Presentation is loading. Please wait.

Presentation is loading. Please wait.

Effective Involvement of Shareholders in Key Activities SACRAO 2009 February 10, 2009 Session T1.10.

Similar presentations


Presentation on theme: "Effective Involvement of Shareholders in Key Activities SACRAO 2009 February 10, 2009 Session T1.10."— Presentation transcript:

1 Effective Involvement of Shareholders in Key Activities SACRAO 2009 February 10, 2009 Session T1.10

2 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%

3

4 Background  Implemented Oracle Finance in July 2001  Implemented Oracle Payroll and HR in October 2002  In March 2006, selected Oracle (former PeopleSoft) Campus Solutions 9.0 for Student Information System

5 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

6 EARLY INVOLVEMENT Silo Spotting

7 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

8 Workshops: Process Flows

9

10 Workshops: Strategic Issues

11 Workshops: Academic Issues

12 REQUIREMENTS GATHERING How Unique is Unique, Really?

13 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

14 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

15 Decision Director

16 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

17 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

18 STRATEGIC SITE VISITS Learning from Others

19 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

20 Who Should Travel?

21 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.

22 MANAGING INVOLVEMENT Stakeholder Structure and Organizational Tools

23 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

24 Tools

25 CONTINUING TO COMMUNICATE Structure for Going Forward

26 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

27 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, , etc.—all can help People are inclined to trust you; build on past relationships with your office

28 Policy Support  Deans’ Designees Policy decisions School-level communication New programs and degrees  Student Lifecycle Procedural changes Information sharing Common communication

29 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

30 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

31 QUESTIONS? Robert LeHeup Team Lead, Student Records and Academic Advisement UVa Student System Project


Download ppt "Effective Involvement of Shareholders in Key Activities SACRAO 2009 February 10, 2009 Session T1.10."

Similar presentations


Ads by Google