentation on theme: "Using Software Implementation Projects as a Vehicle for Cultural Change in a Large Campus Georgia State University Bill Fritz"— Presentation transcript:

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2 Using Software Implementation Projects as a Vehicle for Cultural Change in a Large Campus Georgia State University Bill Fritz Associate Provost/Leader GoSOLAR/Banner Project Cherise Peters Registrar/Assoc. Leader GoSOLAR/Banner Project Ed Cornelius President, Cornelius & Assoc. 10/1/02

3 Copyright Statement Copyright William J. Fritz and Cherise Y. Peters, This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

4 Overview of Presentation Georgia State profile  Historical problems How GoSOLAR produced change Leadership development  Role of consultants

5 Vision for Georgia State & Enrollment Management Superior Student Friendly Enrollment Management! Develop Leaders  leaders at all levels United Georgia State University  Develop institutional pride!  Cross-functional teams/conversations  Break down silos “One Stop Records,” GoSOLAR Data based decision

6 Decisions Based On: Is it customer friendly/oriented?  Student friendly  Faculty friendly  Staff friendly Will it protect credit hours? How will it affect quality?  Students, data, and the system Will it unite Georgia State?

7 Objectives: EM strategic plan Strong central EM offices Student friendly reputation Reduce number of complaints Increase size of student body Increase retention Recruit more “high ability” students  FI >3,000

8 Objectives: Data based decisions “Myth Busters”/GSU Fact of the Week Preserve diversity  Ethnic, Geographic, Rural, Age Increase National Ranking  US News & World Report, U Florida

9 Georgia State University Overview Research University in an Urban Setting  1 of 3(4) Research Universities in USG System (34 units with, research universities, state & regional universities, two-year community colleges; 217,000+ total students) 6 colleges (A&S, RCB, ED, CHHS, AYSPS, LAW) ~ 27,500 students/term (33,000/year); 29% graduate ~ 2900 Bachelor’s degrees/year (2400 grad. & prof./year) Commuter Campus (No dorms before 96 Olympics) Recent Conversion to Semester System (F98) New Core Curriculum (transferable across entire system)

10 Georgia State University Overview 55% Fresh-soph minority (31% African-American)  Stable ethnic mix for over 6 years Dramatic increase in entrance requirements  (pga FI 2500) Elimination of Learning Support (~700/year) Drop in average age and change to more traditional student body, now 60% of freshmen in dorms; 98+% of Freshmen under ,000 new students/year (3,500 freshmen)  Largest transfer school in the state (nation??)  4,000 transfer; 1,800 non-degree; 4,300 grad per FY)  40,000 applications/year

11 Georgia State University Overview Georgia State now 1st Choice for an increasing number of students (~60%) Feeder schools  (GPC, Ga Southern, Clayton, Gordon, SUWG, Kennesaw, UGA) Main competition (UGA, Tech., Georgia Southern) Stable number of non-traditional undergraduate students  40+ = 3% new, 5% total  25+ = 19% new, 33% total  62+ = 0.2% new, 0.3% total

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13 Enrollment Fall

14 New Students Classified by Class Standing (Fall Term)

15 Freshmen applications & enrollment by FY

16 Regular Transfer (FY)

17 Full-Time Faculty

18 Solutions to Enrollment/budget Growth  Credit hours  Load  New Students  Retention Acknowledge Hurdles  Faculty office space  Classroom space  Support infrastructure

19 New Students Classified by Freshmen Index Freshmen Index (FI) = HS GPA X SAT

20 Comparison of Average SAT and Freshmen Index trends Transfer GPA ‘97-’ > 2.91 GOAL: FI 2900; SAT 1125; Transfer GPA 3.1

21 Ethnicity of Freshmen & Sophomore class Fall Term

22 Historic Problems Prospective Students cannot Reach an Advisor Advisement procedures not uniform No Mailings after initial acceptance Students don’t understand registration procedures Low Yield (45-50% for freshmen; 54% for transfers) Low retention (30 --> 24% loss after first year) Financial Aid No communication in central EM offices

23 Historic Problems- cont. Low graduation rate  4 year= 15%  5 year = 28%  6 year = 29% regular admit mediocre alumni contributions  satisfaction?? Drop in credit hours  17 Fall 98;  7% Spring 99 Students unable to get the classes they want

