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Embracing Technology with Excellence 
Innovation, Collaboration and IntegrationChange
Management Process

• Ms. Jacqueline Dowdy, Associate Controller
  
  ImageNow Administrator
• Wednesday, June 19, 2013
• 345 pm - 500 pm

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The Cost of Paper

• 4 Trillion paper documents in the United States
• Growing at a rate of 22 per year!
• 90 of organizations memory exists on paper
• 90 of all documents handled each day are merely
  shuffled
• 19 - average number of times a document is
  copied
• Spend about 50 of your day looking for
  information
• Costs 20 to file one document
• Only spend 15 of your day reviewing the
  information once found
• 3 of all documents get Misfiled
• Costs 120 to find the misfiled docs
• 8 of all documents are Lost
• Spend more than 200 to reproduce one lost
  document
• Source

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Presentation Overview

• The Starting Point for Change
• Aligning the Project Initiative with the
  Universitys Strategic Goals
• ADKAR Model
• ImageNow Solution Administration
• Florida AM Universitys Change Management
  Process for ImageNow Implementation
• Workflow Performance Measurements

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Starting Point for Change

• Institutional Context
• Major shift in the organization affecting both
  people and processes that can take weeks or
  months to complete
• Starting Point for Change
• Who are we now?
• Where do we want to be?
• How are we going to get there?

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Identifying the Strategic Initiative

• Strategic Initiative 2 Enable excellence in
  University processes and procedures
• Situational Context
• In a rapidly changing information technology
  environment, FAMU must adapt and serve its
  stakeholders in a manner, which reflects its
  motto of Excellence with Caring. To achieve
  this goal, University processes must be effective
  and efficient reflecting an environment of
  change, innovation, accountability and
  transparency.

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Assessing University Goals

• Goal 2.1 Improve administrative processes
  throughout the University
• Strategy 2.1.1 Enhance and improve the
  assessment and evaluation system, which permits
  continuous improvement of administrative workflow
  processes
• Goal 2.2 Enhance and assess employees
  experiences
• Strategy 2.2.1 Enhance and improve the
  University assessment and evaluation system to
  include the employee experience.
• Goal 2.3 Enhance and improve accountability and
  communication processes
• Strategy 2.3.3 Improve customer relations in
  serving students.
• Goal 2.6 Develop a business process
  re-engineering initiative
• Strategy 2.6.1 Enhance and manage the
  Universitys business process re-engineering
  efforts

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ImageNow Administration

• Core Values
• Customer Service
• Collaboration
• Teamwork
• Training
• Relationship
• Goal Objective
• 80-100 Expansion of ImageNow
• The university will leverage the capabilities of
  ImageNow to enhance business processes, eliminate
  paper, increase integration with iRattler
  (PeopleSoft), and increase efficiencies within
  the areas of Human Resources, Travel, Accounts
  Payable, Admissions, Financial Aid, Registrar
  Office, and other departmental units. Utilize
  e-forms and digital signatures to eliminate
  manual processing and continue to expand ImageNow
  throughout the campus community.

• Mission
• Align with the strategic initiatives of the
  Universitys 2020 Vision with Courage to
  continuously increase operational efficiency,
  transparency, and accountability throughout the
  campus communitys departmental and
  administrative units.
• Vision
• To maintain the document management system and
  continue to increase efficiency of business
  processes within the administrative, auxiliary
  and academic units of the university through
  innovation, collaboration, integration and
  strategic planning.
•  

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THE IMAGENOW SOLUTION

• IMAGENOW BENEFITS
• Efficiency Cost Savings
• Streamlined business processes/workflow
• Electronic forms
• Eliminate paper and minimal front office work
• Faster processing high productivity
• Readily available information to multiple areas
• Integrates with Irattler (PeopleSoft) for
  automation of processes
• Electronic document retention
• Space savings and elimination of storage cost
• WebNow Access
• Electronic Signatures

• It is an enterprise content management (ECM)
  software product that integrates easily with
  iRattler to fuel operational efficiency
• STRATEGIC INITIATIVE INDICATIORS FOR IMAGENOW
• Enhancing Improving Administrative Processes
• Increase Operational Efficiency
• Project Management Business Process
  Re-engineering
• Performance Measurement/Return on Investment
  (ROI)
• Customer Service (Internal/External)
• Student Satisfaction

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ImageNow Implementations

• ImageNow Expansion
• Increase Combo Licenses to 150
• Increase scanning stations to 32 locations
• E-forms Development
• Future Implementations
• 17 Schools Colleges
• Graduate Admissions
• Library
• Title III
• Student Financial Services
• Facilities Planning
• Athletics

• First Go-Live in June 2009
• 100 Concurrent Combo Licenses (Client/Webnow)
• 7 Scanning Stations
• Current Implementations
• Human Resources
• Accounts Payable
• Travel
• Academic Affairs
• Sponsored Programs
• Budget Office
• Admissions Office
• Financial Aid
• Registrar Office

