Shared Services Initiative Kickoff Discussion Campus Visits - PowerPoint PPT Presentation

Shared Services Initiative Kickoff Discussion Campus Visits February – March 2017

3 Project Vision To create a shared services center that meets the core administrative needs of the community colleges, TCATs, and system office in a consistent, timely, and economical manner, thereby freeing up resources to support campus student success initiatives.

4 Guiding Principles As key discussions and decisions occur throughout the project, the team will refer to the following guiding principles to resolve conflicts: Core Principles Process Principles Student-Centric Accountable Standardized Secure Mission Oriented Transparent Simple Deliberate

5 Shared Service Center Timeline T oday Project Initiation 2005-2006 2013-2015 2015 2020 2022 Banner Business Huron Admin Shared Service SSC Funding Implementation Process Models Assessment Center Go-Live Repayment Ellucian implemented SIG lead the Business Huron was engaged in Using a cohort model, Two years after the Banner across the 13 Process Model Project 2015 to assess current TBR plans to launch SSC launch, the CCs, Community Colleges from 2013 - 2015 to administrative services the shared services TCATs, and System as well as the standardize select across TBR system center by 2020, with Office will begin the universities administrative and identified all institutions ten-year repayment of processes across the opportunities to operating in a MEP half the SSC 13 TBR Community consolidate all ERP environment implementation costs Colleges systems and create a shared services center for certain functions

6 Upcoming Project Deliverables Over the next several months, the project team is working diligently to complete the following deliverables with your assistance: • Project work teams • Ongoing funding model • Shared Services Center approach • Business process analysis • Detailed timeline

7 Implementation Partners TBR is working with a number of implementation partners throughout this initiative: • TBR is sponsoring this project at • Create program management • Support the Shared Services • Provide full-time subject matter the system level and providing infrastructure needs: governance, initiative with: expert support for software leadership throughout communication plan, management • Business Process solutions tools, etc. Analysis (BPA) • The System Office will • Org Design • Evaluate current Community coordinate amongst the different • Support the Shared Services • Talent Management College customizations institutions and leverage existing initiative moving forward in a • Change Management resources throughout program management role • Client Implementation • Support the Shared Services Support initiative • TBR institutions will provide the • Currently engaged with TBR on subject matter expertise, process ‘Project Initiation’ prior to • Currently managing the TCAT backgrounds, and other critical launching the full SSC implementation of Banner institutional knowledge implementation Student, Financial Aid and Workflow

8 Program Management Office Huron will continue to support Huron T eam Members: the Shared Services initiative Matt Jones, Managing Director Merritt Neale, Director moving forward in a program Kim Sprankle, Director management role. Brian Korblick, Manager Nick Kozlov, Associate • Program Management Office (PMO): the program management office is responsible for the Critical Success Factors management of the multiple related Based on Huron’s experience on similar projects – SSC design, Banner engagements, we have identified the following implementation, process redesign – ‘Critical Success Factors’ for effective program with the intention of improving TBR’s management: organizational performance. 1. Transparency and communication 2. Holding stakeholders accountable 3. Issue and risk management

9 Project Initiation Project Charter Governance Model Deliverables T o support a smooth project kickoff, Huron has developed a number of project initiation deliverables: • Project Charter: provides a preliminary delineation of roles and responsibilities, outlines the project objectives, identifies the main stakeholders, and highlights the project’s guiding principles. • Governance Model: outlines the governance committees Executive charges, meeting frequencies, and reporting relationships, and Communications Plan Dashboard will ultimately identify specific individuals. • Executive Dashboard: highlights key project items on a weekly basis, including: Overall Status, Project Activity Summary, Risks/Issues, Decisions, etc. • Communications Plan: identifies key project communications as well as the audience, format, frequency, dates, sensitivities, and objectives among other items, while continuously being updated.

10 Business Process & SSC Design Strata Information Group (SIG) will SIG T eam Members: continue to support the Shared Emily Rudin, Project Director/AE Services initiative moving forward Henry Eimstad, SIG Project Sponsor John Pitzel, Project Manager with: Business Process Senior Consultant, Kari Blinn Shared Services Senior Consultant, Preston • Business Process Analysis Cameron • Organizational Design Banner Functional Consultants • Talent Management Critical Success Factors Executive leadership and support • Change Management • Collaboration and timely access with • Community College staff • SSC Implementation Support Trust • Effective Change Management • Phased implementation approach •

11 SIG Engagement Build and Optimize Validate •BPA Sessions •Validation of SW configuration and •Data and Security Model •Assist with system testing •After Action Review data/security •Define Success Metrics to validate system •Optimize requirements requirements •Banner Configuration Recommendation •Testing & Training Requirements •Execute Talent •Go-Live Support Management Plan •SSC Organizational activities for this phase Design & Strategy •Execute Talent Management Plan •Execute Change •Roles & Responsibilities activities for this phase Management Plan •Talent Management Plan activities for this phase •Execute Change •Change Management Plan Management Plan •Assess Metrics activities for this phase •Assess Metrics Design Implement

12 Solution Implementation Ellucian will be working closely with Ellucian T eam Members: all project stakeholders to provide the Marsha Lala, Project Director following support: Nancy Hughes, Ellucian Delivery Director Dave Harvey, Project Sponsor • A single Banner instance with student data Bernadette Gratton, T echnical Architect in a MEP environment Ellucian Functional and T echnical Consultants • Installation of Ellucian software • Support role for Business Process and COA definition Critical Success Factors • Configuration delivery for all of the Timely decision making • software solutions Proactive communications • Effective Change Management • • Data Migration support • Support deployment activities

13 What is “MEP?” • Multi-Entity Processing (Oracle/Ellucian terminology) refers to the Ellucian process using Oracle VPD (Virtual Private Database) functionality to restrict access to tables based upon an institution code • MEP allows multiple institutions to share one Banner database instead of creating a database for each entity • Benefits: • allows for sharing of components for greater efficiency and data integrity • minimizes database-related costs • enables a proactive account management approach by centralizing and consolidating multiple databases into a single database

14 Next Steps The immediate activities for each project team are identified below: • Finalize working teams for • Continue developing Project • Develop SIG’s project plan • Participate in the project project governance Initiation deliverables planning activities and align • Request selected staff the Ellucian team to support • Identify cohorts for • Continue meeting with members to attend the the project schedule staggered timing of shared Community Colleges and Business Process Workshops services go-live TCATS • Collaborate with TBR IT to • Request information prepare the solution • Confirm key decisions prior • Incorporate feedback from environment to business process modeling meetings into presentations • Begin interviews with on-site and deliverables functional areas • Support the Business Process • Launch initiative website and activities capture FAQs • Begin BPA