24 CONCLUSION New Programs Needed to Recruit and Retain High Quality Students Improve customer service orientation  “student friendliness”

25 New Programs Focus on Enrollment Management (EMG)  Restructuring  Enrollment services report to assoc. provost  Cross functional teams Use of Data for Enrollment Management  Statware (dss.gsu.edu/statware) Freshmen Learning Communities (FLC’s) Writing Across the Curriculum (WAC)

26 New Programs - cont. New Area B  Perspectives on Comparative Culture (Pers 2001)  Scientific Perspectives on Global Problems (Pers 2002) Centralized Advisement  Student Advisement Center New Student Orientation Course  GSU 1010 Attention to scheduling/unmet demand Decision to maximize credit hours over efficiency

27 New Programs - cont. Programs for High Ability students (FI>2700)  Honors FLC  Presidential Scholars & Berner Scholars  Presidential Assistants Revised New Student Orientation Program Math and (English?) Placement Testing GoSOLAR (Banner)!!

28 New Programs - cont. New Academic Discipline Policy  higher standards (2.0 gpa) but with early, proactive intervention (GSU 1050, approval of registration; limited loads) Warning ---> supervision ---> probation ---> exclusion New Facilities  Village & Lofts  Rec center, Student Center, Aderhold center  Faculty office space -- plans for F02 Signs

29 Cultural Change Student friendly policies & procedures Leadership Break down silos/unite university Major issues not technical On surface, challenges seemed unrelated to GoSOLAR/Banner

30 “Management” challenges During implementation many “crises” developed that illustrated:  Poor organization  Bad policies  Inconsistent procedures & policies  Non-managed staff  Poor communication EM Offices reorganized, new directors & assoc. directors, rewritten policies, cross-functional teams

31 “Management” challenges Policies on grade & academic history changes  Staff allowed to work on own records  Improper changes (falsification!)  Changes based on undocumented requests C&A Intervention GoSOLAR allowed functional units to take control of Student data (from technical)

32 Leadership Development Managers keep the system running Leaders show how to improve the system  Leaders needed at all levels No culture of leadership  Team leaders not ready for leadership roles  Did not understand importance of getting campus “buy in” and of politics

33 Leadership Development Leadership training  Off campus leadership training (C&A)  Leadership development as part of every meeting  Big picture, importance of campus buy in Leadership growth  New titles  Increased responsibility  Increased recognition as campus leaders

34 Cross Functional teams Depth and Breadth Faculty and Staff All colleges

35 Benefits of a Collaborative Approach to Project Management Understanding the scope of work Better planning Critical issues identified early and dealt with Project likelihood of success (LOS) Higher user/customer satisfaction Faster implementation Improved communications Better control—less panic Learning tool—educate people

36 Selecting Project Team Leaders Team Leaders Should: Be Respected Have Proven Leadership Ability Subject Matter Experts Have the ability to build consensus. Should be well trained in decision making tools. Available for the Scope/Length of Project Know the “Big Picture”

37 Building Project Teams Definition of a Team:  Work Together  Have the same objectives  Work is mutually dependent  Coordinate Efforts to Improve Process Team Development:  Develop effective team communication  Train on Decision Making Tools  Develop Leadership Skills  Project Management Training

38 Georgia State University Teams  Steering Team: (7 members) The steering team provides project direction and resources. They establish overall project boundaries, remove barriers, ensure teamwork, monitor progress, and communicate to the institution project support.  Implementation Team: (13 members) The Implementation team is comprised of the team leaders of each focus team. They have the overall responsibility for implementing Banner Student- Financial Aid, selection and implementation of the advising/degree audit software, and selection and implementation of other required ancillary systems.  Focus Teams (17 Teams – 150+members) The focus teams are lead by the team leaders. They are the working groups and most are cross sections of the universities administrative offices across the entire university. They are responsible for building/developing tables, rules, forms, and procedures.  “Ad Hoc” Teams (varies) These teams are put together as needed to accomplish specific clear business objectives, (i.e. Conversion/Interfaces, Data Standards, Web Building, etc.) When task has been completed, team is disbanded.

