Transcript Building Organizational Capacity in the Management of a University Enterprise System EDUCAUSE Mid Atlantic Regional Conference.

Building Organizational Capacity
in the
Management
of a
University Enterprise System
EDUCAUSE
Mid Atlantic Regional Conference
2006
Building Organizational Capacity
in the
Management
of a
University Enterprise System
EDUCAUSE
Mid Atlantic Regional Conference
2006
Copyright Robert J. McBride 2006. This work is the intellectual property of the author.
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purposes, provided that this copyright statement appears on the reproduced materials and
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to republish requires written permission from the author.
Presenter
• Robert J. McBride
Associate Vice President for Campus
Information Systems
New Jersey City University
• 33 Years Experience in Higher Education
• Financial Aid, Student Affairs, Enrollment
Management
• Project Manager – PeopleSoft Implementation
Discussion Points
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Introduction to New Jersey City University
Chronology of Enterprise System Development
Challenges and Response
Principles of Building Organizational Capacity
BOC Applied to the Management of an
Enterprise Information System
• Dialogue
Introduction
New Jersey City University
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Founded in 1929 as the New Jersey State Normal School at Jersey City
Became New Jersey State Teachers College in 1935 and Jersey City State
College in 1968
Achieved University Status in 1998 with Present Name
Offers 27 Baccalaureate Degree Programs and 16 Graduate Degree and
Certificate Programs through Colleges of Arts and Science, Education, and
Professional Studies
Current Enrollment of 6,000 Undergraduate Students and 2,800 Graduate
Students
Predominantly Commuter, Majority of Students Over Age of 25
Located in New York/New Jersey Metropolitan Area
Urban Mission – Pride of Place (Geography and Community)
Online Masters Programs in Accounting and Educational Technology
Cooperative Education
Gothic Knights
Chronology
Enterprise Information System
• Initial License Agreement with PeopleSoft in November 1998
• Student Administration - First Go-Live in Release 7.5
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Admissions – September 1999
Student Records – October 1999 (for Spring 2000)
Student Financials – November 1999
Financial Aid – January 2001
Upgrade to Rel 7.6 in 2000
• Financials – Second Go-Live in Release 7.5
– General Ledger and Accounts Payable - February 2001
– Purchasing – February 2002
Chronology
Enterprise Information System
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Project GothicNet (July 2003 – November 2004)
– Upgraded Financials and Student Administration (now Campus Solutions)
Production Systems to the PeopleSoft Internet Architecture
– Added Academic Advisement, Contributor Relations, eProcurement
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Implemented the Human Resources Management System
Developed the Campus Portal with Single Sign-On to PS Applications
Deployed Collaborative (Self-Service) Applications to Undergraduate &
Graduate Students, Faculty, and Staff:
– View & Update personal information, find class schedules, view paycheck and
benefit information
– Enroll in a class, perform degree audit, apply for and view financial aid, make a
payment via credit card
– View class rosters, record grades, advise students
Successes
Successes
Successes
GothicNet Distinct Users by Month
12000
10000
2004-05
6000
2005-06
4000
2000
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Successes
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Industrial-Strength Product
Shared Platform Across the Enterprise
Access through Role-Based Portal
High-Powered Infrastructure
Several Ubiquitous Self-Service Applications for
Many Constituents
• User Base
– Adequate access to PCs
– Enough bandwidth
– Sufficient Internet comfort
Challenges
• Balancing Production Support, Patch Application, Tools Upgrades,
and New Development
• Prioritizing Projects
• Maintaining a State of Readiness
• Standards
• Skills Development
• Knowledge Growth
• Adequacy of Governance and Management Frameworks
• Fully Transitioning from a Set of Departmentally-Based, PaperDriven Processes to Service-Oriented, Web-Enabled University
Acting in a Culture of Evidence
• Moving on the Path to a Sustained Transformation, versus
Addressing Incremental Improvements
• Getting the Most Out of Our Systems Investment
• Ensure It Is An Asset Rather Than a Liability
Challenges
“Introducing new technology is never enough. The big spurts in productivity
come when a new technology is combined with new ways of doing
business…The same thing is happening today with the flattening of the
world. Many of the ten flatteners have been around for years. But for the full
flatenning effects to be felt, we needed not only the ten flatteners to
converge but also something else. We needed the emergence of a large
cadre of managers, innovators, business consultants, business schools,
designers, IT specialists, CEOs, and workers to get comfortable with, and
develop, the sorts of habits that could take advantage of this new, flatter
playing field. In short, the convergence of the ten flatteners begat the
convergence of a set of business practices and skills that would get the
most out of the flat world. And then the two began to mutually reinforce each
other.”
