1. Financial Affairs Communication Plan

2. Meeting Attendance & FAR Member Guidelines   FAR members are responsible for disseminating information to the area they represent   Meeting attendance has exceeded capacity of BSE Room   Next meeting – March 17 th at 2 p.m. will be held at BB 206.04 University Room   FAR members are responsible for disseminating information to the area they represent   Meeting attendance has exceeded capacity of BSE Room   Next meeting – March 17 th at 2 p.m. will be held at BB 206.04 University Room

3. How to effectively communicate Ongoing Business Process Enhancements? Administrative Guidelines and Forms   New guidelines & forms – 60 days advance notice for stakeholder review & feedback   Changes to existing guidelines & forms   Substantive – will provide 60 days unless required to address a regulatory or non-optional policy change   Minor – no advance notice required as determined by AVP-FA Administrative Guidelines and Forms   New guidelines & forms – 60 days advance notice for stakeholder review & feedback   Changes to existing guidelines & forms   Substantive – will provide 60 days unless required to address a regulatory or non-optional policy change   Minor – no advance notice required as determined by AVP-FA

4. How to effectively communicate Ongoing Business Process Enhancements? Administrative Guidelines & Forms   Notification methods   Email requesting review/comments (1 o )   Special meeting – open invitation to present & discuss / invite feedback   Review with CMO and or selected stakeholders - “pilot group” Administrative Guidelines & Forms   Notification methods   Email requesting review/comments (1 o )   Special meeting – open invitation to present & discuss / invite feedback   Review with CMO and or selected stakeholders - “pilot group”

5. How to effectively communicate Ongoing Business Process Enhancements? Financial Affairs Website http://www.utsa.edu/financialaffairs/   What’s New page   Periodic email to FAR members with link to guideline and or forms as changed Frequency?   Monthly? As approved new guidelines, forms and or changes are made? Financial Affairs Website http://www.utsa.edu/financialaffairs/   What’s New page   Periodic email to FAR members with link to guideline and or forms as changed Frequency?   Monthly? As approved new guidelines, forms and or changes are made?

6. Pre-PeopleSoft implementation projects 1. 1.Statement of Accounts Automation Objective: Reduce paper printed & manually distributed each month by creating Cognos reports that are emailed to Account Administrators & reconcilers. Other benefits:   Simplify fee reasonableness testing   Signed certification will only be required by Account Administrator on 1 page for all accounts within a unit code. 1. 1.Statement of Accounts Automation Objective: Reduce paper printed & manually distributed each month by creating Cognos reports that are emailed to Account Administrators & reconcilers. Other benefits:   Simplify fee reasonableness testing   Signed certification will only be required by Account Administrator on 1 page for all accounts within a unit code.

7. Pre-PeopleSoft implementation projects Expected roll-out of automated SOA:   Use with February month-end reports received mid March   Special launch meeting (or wait until March 17 th FAR?)   Regularly scheduled SOA Training classes will be updated 2. Citibank Travel Card conversion Expected roll-out of automated SOA:   Use with February month-end reports received mid March   Special launch meeting (or wait until March 17 th FAR?)   Regularly scheduled SOA Training classes will be updated 2. Citibank Travel Card conversion

8. Pre-PeopleSoft implementation projects 2. Citibank Travel Card conversion   Guidelines are being drafted and decisions reviewed   Disregard any previous correspondence until an official statement is provided   State Comptroller objective to transition all agencies by 2/28/2011   We are doing our best to meet this goal 2. Citibank Travel Card conversion   Guidelines are being drafted and decisions reviewed   Disregard any previous correspondence until an official statement is provided   State Comptroller objective to transition all agencies by 2/28/2011   We are doing our best to meet this goal

9. Pre-PeopleSoft implementation projects 3. Travel Reimbursement Process & Form   Finalizing draft documents, guidelines, forms & business process and responsibilities   News to follow   Will follow 60 day review process   How do you prefer to be informed? 3. Travel Reimbursement Process & Form   Finalizing draft documents, guidelines, forms & business process and responsibilities   News to follow   Will follow 60 day review process   How do you prefer to be informed?

