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Collaborative

WELCOME. Collaborative. Implementation Teams. and Guests. CSU Crowne Plaza. Student Administrative Collaborative Kick-Off. November 15, 2006. Campus Executive Sponsors. Bakersfield Dr. Soraya Coley Provost & Vice President for Academic Affairs Mike Neal

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Collaborative

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  1. WELCOME Collaborative Implementation Teams and Guests CSU Crowne Plaza BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  2. Student Administrative Collaborative Kick-Off November 15, 2006 BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  3. Campus Executive Sponsors Bakersfield Dr. Soraya Coley Provost & Vice President for Academic Affairs Mike Neal Vice President of Business & Administrative Services Monterey Bay Dr. Sue Borrego Vice President for Student Affairs Stanislaus Mary Stephens Vice President of Business & Finance Humboldt Carl Coffey Vice President of Administrative Services San Marcos Neal Hoss Vice President of Finance & Administrative Services BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  4. CSU Stanislaus BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  5. Implementation Partners BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  6. Chancellor’s Office - CMS Mike McLean,Senior Director Information and Applications Services Jessie Lum,Director Software Operations and Support Services Mick McBride,Student Administration Project Director Marlene Rosenfeld,SA Application Support Manager Kevin O’Connor,SA Application Support Manager Tosha Pham,SA Application Support Manager Yves Hepperle,SA Campus Liaison BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  7. BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  8. Collaborative Executive Committee • Comprised of designated campus executive • CMS Central representative(non-voting status) • Implementation partner representative(non-voting status) This committee is accountable and responsible for determining the SA project’s overall scope, direction and success. Campus delegates shall have authority to make strategic decisions related to the Collaborative implementation, including commitment of financial resources for the implementation, on behalf of their campus. Decisions of the Collaborative Executive Committee shall be made by vote of the campuses, and shall be required to approve any change to the overall scope or total cost of the Collaborative implementation. Each campus shall have one designated vote. BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  9. Campus Project Directors Ken Burton, Interim SA Collaborative Director Tahseen Malik – Bakersfield Paul Picciotta – Humboldt Ken Burton – Monterey Mariette Araya – Stanislaus Margo Lopez – San Marcos BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  10. Project Implementation Committee (PIC) • Enrollment Services Management designee • Campus Project Manager • CMS Central Representative (non-voting status) • IBM Project Manager (non-voting status) BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  11. Campus Project Managers Bakersfield – Dr. Steve Herndon Humboldt – Thomas Swanger Monterey Bay – Bonnie Brown Stanislaus – Penny Rutishauser San Marcos – April Grommo BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  12. PIC Role Coordination of day-to-day project activities and communication Escalation of issues to Collaborative Executive Committee Make decisions on aspects of the project including conflict resolution, project timelines and methodology Provide oversight and direction for the Student Administration project BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  13. Goals and Objectives • Replace the Student SCT Banner system with the CSU CMS Baseline PeopleSoft Campus Solutions software • Reduce the risk associated with a single campus software implementation • Reduce costs by leveraging campus resources through collaboration BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  14. As the Project Leader Understood It As the Analyst Designed It As the Programmer Code It As the Business Consultant Described It As Management Approved Budget What the User Really Needed BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  15. Collaborative Roles Campus CMS IBM Team Collaborative Activities Fit Gap Analysis Conversions, Interfaces, Reports Campus Activities Configuration Testing Go-live The Collaborative Project Approach CSU Campuses Collaboration CMS BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  16. Implementation Timeline The implementation work is to be executed over approximately twenty-four (24) calendar months beginning October 2006 and completed in the fall semester 2008. “Major” GO-LIVE Dates Admissions and Transfer Credit – October 2007 Financial Aid – February 2008 Student Enrollment – April 2008 Student Financials – April 2008 Academic Advising – October 2008 BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  17. Implementation Approach Five-Phased Implementation Approach October 2006 October 2008 Phase 1 - Initiation Rolling “GO LIVE” Window Phase 2 -Design Phase 3 -Development Phase 4 -Migration Phase 5 –Post Production BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  18. Key Project Benefits • Reduced cost • Reduce the number of