The World is Flat (Thomas Friedman)
Response
• Build Our Capacity to Use and Innovate
• Maintain a State of Strategic Readiness to
Address Our Vision with Optimal Success
• Create an Environment of Continuous
Renewal and Enhancement
• Pursue Our Value Agenda
Action
• Inaugurate and Sustain the GothicNet
Program
• Commission with a Charter that Uses the
Principles of Building Organizational
Capacity
• Power of People, Process, and
Technology
Building Organizational Capacity
• Advanced by NACUBO
• Conceptual and Practical Tool that Institutions
May Use to Strengthen Their Administrative
Core
• Can be Applied to Both Large- and Small-scale
Initiatives
• Encourages Institutions to Think and Act as
Systems in Creating the Conditions Needed for
These Initiatives to Succeed
Building Organizational Capacity
• Set of Eight Interrelated Elements
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Purpose
Governance
Structure
Policies
Processes
Information
Infrastructure
Culture
• Dynamic Interplay
• Numerous Feedback Loops and Interactions
• BOC Provides Context for Understanding Components
Purpose
• BOC Element
– Mission, goals, and objectives of the initiative
– Clearly stated, communicated, and understood
– Clarity of purpose often taken for granted
• GothicNet Program
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Position business requirements as driver for change
Integrate business needs and system planning
Unify system development under one organizational entity
Improve efficiencies and stewardship
Support the University’s Mission and Strategic Plan
Redesign processes to create holistic, client-centered service
(internal and external)
– Sustain and enrich two strategic assets
• what we do
• what we know
Governance
• BOC Element
– Entity or decision-makers that will govern the initiative
– Clearly defined, charged, and its authority accepted
• GothicNet Program
– GothicNet Task Force
• program steering committee
• representatives from Academic Affairs, Student Affairs,
Graduate Studies, Enrollment Management, Human
Resources, Controller’s Office, Deans’ Offices, and
Information Technology Services
• Address cross-functional areas
Governance
• GothicNet Program
– Task Force Led by the Associate Vice President for
Campus Information Systems
– Consists of several Coordinating Groups
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Campus Community
Contributor Relations
Enrollment Services
Financials & Supply Chain Management
Human Capital Management
Reporting and Data Warehouse
Web Advisory Council
System Management
Structure
• BOC Element
– Aspects of the initiative that support its purpose
• GothicNet Program
– Development Plan
• Value Agenda
• IT Strategic Plan
• University Plan
– Development Methodology
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Decide, Define, Design, Develop, and Deploy
Process redesign
Team-based project management
Project Manager, Functional Analyst, Develop, User
Executive Sponsor, Steering Committee (Coordinating Group)
Policies
• BOC Element
– Decisions that are necessary to enable the initiative
– Identified, made, and communicated
• GothicNet Program
– Development managed through the GothicNet
Program
– Prioritization by GothicNet Task Force
– Rules for Prioritization of Efforts
– Stay as “vanilla” as possible
Processes
• BOC Element
– Activities associated with the initiative
– Responsibilities of all parties involved in the activities
• GothicNet Program
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Plan Development Process
Development and Support Request Process
Issue Reporting and Resolution
Patch Fix Application
Upgrades
Information
• BOC Element
– Aspects of the initiative are communicated
• GothicNet Program
– Designation of team membership
– Meeting schedule
– Communication through portal
– Information dialogues
• Formal presentations
• Informal sessions
Infrastructure
• BOC Element
– Initiative’s assets (funding, hardware, physical space, etc)
• GothicNet Program
– Matrix Organization
• Campus Information Systems – project management, functional
analysts
• Information Technology Services – developers,
database/system/network administration
• Core Users – process requirements, testing, training, perform
– Adequate Skills
• Application Expertise
• Methodology Expertise (such as Process Mapping, Project
Management)
– Network and Server Environments and Code Line
– Budget for System Development
Culture
“The most common strategy aims at improving
management. Modern mythology promises organizations
will work splendidly if well managed. Managers are
supposed to have the big picture and look out for their
organization’s overall health and productivity.
Unfortunately, they have not always been equal to the
task, even when armed with computers, information
systems, flowcharts, quality programs, and a panoply of
other tools and techniques. They go forth with this
rational arsenal to try to tame our wild and primitive
workplace. Yet in the end irrational forces most often
prevail.”