10. PeopleSoft Project Communication Planning   Good communications among all stakeholders is key to the project’s success   At most project lessons learned sessions, communication winds up on the top of the things that could be improved list   Good communications among all stakeholders is key to the project’s success   At most project lessons learned sessions, communication winds up on the top of the things that could be improved list

11. Why plan project communications?   Provide open and two-way information flows   Facilitate problem identification & resolution   Ensure effective decision-making   Involve key stakeholders throughout the project and facilitate teamwork   Provide open and two-way information flows   Facilitate problem identification & resolution   Ensure effective decision-making   Involve key stakeholders throughout the project and facilitate teamwork

12. What is a project communication plan?   Written strategy for getting the right information to the right people at the right time   A communication plan has 3 basic components: 1. 1.Purpose 2. 2.Methods 3. 3.Frequency   Written strategy for getting the right information to the right people at the right time   A communication plan has 3 basic components: 1. 1.Purpose 2. 2.Methods 3. 3.Frequency

13. What are the steps to planning project communications? STEP 1: Identify Project Stakeholders STEP 2: Analyze the needs and expectations of stakeholders STEP 3: Identify existing and possible new communications vehicles or opportunities and choose the appropriate vehicles STEP 4: Develop, document and monitor your communications plan STEP 1: Identify Project Stakeholders STEP 2: Analyze the needs and expectations of stakeholders STEP 3: Identify existing and possible new communications vehicles or opportunities and choose the appropriate vehicles STEP 4: Develop, document and monitor your communications plan

14. What are communications goals?   Ensure essential information gets to the required parties at the right time, quickly and efficiently   Identify and raise potential problems via scheduled, consistent status reporting   Generate project enthusiasm and buy-in   Assist decision-making, approvals and change control   Specific process for feedback and conflict resolution   Enhance & facilitate teamwork, cooperation and collaboration   Enable appropriate transition upon project closure   Ensure essential information gets to the required parties at the right time, quickly and efficiently   Identify and raise potential problems via scheduled, consistent status reporting   Generate project enthusiasm and buy-in   Assist decision-making, approvals and change control   Specific process for feedback and conflict resolution   Enhance & facilitate teamwork, cooperation and collaboration   Enable appropriate transition upon project closure

15. How much communication? PROJECT FACTORS Complexity Size Duration Risks Reach Costs / Value Visibility COMMUNICATION FORMALITY Increases in direct proportion to each of the corresponding project factors

16. Who are the stakeholders?   Anyone with a ‘stake’ in the outcome of a project   Who has a vested interest in the project in terms of process or outcome?   Who has information or expertise to contribute?   Who has functional responsibility for the project or its outcome?   Who must be involved in project decisions and approvals?   Who as authority to approve project expenditures and purchases?   Anyone with a ‘stake’ in the outcome of a project   Who has a vested interest in the project in terms of process or outcome?   Who has information or expertise to contribute?   Who has functional responsibility for the project or its outcome?   Who must be involved in project decisions and approvals?   Who as authority to approve project expenditures and purchases?

17. What are the needs and sensitivities of stakeholders?   What are their specific concerns or needs resulting from the project or its deliverables?   Want to know project implications & risks   No surprises   Want early warnings / advance notice of changes   Impacts of business processes changes   Project success   On time, on budget, and expected deliverable results   What are their specific concerns or needs resulting from the project or its deliverables?   Want to know project implications & risks   No surprises   Want early warnings / advance notice of changes   Impacts of business processes changes   Project success   On time, on budget, and expected deliverable results

18. Identify expected results   Continued project support   Problem solving when necessary   Effective communications throughout the university   Understanding of the impact of the project to help make accurate decisions about business processes   Continued project support   Problem solving when necessary   Effective communications throughout the university   Understanding of the impact of the project to help make accurate decisions about business processes

19. Communications methods   What method will ensure that the message reaches the stakeholder?   Which method will increase the likelihood that the message will actually be received and understood?   How much info and what level of detail?   Stakeholder preference?   What method will ensure that the message reaches the stakeholder?   Which method will increase the likelihood that the message will actually be received and understood?   How much info and what level of detail?   Stakeholder preference?

20. You are a very important stakeholder! General:Project list serve/email, website, newsletter, status reports at regular FAR meetings Special: Focus groups, fit-gap reviews, usability testing, road shows, demos, testing assistance, end- user training, learn & share and project/issue briefing meetings. General:Project list serve/email, website, newsletter, status reports at regular FAR meetings Special: Focus groups, fit-gap reviews, usability testing, road shows, demos, testing assistance, end- user training, learn & share and project/issue briefing meetings.

21. Communications methods   Publications: Website, newsletters, white papers, reports, business process guides, functional specifications

22. PeopleSoft Project Update Work in Progress   Project Manager Selection   Project teams & backfill planning   Appointments for Steering Committee   Identification of implementation partners   Project scope determination   Project budget   Data Conversion planning Work in Progress   Project Manager Selection   Project teams & backfill planning   Appointments for Steering Committee   Identification of implementation partners   Project scope determination   Project budget   Data Conversion planning

23. PeopleSoft Project Update Work in Progress   Review of SciQuest – as an alternative to PS eProcurement   Chart of Accounts team   Review of Reporting tools & Data Warehousing   Disaster Recovery planning & requirements Work in Progress   Review of SciQuest – as an alternative to PS eProcurement   Chart of Accounts team   Review of Reporting tools & Data Warehousing   Disaster Recovery planning & requirements