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Leading Transformational Change Project

Leading Transformational Change Project. Niamh Lamond – Director of Finance and Resources Johanna Stubbs – Business Information System Development Manager. Vision for UCF. World class specialist University for the Creative Industries by 2014. 4000 students. £9000 fee.

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Leading Transformational Change Project

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  1. Leading Transformational Change Project Niamh Lamond – Director of Finance and Resources Johanna Stubbs – Business Information System Development Manager

  2. Vision for UCF • World class specialist University for the Creative Industries by 2014. • 4000 students. • £9000 fee. • High Level of expectations from students. • Staff required to deliver top class services. • Considerable efficiencies delivered in last 2 years. • Continue to drive for more efficiency and scalability.

  3. The Business Need • Ensuring change initiatives are planned and managed effectively. • Standardise project proposal process (not just who shouts the loudest). • Calculate ROI’s on change initiatives and measure delivery. • To ensure we are utilising our investments/resources to their maximum capabilities. • Identify efficiencies.

  4. Leading Transformational Change Project (LTC) • £43k HEFCE and £19k from JISC. • From Oct 2010 to Jan 2011 • Developing a Change Management cycle – utilising Enterprise Architecture (EA) Principles, PRINCE2 and IT Infrastructure Library (ITIL).

  5. What is Enterprise Architecture? • “EA is high-level strategic technique designed to help senior managers achieve business and organisational change. It provides an evolving, dynamic way of describing and aligning the functional aspects of an organisation, its people, activities, tools, resources and data/information, so they work more effectively together to achieve its business goals. EA is also about achieving desired future change through design. It holds that by understanding existing information assets, business processes, organisational structures, information and application infrastructures (the ‘as is’ state) it is possible to ‘do something different’, something new and innovative (the ‘to be’ state).” Taken from the JISC Doing Enterprise Architecture EA early Adopter study.

  6. What does that mean? • Long term vision making what we have work harder and smarter via a schedule of process review and redesign. • Ensuring that the core administration tasks are where possible, automated, standardised and reliable – ensuring Managers can concentrate on strategic tasks and delivery. • Continuous improvement. • JISC – 40+ HEI’s currently investigating/adopting or using EA.

  7. Project Scope • Governance Structures – Business facing projects office. • Assessing EA and TOGAF (The Open Group Architecture Framework). • Creating Project Management Toolkit. • Creating “Just enough” EA Toolkit. • Mapping core processes and architecture involved in Timetabling – CRM – Student Records System projects. • Knowledgebase of process maps.

  8. Duplication of effort Automation needs extending Some automation not utilised

  9. Identify improvement – next steps • Identify Sponsor. • Create Business case – calculate ROI. • Project approved. • Deliver project. • End of project - post project plan includes tool to measure ROI in years 2/3/4 – ownership is passed to Sponsor using JISC Impact calculator JISC Link • Embed measurements in annual business planning process.

  10. Processes redesigned • Timetabling • Assessments • Curriculum • Withdrawal/Intermit/Transfer • B2B communications • Academic Administration

  11. Questions?

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