Reframing Organizations (Lee G. Bolman and Terrence E. Deal)
Culture
• BOC Element
– Legacies and traditions that conflict with the initiative's
purpose
– Addressed using one or more of the eight elements
(e.g., information)
– Culture can be mitigated or incorporated
• GothicNet Program
– Legacy of homegrown systems
– Preference for tactical planning
– Units focused on own development needs
Culture
• GothicNet Program
– Underestimated downstream effects and
minimized cross-functional impact of business
decisions
– “Pay-as-you-go” learners
– Accepting “prioritization”
– Automate first/design later
– Skeptical of process re-engineering paradigm
Cross-Element Considerations
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Recognize Cross-Functional Purpose
Active Goal-Sharing in Task Force
Joint Planning
Extend the Planning Horizon
Visible Support from Key Stakeholders
Communicate
Active Coordinating Groups
• Effective Exchange of Knowledge Enables
Continuous Improvement of Skills of Core and
End Users and Central Units
Cross-Element Considerations
• Accept the Idea of Changing Business Process First
Instead of Customizing
• Broaden the Circle of Concern – Concept of System
Stewardship
• Integrating Development Plan with University Strategic
Plan Will Assist in Prioritization
• One Plan
• Define and Accept Planning, Development, and Support
Paths
• Using Process Mapping Technique as Core of
Development Methodology to Reinforce Goals of Reengineering
Plan Development Process
• University Strategic Planning Council
– Articulated 10 Strategies
– Vision 2010
– Strategy 8: Use Technology Pervasively
• IT Strategic Planning Council
– Identifying Goals and Objectives to Implement
Strategies
• GothicNet Task Force
– Establish Value Agenda
– Formulate Strategic Initiatives to Achieve Goals &
Objectives
– Proceed with Development and Enhancement
Activities
Prioritization Rules
• Strategic Initiative
– Must Contribute to Achievement of Goals &
Objectives
• Development & Enhancement Activities
– Must Achieve Strategic Initiative
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Mission-Critical
Process-Critical
Compliance-Critical
Foundation Tool (e.g., Academic Standing,
Graduate Degree Audit)
Value Agenda
• Derive Value from the Strategic Asset Represented by
Our Database of Names and Addresses of Our
Constituents, and Communicate with Them Efficiently
and Effectively
• Know Fully the Extent of Our Students Participation in
Co- and Extra-Curricular Activities
• Streamline and Personalize the Recruitment of
Prospective Students
• Support Our Learners More Effectively in the
Achievement of Their Goals
• Recognize and Reward High Achievers, and Provide
Feedback to Those Who Help Us Recruit Them
• Effectively Use Our Faculty Resources
• Optimize the Use of Classroom Space and Make Event
Schedules Widely Available
Value Agenda
• Make the Process of Paying for Tuition and Fees Easier
• Capture Information on Prospective Sustainers That Will
Allow Us to Create Stronger Relationships
• Give Administrative Units the Ability to More Effectively
Manage Their Budgets, and Increase Our Stewardship
Capabilities
• Acquire Talent More Effectively, and Service Our
Employees Better
• Closely Integrate the Public and Portal websites, and
Create an Enterprise Portal that Delivers Easily
Accessible Information and Service to Our Community
• Gather More Data, and Provide Tools to Effectively
Create Information
• Keep the Oracle PeopleSoft Enterprise Applications in
Optimal Condition
Strategic Initiatives
• Charter using the Principles of Building Organizational
Capacity
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Purpose (affirm the future in the present)
Governance (assign to Coordinating Group)
Structure (who will execute the processes)
Policies (identify necessary decisions early)
Processes (procedures and software features)
Information (training, team communication)
Infrastructure (team resources)
Culture (identify risks)
• Criterion - Must Contribute to Achievement of Goals &
Objectives
Development and
Enhancement Activities
• Follow five phase methodology
– Decide
– Define
– Design
– Develop
– Deploy
• Criterion - Must Achieve Strategic Initiative
Example - Strategic Initiatives
• Proof of Concept
– Utilize Classroom Space Efficiently
– Manage and Publish Event Schedules
• Development Project
– Resource/Schedule 25 Academic and Event
Scheduling Software
– Integration with Oracle PeopleSoft
– Web Viewer
Summary
• Used Principles of BOC in Creating a
Program to Develop and Execute a
Systems Development Plan
• Used Principles of BOC to Charter the
Initiatives Associated with the Plan
For More Information
• NACUBO website (http://www.nacubo.org)
– Building Organizational Capacity Knowledge Network
• Business Officer (December 2005)
– Working More Effectively by Building Organizational
Capacity
• Process Mapping
– Orion Development Group
– www.odgroup.com
• Robert J. McBride
– [email protected]
– 201.200.3057
Final Thoughts
“Ignoring the questions of IT support models (which we believe many
institutions are doing today) will almost always result in the natural
evolution of what we call the haphazard model, not no model.
People will find ways to get the support they need. Positions will be
created, decisions will be made, and support will be provided. Costs
will be high, support will be inconsistent and inefficient, and staff will
naturally take independent and inconsistent positions in important
technical and support issues. These institutional discontinuities will
result in a wide variety of problems ranging well beyond first level
waste….Once a haphazard model has become well established, it
can be difficult to replace because of intense vested interests in the
status quo, even if the status quo is acknowledged as being
inadequate.”
Distributed Computing Support (McClure, Smith, and Lockard) in
Renewing Administration: Preparing Colleges and Universities for
the 21st Century (Oblinger and Katz, Editors)
Final Thoughts
“Modern organizations often rely too much on
engineering and too little on art in searching for attributes
such as quality, commitment, and creativity. Art is not a
replacement for engineering but an enhancement.
Artistic leaders and managers see beyond today’s reality
to new forms that release untapped individual energies
and improve collective performance. The leader as artist
relies on images as well as memos, poetry as well as
policy, reflection as well as command, and reframing as
well as refitting.”
Reframing Organizations (Lee G. Bolman and Terrence
E. Deal)
Dialogue