39 GSU Banner Focus Teams GSU Focus Teams:  Admissions  Catalog/Scheduling  Registration  Location Management  Academic History  General Person  Advising/Degree Audit  Transfer Articulation  Financial Aid  Student Accounts  Reporting  Special Feeds  Application Development/DBA  Technical Infrastructure  Faculty/Staff  Student  Web For

40 The Road Map – Project Planning Define Each Team’s Charter. Each team leader, working with project management, should spend a significant amount of time selecting team members and defining the team’s charter. A Charter indicates: Team’s Purpose Team Sponsor: Who will help remove obstacles? Team Members & Resources Duties Success Measures (i.e., “Go Live Dates”) Budget guidelines/restrictions Boundaries Operating Guidelines (i.e., meetings frequency, communication plan, team rules, etc.)

41 Building Consensus Begin identifying Critical Issues & Tasks involved to achieve objectives as outlined in Charter. sTeams identify anticipated obstacles, critical issues, etc. that may hinder success of their project or objectives. Brainstorming is an excellent tool for this process. sIdentify tasks that are required for implementation. For example list of all tables, rules, procedures, interface & conversion issues, etc. that are required for project success. sTeam members reach agreement on which identified issues/ task should be included in project plans. The nominal group technique is an excellent tool to facilitate this process.

42 Communication Plans Consistent meetings with team leaders and team members to assign tasks, resolve issues, make decisions, review and/or approve task completed. Weekly status meetings with team leaders and project management to discuss progress, impediments to progress, and plans for resolutions. Consistent meetings with key stakeholders to give project status updates, discuss obstacles, request resources. Continued “Road Show” given by project management to key audiences in university to insure “campus and political goodwill” and support of project.

43 MUST DO’S TO STAY ON TRACK ! Hold detailed/weekly meetings with team leaders and project management to review project plan status and discuss progress, problems, and plans for resolution. Effective Use of Project Management Tools Focus on Key Dependencies. Spend considerable time identifying and dealing with tasks that must be coordinated among many teams/modules.

44 MUST DO’S TO STAY ON TRACK ! Hold regular meetings at all levels (Steering, Implementation, Focus, and Ad hoc) and Document Decisions and Action Items Effective use of Reports Monthly summary reports for stakeholders Weekly project status reports for team leaders and project management. COMMUNICATE, DOCUMENT, FOCUS

45 GSU Banner Organization Chart

46 GSU’s Banner Project Team Banner Project Management Bill Fritz, Associate Provost, Project Leader Cherise Peters, Asst. Dir. UIS, Assoc. Leader GSU Banner Web Site:

47 GSU’s Banner Project Team Focus Team Leaders Carolyn I. Alexander, Asst. Dir. RCB, Catalog, Scheduling Team Lead David Bledsoe, Acting Dir. Fin Aid, Fin Aid Team Lead Keith Campbell, Asst. Dir. University Computing & Network Services, Tech. Infrastructure Team Lead Trey Chiles, Panthercard Systems Mgr., Special Feeds Team Lead Charles Gilbreath, Acting Registrar, Registration Team Lead Dan Hammond, Sr. Assoc. Registrar, Academic History & Location Management Team Lead Kurt Keppler, Assoc. V.P., Dean of Students, Student Team Lead Dan Niccum, Assoc. Dir. Of Admissions, Undergrad/ Grad Admissions & General Person Team Lead Michael Moore, Dir. Institutional Research, Information/ Reporting Team Lead George Rainbolt, Chair Philosophy, Faculty/Staff Team Lead Tim Woltering, Dir. Student Adv. Ctr., Transfer Articulation, Degree Audit Joann Worthington, Bursar, Dir. Student Accts., Accounts Receivable Team Lead Winnie Tsang-Kosma, Banner Trainer

48 GSU’s Banner Project Team Resources John Pratt, C&A Consultant – Full time Project Assistance/ Project Plan Scheduler Karen Chastonay, SCT Consultant – Full time Ed Cornelius & C&A Judy Muse, SCT

49 Role of Project Leader Provide overall direction Provide resources Remove barriers Set boundaries Resolve policy issues Monitor progress

50 Vision for Georgia State & Enrollment Management Superior Student Friendly Enrollment Management! Develop Leaders  leaders at all levels United Georgia State University  Develop institutional pride!  Cross-functional teams/conversations  Break down silos “One Stop Records,” GoSOLAR Data based decision


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