staff committed to the implementation • Minimizes duplication of consultant efforts • Provides opportunities for sharing information and common tasks among members • Facilitates knowledge transfer among campuses • Improves solutions to implementation issues by drawing on collective wisdom • Develops a common “best practices” approach to business processes BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  19. Communication Plan • Consists of communication means, responsible parties, purpose of each type of communication, audience, frequency, and method of communication (e.g., email, posting to web, etc.). • Reviewed at least annually and updated as needed, as a result of continuous process improvement efforts. • Provide a proactive approach to achieve: • Support and buy-in of the Campus Solutions 8.9 Implementation; • Support and buy-in of the Banner Collaborative and CMS vision of the new administrative systems environment; • Reduced anxiety and frustration associated with moving to new business processes; • Maintenance of on-going productivity during the transition to the new software; and, • Reduced resistance to the implementation. BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  20. Communication Plan Objectives • Ensure all stakeholders are fully informed about the goals of the collaborative. • Maximize the value of ERP systems • Business processes should be easier to complete and more automated. • Establish processes and standards that ensure: (1) superior support and maintenance for the systems; (2) continuous improvement through on-going enhancements; (3) optimized use of resources BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  21. Communication Plan Goals • Communicate why the Collaborative is important to campus stakeholders. • Provide information regarding the Collaborative’s objectives and functional scope. • Describe how the Collaborative will impact stakeholders individually and as members of the Collaborative community. • Ensure effective knowledge transfer to all campus stakeholders. • Manage change through effective communication. BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  22. Communication Principles To make our communications as effective as possible, we will: • Communicate openly, honestly, and in a timely manner, even if the message will be viewed negatively. • Use the most credible sources to communicate each message to specific audiences. • Be more proactive than reactive. • Communicate to managers and other stakeholders in advance of people who work for them whenever possible. • Provide consistent opportunities for two-way communication. BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  23. Communication Mechanisms • CEC Meetings • Collaborative PD Meetings • PIC Meetings • Project Plans • Project Status Reports • Meeting Notes • Presentations, Demos, Group Meetings • Web Pages/Public Folders/Network Folders (Rational) • Campus Team Meetings, CMS Newsletters, Presentations BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  24. Web enabled application with a ‘thin’ client loaded on each user’s desktop • Accessed via the Internet from client sites, IBM locations, home, hotel etc. • Rational PM production environment is hosted by the Service Delivery Center in Boulder, Colorado • Provides a ‘windows-like’ interface featuring selectable views with point & click and drag and drop functions • Can only be operated while connected Rational Portfolio Manager is IBM's strategic project management tool BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  25. Rational Portfolio Manager BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  26. The Process of Change BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  27. Implementation Model~focus on like processes~ • Collaboration is our methodology • High level of information sharing by bringing together: • 5 campus teams with subject matter expertise • Implementation vendor with extensive project implementation experience • CMS Central team with CMS baseline knowledge • Approach is to be open to change vs. “business as usual” • Focus on like business processes and best practices • Focus on efficiency, effectiveness, and ‘value’ we can add to our campus community BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  28. Benefits of Like Processes • Future collaboration: • Upgrades • Implementation of new modules, 3rd party products, etc. • Produce once – use many times • Facilitates knowledge transfer among campuses • Promotes ongoing communications amongst collaborative campuses • Potential for resource leveraging • Help each other out! BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  29. An IBM Survey conducted across 500 organizations worldwide concluded that 9 of the 10 greatest barriers to change are people-related. BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  30. A typical large scale systems and process implementation follows the cycle outlined below: BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  31. Build support for the vision of a common platform and harmonization • Minimize disruption that occurs as a result of the change • Align the organization to be successful after the implementation • Enable successful adoption of the new system • Develop new skills across the organization • Help individuals work within the new processes • Facilitate