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BDMS & Workflow

BDMS & Workflow. FHDA Presentation December 19, 2008. Today’s Objectives. Describe integration of BDMS, Banner, & Workflow Review the implementation steps Identify key roles of staff needed Deployment Cost Models Impact on Schedule Identify next steps.

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BDMS & Workflow

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  1. BDMS & Workflow FHDA Presentation December 19, 2008

  2. Today’s Objectives • Describe integration of BDMS, Banner, & Workflow • Review the implementation steps • Identify key roles of staff needed • Deployment Cost Models • Impact on Schedule • Identify next steps

  3. Defining the Unified Digital Campus (UDC) • An environment in which systems, individuals, and communities interact seamlessly for learning, teaching, administration, and achievement • Tailored to each institution’s unique needs • May include systems from SunGard Higher Education, other vendors, and/or in-house development

  4. How Do Banner, BDMS and Workflow Fit in the UDC? • Seamless integration of systems • Tailored to meet each institution’s needs • Can be used with • SunGard Higher Education systems external applications and systems developed in-house

  5. Business Process Process model Requires Resources Banner, BDMS and Workflow Results in… May start with… Faster Response Xtender Document Rules Enforced Banner Form Consistent Processing 3rd Party Application Return on Investment

  6. An UDC Example

  7. New Hire Business Process – An Example • Do you recognize the following scenario?

  8. New Hire Business Process – An Example, continued • When a new employee is hired, information needs to be gathered from the employee. • When complete, offices need to be notified. • HR – needs to collect data from the Employee • HR - needs to enter forms • IT – needs to know what systems the user should have accounts created on (e.g., Banner, Self Service, Luminis) • Facilities – needs to know if the new employee needs a parking permit

  9. New Hire Business Process – An Example, continued • Current Process Issues • Employee fills out paper forms on-site • Hiring manager does not always remember to fill out all of the forms • Hiring manager does not always get notified when steps have been completed • New hire does not always get notified of the results of all these activities • Paper-driven process!

  10. Imagine this Scenario Gregory Bardel, a new employee is hired in the Finance Office. Carol, the Hiring Manager, wants to make sure that everything is set up appropriately for Gregory’s first day on the job. She knows • Employee Information needs to be collected. • Forms need to be scanned. • IT needs to be notified. • Facilities needs to be notified.

  11. Imagine this Scenario HR After a dozen and a half back and forth manual contacts – the New Hire process is finally complete. IT Facilities

  12. Problems • Not everyone informed • Process can’t be tracked • Things fall through the cracks • Blame game

  13. New Hire Business Process – A Solution Three “New Hire” workflows have been created in Banner Workflow. • New Employee entered into PEAEMPL and First Workflow starts • Workflow sends email notification to employee with WWW link • Employee completes Web Page Form • Second Workflow starts • Data is sent from Web page to second Workflow model. • Notifications sent to appropriate departments. • Documents are entered via BDMS. • BDMS Document signals forms are ready for Verification to start Third Workflow. • Workflow sends notification.

  14. Using Banner Workflow • When Hiring Manager completes the Identification Form (PEAEMPL) in Banner, her actions trigger the Workflow to start.

  15. New Hire Business Process – A Solution First Workflow – Notify Employee with Web Page Link. • Workflow starts when PEAEMPL record is entered. • Email is sent to employee.

  16. New Hire Business Process – A Solution, continued Employee directed to Web Page

  17. Second Model – Employee Process

  18. Web Form Submit Starts Workflow

  19. Add Documents

  20. New Hire Business Process – A Solution, continued Data not in Banner can be captured in Workflow

  21. Carol Checks Workflow Status

  22. Workflow Demonstration

  23. Benefits and Features • Improved communication • E-mails can be sent to any fully qualified e-mail address • E-mail notifications of work to complete can be sent to users • Consistent processing • Automated work occurs the same way every time • Provides “Proxy” for work assigned • Enhanced responsiveness • Integrated with Banner and Luminis • Work items appear on Worklist

  24. Benefits and Features • Adherence to procedures • Accommodates directed assignments • Institutional rules can be built into the model • Increased productivity • Metrics at the Workflow level and at each activity • Allows attachments • Data can be gathered from multiple data sources automatically • Current manual tasks can be automated • Works with external and home-grown system

  25. Benefits and Features • Built-in security • Accommodates confidential activities • Includes multi-institution functionality (MIF) • Banner activities use Banner security • Ease of use • Graphical interface for modeling and reviewing workflows • Single sign-on with either Banner or Luminis

  26. Questions?

  27. Workflow Implementation When, Who, and How

  28. When, Who, How • When is the best time to implement Workflow and BDMS? • Who Needs to be Involved and what training is needed? • How will we implement? What are the options? • What’s the benefit?

  29. When To Implement Workflow? • With Banner implementation • Start to incorporate workflow during Banner training • Need to automate “improved” process with Banner • Workflow Consultant and Banner Consultant can help define your processes • After Banner training • Define your improved processes • Build and implement workflows • Your team or assistance from SunGard Higher Education

  30. Workflow Implementation

  31. Who Are Required Resources? • Workflow Administrator • Maintain users and roles, grants security • Business Analysts • Identify, develop and test workflows • Functional Staff • Helps to determine and improve business process • Technical Staff • Programmers write triggers, functions, and scripts; maintain business components • DBA exports workflow models from test to production; installs upgrades Workflow Team

  32. What Workflow Training Do You Need? • Typical Engagements • Entire Workflow Team • Kick Off/Planning Session • Technical Team • Server Administration & Technical Training • Sql for Workflow • Third Party Integration • Departmental and Technical Team • Process Model Training • Workflow Process Analysis Training (Define business process steps; build model) • Pre-Production • Go-Live Consulting engagements may be repeated for each Banner Module implemented

  33. Workflow Recommended Training (Hours) Recommended Elapsed Time = 3 months

  34. End User Training • In many cases, workflows require no interaction from staff • Train users to review their Worklist • Train users to use Submit and Release icons on the Banner Toolbar • Train select users to initiate Workflow processes (e.g., travel requests, expense reports) or use web-based forms to initiate • Worklist and My Processes are available in Luminis channels

  35. Business Process Analysts Technical Team Workflow Modelers Workflow Administrator What does it take to put together a Model?

  36. Test Create Analyze 60-75% What Does It Take? – Business Process Analysts • Analysis • Identify business processes (big picture) • Analyze the process (BPA) • Identify workflow candidates • Analyze the potential workflow (WPA) • Don’t automate a bad business process

  37. What does it Take? - Workflow Modelers • Learn the Workflow Modeling Tool, Business Components

  38. What Does it Take? - Technical Team WSDL SOAP SqlPlus Web Services Workflow Engine Procedures SOA OC4J XML Triggers

  39. What Does it Take? – Workflow Administrator • Security • Monitor Alerts

  40. How to Implement Workflow? • Organizational Options • Dedicated Workflow/Imaging person/team • Liaison between functional and technical • IT Department • Work with functional areas to define processes • Decentralize Workflow to departments • Super functional users build workflows • IT provides technical support • SGHE Resources Provided • Develop Models • Technical Support • Coach • Hybrid

  41. Return on Investment • Benefits • Increased revenue • Reduced expense (paper, data entry, etc.) • Value added (increased communication, tracking, etc.) MINUS • Costs • Cost of development (BPA, Model Development, Testing) plus • Annual cost of maintenance (IT modifications and upgrades, functional modifications and upgrades)

  42. Example – Return on Investment Calculations

  43. Next Steps • Determine Resources • Staff • Time • Determine Implementation Method • Determine Timeline

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