Banner Transition

my.umwestern.edu

Banner Transition

UMW Banner Project Process Overhaul

A non biased view, from the outside looking in.

View of UMW and its technology challenges


Banner Resource Re-alignment and Culture Change

ISSUES:

• Departments want to leverage Banner more than they do now. they desire to streamline internal capacity

• Faculty would like their life and the student’s life simplified (via Banner where appropriate)

• UMW wants to implement more strategic implementations (paperless workflow, degree/track audit, graduation audit, etc.)

CHALLENGES:

• Departments lack personnel with time, desire and technical aptitude to explore ways to simplify their day to day process with Banner

• ITS has ½ of a Banner Coordinator. They don’t have the time to learn all department business processes end-to-end and make

process recommendations, provide department desk manual changes and communicate all changes across the campus (alone)

• There are many system, process pre-requisites and cross department dependencies on many Banner projects – No one group or

person has been able to lead the divergent needs and groups in a coordinated effort

• The Banner User’s Group (although nice to see what was going on) has not been effective at coordination, evaluating prioritization,

or keeping UMW resources on task. Many reasons why – everyone owns this burden.

SOLUTION:

• The major Administrative (Operations) departments, having the biggest use of Banner, must have a super user / Business

Analyst and not solely rely on ITS or UM Banner experts and resources to make progress on business process reengineering (BPR)

• Sr. Management need to understand the issues, support an agreed to process and plan, and provide some tools and resources for

Directors to bridge the gap of current resource and skillset to that in the (First Bullet)

• Directors need to take personal ownership, own their pieces of the process, roles, responsibilities, and create an environment that

mentors and ensures super user success

Provide the right support and tools to UMW Directors – and they will prosper


Proposed Banner Overhaul and Culture Change

•Standardize Initiation Requests

•Prioritize Banner Projects

•New Communication Plan

•New Roles and Responsibilities

•Re-Focused Training

You have all asked for a better way


New Technology Project Prioritization Process (PPP, P 3 )

• Meetings

• 1-1

• emails

Help

Desk

Capture and

Consolidate all

technology requests

Web

Forms

Standardize Criteria

• Project Initiation

• High Level Effort / Benefit

• Strategic Alignment to UMW and BOR

initiatives

Evaluate Importance

• Challenge Assumptions

• Validate effort benefit

• Determine prioritization

• Next in Queue, Replace

or Parking Lot

Give the project a go

• Assign Business Driver

• Assemble Virtual Team

• Track and send project status

• Management reviews status

Campus Wide

We need an agreed to process – Initiation, Prioritization & Transparency

Administrative

Resource Alignment


New Technology Project Prioritization Process (PPP, P 3 )

• Meetings

Help Web

• 1-1

Desk Forms

This Proposed Process has been

• emails

Capture and

Consolidate all

technology requests

Standardize Criteria

• Project Initiation

• High Level Effort / Benefit

• Strategic Alignment to UMW and BOR

initiatives

Evaluate Importance

• Challenge Assumptions

• Validate effort benefit

• Determine prioritization

• Next in Queue, Replace

or Parking Lot

NOW! We need to implement

approved by Senior Staff 3/28/2012!

Give the project a go

• Assign Business Driver

• Assemble Virtual Team

• Track and send project status

• Management reviews status

Campus Wide

Administrative

Resource Alignment


New UMW Project Initiation and Measured Impact

MACRO PRIORITY - Prioritized Business Drivers (motivation)

1 – Keep the lights on - safe environment, systems (process & computing) integrity, basic needs met

2 – UMW government compliance [FA (government regulation) ; Enrollment (government reporting); AR - UM financial]

3 – Senior Management Strategic

4 – Efficiency (reduced workload, $ savings, higher capacity) – Business Process Re-engineering (BPR)

+Cost, Effort, Benefit, Commitment

MICRO PRIORITIZATION (This is a further break down of 4 above)

Benefit / Effort

Efficiency (reduced workload, $ savings, higher capacity, opportunity for revenue)

Need Cost, Effort, Benefit, Commitment (can be obtained from project initialization sheet

PROJECT INITIATION INFORMATION (subject to Director and Sr. Management review)

1. Project Description & Purpose

2. Departments that are affected

3. Departments that are committed

4. Dependencies – List other department or system dependencies (~waitlist & common course catalogue)

5. Expected benefits per project (or by phase if larger project)

1. Show a path from material implementation back to human hours, dollars, capacity, or opportunity

6. Expected costs

1. Take into account all resources needed to fully implement, one time costs, and annual costs.

2. Training, communication plans, ITS and Department maintenance of the system

7. Timing – What is the best & worst case duration and project start timings

Remove the emotion from what is important – fact based decisions


FYI - Chancellor Goals => Projects and Priorities

UMW Chancellor Campus Goals (Nearly all of these goals fall into category #4 of the PPP MACRO PRIORITY)

1. Improve undergraduate education – define and display the metric

1. Employ, retain and support an excellent faculty and staff - define and display the metric (or is this

projects for 2 above?)