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History of ADKAR Model

• Jeff Hiatt is the president of Prosci Research
  and founder of the Change Management Learning
  Center
• The ADKAR model was first published by Prosci in
  1998

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Defining ADKAR People Dimension
A Awareness of the need for change Management communications Customer input Marketplace changes Ready-access to information
D Desire to participate and support the change Fear of job loss Discontent with current state Imminent negative consequence Enhanced job security Affiliation and sense of belonging Career advancement Acquisition of power or position Incentive or compensation Trust and respect for leadership Hope in future state
Enablers
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Defining ADKAR People Dimension
K Knowledge on how to change Training and education Information access Examples and role models
A Ability to implement required skills and behaviors Practice applying new skills for using new process and tolls Coaching Mentoring Remove of barriers
R Reinforcement to sustain the change Incentives and rewards Compensation changes Celebrations Personal recognition
Enablers
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The Power of ADKAR Business
Dimension

• The business dimension of change includes the
  typical project elements
• Business need or opportunity is identified
• Project is defined (scope and objectives)
• Business solution is designed (new processes,
  systems and organizational structure)
• New processes and systems are developed
• Solution is implemented into the organization

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ADKAR Dimension of Change
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Prosi Three Phase Change Management Process
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FAMUs Change Management Methodology

• ImageNow Project Management Strategy
• Leverage Existing Technology (ImageNow
  PeopleSoft)
• Organizational Readiness Preparing the
  university for change
• Organizational Design Redesigning the
  university to accommodate the change
• Business Process Re-engineering (BPR) Radical
  change to the process to improve efficiencies and
  effectiveness

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FAMUs Change Management Methodology

• ImageNow Project Management Strategy
• Training Preparing all stakeholders to work in
  the changed environment (i.e. job aids, training
  guides, workshops)
• Communication Communicating all aspects of
  change to stakeholders
• Continuous Improvement Constant review of
  processes
• Celebrate Successes Important for employee
  morale and production
• Performance Measurement measurement of change
  efficiency intended

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Organizational Design
Roles Responsibilities
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BPR Goals Metrics
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BPR E-Forms Process Goals
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BPR Assumptions
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BPR Foreign Travel Form
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Implementation Redesigned Workflow by Forms
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Training Business Processes,
Procedures Job Aids

• Scanning Station Procedures
• ImageNow Quickstart Navigational Guide
• Digital Signature
• Task Set-up
• WebNow
• Development of Internal ImageNow Business
  Processes

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Communication Plan

• Objectives
• Modes of Communication Workshops, newsletter,
  open labs, brochures, training
• To communicate the roles and responsibilities
• To communicate the schedule for Information
  Session Training
• To communicate the changes for document
  submission (fax, e-mail, e-forms)
• Target Audience
• Travel Office
• ASAP
• Departmental Reps
• Deans, Chairs, Directors
• Departmental Heads

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Continuous Improvements

• Constant review of processes
• Surveys
• Feedback from stakeholders
• Process owner recommendations
• Feedback from end users

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Celebrate Successes

• Project Team Celebration
• Happens when the overall project is completed
• Team lunch, party, snacks
• Process Owners Staff
• Happens at Go-Live and meeting departmental goals
  with the new process
• Mentoring and Coaching
• Compensation for additional responsibilities
• Reward accomplishments

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Workflow Performance Measurement

• Workflow (automates business process)
• Creating an electronic version of a piece of
  paper and storing it on a computer
• Improving timeliness of processing paperwork
• Monitoring document workflow through the various
  departments
• Establishing automated filing for easy retrieval
  of documents
• Performance measurement
• The process of collecting, analyzing and/or
  reporting information regarding the performance
  of the business process to see whether output are
  in line with what was intended or should have
  been achieved.

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Admissions Office

• Performance Improvements
• Speed applicant processing and decision making
• Improve student service, ensuring a greater
  likelihood of enrolling the best students
• Boost employee productivity and satisfaction
• Remove workflow bottlenecks and fuel operational
  efficiencies
• Reduce costs associated with storage, file
  creation and misplaced documents
• Protect student privacy

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Admissions Virtual Office
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Financial Aid Office

• With the ImageNow solution for financial aid
  awarding, the Financial Aid team can
• Streamline the collection of complete financial
  aid packets
• Simplify verification and speed award processing
• Improve student service and increase access to
  education
• Boost employee productivity and satisfaction
• Reduce costs associated with misplaced documents

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Registrars Office

• With Perceptive solutions for the Registrars
  office, the team can
• Retrieve records instantly from any location on
  or off campus
• Reclaim office space through physical storage
  elimination
• Improve student service and increase student
  retention
• Improve information sharing, security and control
• Boost employee productivity and satisfaction

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E-Forms Implementation

• E-forms BPR

• To implement E-forms that allow the campus
  community to complete forms on-line via iRattler
  portal or website.
• The elimination of paper forms will increase
  efficiency and promote faster processing
  throughout the university.

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