employees to exhibit desired new behaviors • Position CSU to capture desired benefits • By working together and using Organization Change Framework, CSU and IBM can actively manage change in order to: BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  32. The Fit Gap Process BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  33. Fit Gap Approach • What is a Fit Gap session? • Goals and Benefits • Fit Gap Process • Roles and responsibilities • Decision Framework • Time Boxing • Dates BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  34. A fit gap analysis is a collaborative, focused evaluation and documentation of your business requirements and resources measured against the CMS Baseline functionality What is a Fit Gap Session? BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  35. Fit Gap Approach • What is a Fit Gap session? • Goals and Benefits • Fit Gap Process • Roles and responsibilities • Decision Framework • Time Boxing • Dates BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  36. Goals • Identify Fits and Gaps • Identify Third-party Interfaces • Identify Security Roles and Permission • Identify Reporting Requirements • Identify issues that require policy changes • Identify the common academic structure, terminology, naming conventions and “rules of the road” Additional Benefits • Define roles and responsibilities • Streamline Critical Business Processes • Adapt “lessons learned” from prior implementations • Utilize best practice from CMS Collaborative and other implementations BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  37. Fit Gap Approach • What is a Fit Gap session? • Goals and Benefits • Fit Gap Process • Roles and responsibilities • Decision Framework • Time Boxing • Dates BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  38. Utilize the CMS baseline to establish common business processes for each module • Determine fit between CMS baseline and the Collaborative • Identify gaps • Collaboratively review and resolve gaps • Escalate unresolved gaps through the approved decision matrix Our Approach to Fit Gap for SA Collaborative BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  39. Identify collaborative functional teams • Knowledge of processes and systems • Empowered to make decisions for their institution • Willingness to change • Understanding of collaborative • Time commitment • Fit gap session • Collaborative sessions with campus primary functional representatives • 5 modules (Admissions, Student Records, Student Financials, Financial Aid, and Academic Advising) • Additional session to cover common areas: institutional structure, careers, programs, careers, plans, calendars, etc How do we conduct a Fit Gap session? BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  40. Team pre-work • Review existing CMS Baseline system and documentation • Review setup configuration • Identify third party interfaces • Identify security roles and permissions • Identify reporting requirements • Workshops • Face to Face • Video and Tele Conference • Gap resolution • Decision matrix • Sign- Off How do we conduct a Fit Gap Session? (continued) BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  41. Fit Gap Approach • What is a Fit Gap session? • Goals and Benefits • Fit Gap Process • Roles and responsibilities • Decision Framework • Time Boxing • Dates BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  42. Provide insight and details related, but not limited to, CSU specific business processes (functional) and all systems supporting business processes (technical) • Monitor quality of team deliverables • Facilitate campus discussions • Assist project management team • Assist in project activities to support the development of the key project deliverables with responsibilities similar to those of analysts and/or developers • Participate in Fit Gap analysis, Configuration, unit testing ,data validation, User Acceptance Testing Fit Gap Roles and Responsibilities BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  43. Fit Gap Approach • What is a Fit Gap session? • Goals and Benefits • Fit Gap Process • Roles and responsibilities • Decision Framework • Time Boxing • Dates BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  44. Time Boxing • Breaks the work into discrete tasks by clearly defining task hours and work products • Identifies the decision target dates for each task. The target dates represent when the functional team or individual institution must make decisions regarding the project issues • Consultants and Project Managers will help facilitate the decision making process but the team or institution is responsible for making the necessary decisions by the target date CONSEQUENCES • If the target date is reached without a decision, the decision will be elevated to the next level • If decisions cannot be made on time then project timelines will extend, or additional costs may be incurred, or your campus perspective may not be included BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  45. Fit Gap Approach • What is a Fit Gap session? • Goals and Benefits • Fit Gap Process • Roles and responsibilities • Decision Framework • Time Boxing • Dates BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

  46. Dates BAKERSFIELD  HUMBOLDT  MONTEREY BAY  SAN MARCOS  STANISLAUS

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