Business Process Workshops

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Business Process Workshops Preparing the Campus
for Change University of Massachusetts HEUG 2004
Conference Session 10368
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Agenda

• Introduce UMass and Project ISIS
• Overview of Change Management
• Introduce Transition Workshops
• Introduce Business Process Workshops
• Questions

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University Of Massachusetts

• The University of Massachusetts consists of 5
  campuses (Amherst, Boston, Dartmouth, Lowell and
  Worcester) and the Presidents Office

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University Of Massachusetts
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Project ISIS

• Collaboration between the Boston, Dartmouth, and
  Lowell campuses to implement PeopleSoft SA
• Phase 1A Recruiting Go Live December 2001 in
  version 7.6
• Phase 1B Upgrade to 8.0 in August 2002 and
  implement Admissions in September 2002
• Phase 2 Student Records, Student Financials,
  Financial Aid and Academic Advising. Go Live is
  scheduled for February 2005

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Change Management

• Change Management exists to
• Minimize disruption and accelerate the acceptance
  of change
• Be responsive to questions and give people the
  information they need
• Help constituents realize the benefits of the
  implementation

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Change Management
An effective Change Management program maximizes
performance at implementation by minimizing
disruption and accelerating the acceptance of
change.
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Change Management

• Project ISIS is focusing on 5 Change Management
  activities
• Campus Readiness
• Sponsorship
• Communications
• Training Support
• End User Production Support

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Change Management
Prepare for changes by adjusting Business
Processes (how we do business)
Ongoing support via Help Desk, continued
training, and system maintenance enhancements
Campus Readiness
End User Production Support
Sponsorship
Training Support
Possessing the necessary knowledge and skills in
the system
Having campus level leadership support for change
Communications
Receiving relevant and timely information
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Campus Readiness

• The goals of Campus Readiness are to
• Help affected departments prepare for changes in
  business processes and policies, and identify new
  responsibilities associated with new and changed
  business processes
• Help campuses socialize PeopleSoft terminology,
  distribute communications and identify security
  and training needs

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Campus Readiness
Campus Readiness goals will be achieved through
the following

• Campus Implementation Team (CIT)

• Provide link between Project ISIS and end users
  for delivering communications, collecting end
  user feedback, and implementing campus readiness
  activities
• Reach end users who may not be directly involved
  with, but are directly impacted by, the
  implementation

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Campus Readiness

• Help central departments prepare for new and
  changed business processes
• Help central departments prepare for new and
  changed responsibilities
• Explain PeopleSoft terminology
• Communicate new business processes
• Identify steps campuses can take now to prepare
  for new and changed business processes when
  PeopleSoft is implemented

• Business Process Workshops (BPWs)

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Transition Workshops

• Intentions of Transition Workshops in Phase 1
• Help central departments prepare for new and
  changed business processes
• Help central departments prepare for new and
  changed responsibilities
• Explain PeopleSoft terminology
• Communicate new business processes
• Prepare for system training

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Transition Workshops

• Results of Transition Workshops in Phase 1
• Help central departments prepare for new and
  changed business processes. Yes somewhat.
• Help central departments prepare for new and
  changed responsibilities. Yes somewhat.
• Explain PeopleSoft terminology. Yes
• Communicate new business processes. Yes, but did
  they hear us?
• Prepare for system training. Yes

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Transition Workshops

• Explaining the Somewhats
• Help central departments prepare for new and
  changed business processes and responsibilities
• Explained the changes in workflow
• Expected departments to make adjustments
• One Campus made adjustments and was very
  successful by adjusting business processes to fit
  the system
• One Campus was fairly successful, but could have
  done better
• One Campus didnt heed many warnings, insisted
  the application completely fit their business
  processes instead of adjusting processes to fit
  the system better

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So how can we improve?

• Transition workshops were helpful, but we needed
  more
• Dig in deeper to understand the changes
• Verify they understand the changes and have
  adjusted business, forms, and personnel to handle
  the changes

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Business Process Workshops
Business Process Workshops (BPWs)
PeopleSoft SA Training
Functioning PeopleSoft SA
Successful use of the PeopleSoft SA

• The PeopleSoft SA will bring technology changes.
  System training will help prepare for these
  changes.
• The PeopleSoft SA will also bring non-technology
  changes to day-to-day business processes. BPWs
  will help prepare for these changes.

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Business Process Workshops

• One method of achieving Campus Readiness goals is
  through Business Process Workshops (BPWs). BPWs
  will
• Demonstrate new and changed business processes to
  central departments
• Identify new responsibilities that are a result
  of new and changed business processes
• Explain PeopleSoft SA terminology
• Identify actions departments can take now to
  prepare for new and changed business processes
  when the PeopleSoft SA is implemented

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What Do You Mean Business Process?

• Business processes are the way work flows
• through a department, including
• The individuals involved
• Paperwork/forms required
• Length of time to complete a task
• Communications
• Reports and Queries
• It will be necessary to adjust some business
  processes to make the PeopleSoft SA work in your
  department.

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BPW Development

• How are the materials for the BPWs being
  developed?
• Subject Matter Experts (SMEs) from the
  Registrars, Bursars, and Financial Aid offices
  have been working with the Project ISIS team to
  create business process flows. These flows show
  how we have decided to do business once
  PeopleSoft SA is implemented.
• SMEs approve and sign off on these business
  process flows
• These business process flows are the input used
  to create the BPWs

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Business Process Workshops

• Take Current As Is documents, General Designs,
  To Be documents to create Business Process
  flows
• Business process flows emphasize the steps and
  changes in the way work flows outside the system
  and training will deal with changes inside the
  system

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BPW Content

• Each BPW will contain the following sections
• BPW ObjectivesGoals of the BPW
• TerminologyMapping of current terms to ISIS
  Application terms
• Major changesDescription of major business
  process changes
• Business Process FlowsOutline of future business
  processes (see example on the next page)
• To DosActions the campus can take now to
  facilitate campus readiness (see example on the
  next page)

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BPW Development
Changing a Students Academic Program (College)
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BPW Responsibilities for Project Team

• The Project ISIS Team is responsible for the
  following
• Adapting campus SME-approved functional process
  flows to BPW process flows
• Working with Functional Team members and campus
  SMEs to understand business process changes
• Developing BPW materials
• Answering Questions
• Verifying To Dos are complete

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BPW Responsibilities on the Campus

• Identified UMass staff are responsible for the
  following
• Attending BPWs
• Communicating business process changes to
  co-workers not in attendance
• Socializing ISIS Application terminology
• Assigning To Dos
• Completing To Dos

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Targeted BPW Delivery Dates
Targeted BPW Delivery Dates

• Student Records Spring to Summer 2004
• Student Financials Spring to Summer 2004
• Financial Aid Summer 2004

Dates are subject to change
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Post-BPW Delivery
After BPWs have been completed, Campus Project
Managers will be responsible for ensuring staff
members have completed their assigned To
Dos. There will be regularly scheduled
assessment checks to gauge progress toward
completion of To Dos and to answer questions you
might have.
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Change Management Team

• Campus Readiness Brian Sullivan and Valerie
  Cunningham
• Sponsorship Brian Sullivan and Valerie
  Cunningham
• Communications Elaine Seidel and Valerie
  Cunningham
• Training Support Brian Sullivan and Aaron
  Smith
• End User Production Support Brian Sullivan and
  Valerie Cunningham
• Production Support Phase 1 Verena Lisinski

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Questions

• Brian Sullivan bsullivan_at_umassd.edu
• Change Management Co-Lead
• Verena Lisinski vlisinski_at_umassd.edu
• Phase 1 Module Lead and current Production
  Support