How can b usiness p rocess R e-engineering and enhanced technology improve office efficiency?

1. How can business process Re-engineering and enhanced technology improve office efficiency? James Kennedy Sunapsis Conference 10/9/2013

3. IU South Bend An Introduction to Indiana University IU Northwest • Founded in 1820 • Eight campuses • Over 500,000 graduates • 110,000 current students • 19,000 full- and part-time faculty and staff • $3.1 billion (USD) budget Indiana University- Purdue University Fort Wayne IU Kokomo IU East Indiana University-Purdue University Indianapolis IU Bloomington IU Southeast

4. Changing Technology

5. Process Change: Recording

15. BPR? • What is BPR? • Business Process Review • Business Process Redesign • Business Process Reengineering

17. Business Process Review

18. Business Process Redesign • Process Design Guiding principles • Keep the customer / end user in mind by being effective, efficient, and customer service oriented • Design for future flexibility and not for history • Encourage process standardization where possible • Be efficient by eliminating process redundancies (e.g., 7 levels of approval) • Keep ‘handoffs’ to a minimum • Maintain data and process integrity across campuses

19. Business Process Redesign • Objectives • Document business processes • Identify best practices • Standardize back-office procedures • Eliminate shadow systems • Increase and disseminate process knowledge • Achieve business process improvement (through increased automation, system utilization, application of best practices, etc.)

20. Business Process Redesign • Step 1 – Organization and Planning • Organize module project teams • Review documentation • Gathering all existing process documentation • Group related processes to create review synergies (one team, with occasional substitutions, will work through multiple related processes) • Have leaders identify process experts who will participate • Categorize all business processes Create a schedule for BPR in conjunction with project timeline. Estimate time commitment for leaders and participants • Determine the best location and method for sharing documentation • Communicate with all stakeholders (leaders, participants, campus leadership)

21. Business Process Redesign • Step 2 – ‘As-Is’ Process Mapping • Module Leads, Core Team, and Subject Matter Experts • Start by reviewing the Business-Process Evaluation Form together • Creating a visual representation of the ‘as-is’ process at the task level, showing flow of work and hand-offs, noting as many exceptions and campus deviations as possible using Visio, white board, butcher paper, etc. • Identify inefficiencies and gaps in the process (pain points) • Compile appropriate metrics for comparison to ‘to-be’ model • Check in with student service councils and appropriate, relevant staff from all campuses at this point to insure the whole process has been comprehensively captured

22. Business Process Redesign • Step 3 – ‘To-Be’ Process Design • Module Leads, Core Team, and Subject Matter Experts • Articulate the needs and expectations of ‘the customer’ • Redesign the process utilizing best practices, automation, etc. • Map out the redesigned process, incorporating best practices and brainstorming new ways to complete processes using campus experts • Determine technology gaps to move into the new model • Determine staff needed for the business process • Identify implementation hurdles, dependencies • Justify why the process should or should not (could/could not) be moved prior to implementing the changes (i.e. moved before development work is done?) • Complete the BPR template, including visual representations, talking points, and recommendations

23. Business Process Review

24. Student Services Initiative Project

25. IU South Bend IU Northwest Indiana University Indiana University- Purdue University Fort Wayne IU Kokomo IU East Indiana University-Purdue University Indianapolis IU Bloomington IU Southeast

26. Student Services Initiative Project • Benchmark Project • 2010-11 • Phase 1: High Level Design • Fall 2011 • Phase 2: University Feedback/Revision and Phase 3 Planning • January and February 2012 • Phase 3: Detailed Design Implementation • 2012 and 2013

27. Student Services Initiative • 187 business processes reviewed in • Admissions • Student Records • Financial Aid • Student Financials (Bursar) • System-wide support functions • Security, training, production support • Benefits of Business process review sessions • Standardization • Efficiencies through process and technology • Remove silos • Focus on student issues vs. back office processing

28. Student Services InitiativeLessons Learned • Phase 1: • Gaining Shareholder Support/Collaborating • Clear understanding of the project and deliverables by all team members • Culture/change management • Communication • Phase 2 • Presentations • Buy-in: Why the project is important • Standard responses • Web site updates • Phase 3: • Managing Service Lines/Measuring • Early moves of staff • Training on business process review • Morale Issues • Keeping good people

29. Objectives of Shared Services Shared Services combines the best of a distributed, local model and a central model. • Centralized • Centralized control • Focus on efficiency • Cost driven • Shared Services • Shared control • Balances responsiveness & efficiency • SLA driven • Shared Services achieves its objectives of efficiency and responsiveness by: • Eliminating redundancy through process and technology standardization • Consolidating and redesigning non-core support functions into service centers • Redesigning organization and responsibilities in the local units • Driving shared responsibility for results using two-way Service Level Agreements • Distributed/Local • Distributed control • Focus on responsiveness • Location driven

30. Future State Operating Model Shared Services will provide cross-campus leadership for legislation, regulation, and compliance, as well as back office processing. Local modules will focus on activities requiring strategic decisions, or local knowledge or interaction. Local Modules Shared Services • Manages module locally • Acts as center of excellence for highly skilled resources • Performs transactional activities which require local knowledge or significant interaction with students, deans, faculty, or campus leadership Provides leadership and advice for legislation, regulation, and compliance Provides leadership and expertise in Student Services business processes Performs cross campus back office transactional processing Student Customer Service (One-Stop Shop) • Campus based • Performs strategic decision making and integrated student centric campus-specific services • Combines Financial Aid, Registrar, and possibly Bursar activities • Very high touch

33. IU Roadmap • FLAGS Early Alert • Student Success Collaborative (EAB) • Student self-service • Degree maps • Career Planning • Student Activities

34. Technology Projects • Student Services Initiative • Constituent Relationship Management • Business Intelligence • Online education • Financial Literacy • Compliance Requirements