2. Increase enrollment and completion – define and display the metric

1. PROJECT AREAS: enhanced brand development, affordability, access, success and retention and

increate graduation rates

3. Increase university revenue through fund raising and community involvement– define and display the

metric

4. Enhance successful development, maintenance and improvement of the campus in support of long-range

development plans – define and display the metric [Implementing a campus wide project priority process

would provide the mechanism, would provide the story of what, why, when, would demonstrate

5. Strategically position the university for maximum efficiency and long-range success – define and display

the metric [“long-range success” – also short term = keep the lights on, provide a safe environment for

students and staff == Move to #1)

MACRO PRIORITY - Prioritized Business Drivers (motivation)

1 – Keep the lights on (safe environment, systems (process & computing) integrity, basic needs met

2 – UMW government compliance [FA (government regulation) ; Enrollment (government reporting); AR - UM financial]

3 – Senior Management Strategic

4 – Efficiency (reduced workload, $ savings, higher capacity) – Business Process Re-engineering (BPR)

+Cost, Effort, Benefit, Commitment

Transform UMW strategic goals into actionable, prioritized, collaborative efficient projects


Banner Process Overhaul – New Culture

COMMITMENT ON ROLES AND RESPONSIBILITIES (Need management buy-in: senior and director level)

1. Directors – BPR and Banner role revisited

2. Super Users (SU) - bump pay for the role - ITS to agree on person - provide a career ladder

3. ITS – Role revisited (If we can get Sr. Management Buy-in)

NEW BANNER COMMUNICATION PLAN

1. Abolish the Banner Users Group

2. Create Banner Committee (Directors - brainstorm, collaborate, agree, commit, consequences

for not towing the agreed to party line – as it results in wasted efforts)

3. Create a forum for super-users and IT coordinator to be collegial and collaborative

TRAINING

1. Department specific workflow and updated desk manuals - department wide Banner/SME

training - SU

2. Quiz: Department wide subject matter retention measure - must pass a quiz (Director and ITS)

1. Basic User Quiz (entire department)

2. Super User Quiz (Pop-sels, basic Banner functionality, department module)

3. Director (allows super user to dedicate 30% of time to BPR

3. Tools for super users (banner academy; Missoula?; Train the Trainer? Online Training; Hire an

instructor over the summer break)

4. Tools for Directors – Formal process for project priority, Testing Plans, Collaboration support

Start at the top; more collaboration & coordination; change culture


Director Responsibilities – New Culture

• Agree and buy-into the new Banner Process (whole thing – So give feedback)

• Clearly and in detail identify project per project initiation standards

• Pitch the project and align other department expectations in Banner Steering Committee (BSC)

• Identify Business Driver and department representatives (super users) who will

• Read documentation and work toward understanding functionality

• Act as liaison between ITS and Department(s)

• Attend all project meetings

• Be actively involved in testing of project and implementation to production

• Commit to and follow project deadlines and objectives (reached by BSC consensus)

• Ensure process is well documented, high quality of training materials, and that the new documented

department process is in place for future and addresses new terms and new users

• Own the implementation within their departments and interfacing with other departments

Directors Need to Cultivate and Enforce Some Standards


Super User Responsibilities – New Role & Culture

• Understand and be an expert in their department subject matter

• Understand Banner basic functionality

• Take initiative on brainstorming department process improvement desired

• Collaborate with department head and peers on areas for automation and improvement

• Document proposed processes changes and mix of manual and automated department processes

• Collaborate with ITS Banner coordinator and staff on proposed changes.

• Negotiate a process that works for both ITS and the department

• Document training materials for change implementation and for future peer reference and new hires

• Coordinate with ITS for testing environment and schedule.

• Leverage ITS testing plan, test cases and create additional department test cases to identify any possible issues

with the implementation – coordinate and perform testing for their respective department

• Create and document additional test cases (department user scenarios). Perform some negative test cases (make

sure the system will not allow someone to inadvertently corrupt the system)

• Document issues found during testing and collaborate with ITS on fixes and regression testing

Need to provide incentive for the expanded role


ITS – New Role & Culture (If we get Sr. Management Buy-in)

Current pitch to hire an additional headcount in ITS, Directors buy into Super User, Commitment, Then….

• Internal hire - 70% dedicated Banner Business Analyst mentored by the ITS/Department Director

• This person will temporarily act as an additional super user for a period of time . The purpose of this role during

this interim period will be to primarily kick start and mentor the department managed super user(s) to be

effective. The primary goal is to change the existing culture and help the business groups get to a level of

expertise they can continue driving BPR on their own, without the need for department full of ITS analysts. The

2ndary goal is a successful implementation of the Banner project –

• However, it is the old adage you can give a person a fish and feed them for a day, show them how to fish

and they eat for a lifetime.

• When a project is approved and initiated, the new department super user will work side by side with the ITS

dedicated Banner Analyst for more direct one on one training.

Ideally we would like to kick start the process of BPR – Get some momentum


Questions and Answers

In agreement with the following ideas:

• Process and Initiation?

• Communication?

• Roles and Responsibilities?

• Super User concept and Implementation?

• ITS wants to get out more and help drive the culture change – but we must be in

it together.

The Good, The Bad, The Ugly

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