Transformation Management Office Rick Baniak November 16, 2018
Chief Transformation Officer (CTO) Responsibilities • Develop culture of transformation throughout University • Implement the Transformation Project Portfolio as identified by the President • Manage Transformation as a program; Vision, Alignment, Sequence, Accountability • Develop an operating rhythm among project leaders / university leadership team • Lead Project Unify for Student Success and Non-Labor Discretionary Spend 2
Transformation Project Portfolio Immediate Immediate Immediate Immediate Next Next Future Future 3
Transformation Project Portfolio Immediate Goals : Immediate • Common vision for change and future state Immediate • Communication/Fact-gathering with faculty & staff • Alignment among leadership team; all projects important, Immediate accepted, and have purpose Next • Projects prioritized by requirement and need date Next • Recognize interdependence ; effects of changes to a critical project will be reflected in all Future • Utilize program management best practices to manage Future the portfolio 4
Transformation Management Office TMO will operate with a minimal Lean Process Design staff; all joint appointments Projects will be completed using Project Management program leaders that are aligned CTO with current functional responsibility Financial Analysis Communication 5
Portfolio At A Glance Current Create a seamless student experience by streamlining business Project Unify Rick Baniak processes and aligning the student software systems Non-Labor Achieve a 25% savings from non-labor discretionary spend over five Rick Baniak Discretionary Spend years in order to reinvest in research and academics Next Generation Create and implement a new online business model and governance Steve Graham Online Improve quality and effectiveness of administrative services to reduce Administrative Ryan Rapp Transformation costs using integrated shared services where appropriate Next TBD TBD Next Future TBD Future TBD 6
Project Unify for Student Success Goal Project Unify • Create a seamless student experience by streamlining business processes and aligning the student software systems Non-Labor • Move toward an eventual single instance of our student information system Discretionary Spend Next Generation Online Administrative Transformation Next Next Future Future 7
Project Unify for Student Success Goal Project Unify • Create a seamless student experience by streamlining business processes and aligning the student software systems Non-Labor • Move toward an eventual single instance of our student information system Discretionary Spend Scope Next Generation Online • Develop aligned processes, standards and key academic dates • Define governance structure for decision-making in this domain Administrative Transformation • Provide common, efficient, and effective tools and services to better enable students, faculty and staff Next Next Future Future 8
Project Unify for Student Success Goal Project Unify • Create a seamless student experience by streamlining business processes and aligning the student software systems Non-Labor • Move toward an eventual single instance of our student information system Discretionary Spend Scope Next Generation Online • Develop aligned processes, standards and key academic dates • Define governance structure for decision-making in this domain Administrative Transformation • Provide common, efficient, and effective tools and services to better enable students, faculty and staff Next Deliverables • SIS ERP Future State Strategy Aug 2017 Next • Senior Leader processes complete Dec 2018 • Senior Leader processes implemented Mar 2019 Future • PeopleSoft v9.2 upgrade complete Mar 2019 • Additional SIS ERP Future State processes Sep 2019 Future • Alignment of Slate, Canvas, Starfish user experience Oct 2019 • Additional processes into PeopleSoft v9.2 Dec 2019 9
Project Unify for Student Success Project Unify Metrics (notional) • Total # of non-common apps Non-Labor • Schedule Completion Discretionary Spend • Burn-down to common processes Next Generation • Enrollment, retention and graduation rates Online Administrative Transformation Next Next Future Future 10
Project Unify for Student Success Project Unify Metrics (notional) • Total # of non-common apps Non-Labor • Schedule Completion Discretionary Spend • Burn-down to common processes Next Generation • Enrollment, retention and graduation rates Online Administrative Transformation Risks • University leadership teams alignment to vision Next • Resources and staffing; competing priorities Next Future Future 11
Project Unify for Student Success Project Unify Metrics (notional) • Total # of non-common apps Non-Labor • Schedule Completion Discretionary Spend • Pie chart of SIS ERP processes Next Generation • Enrollment, retention and graduation rates Online Administrative Transformation Risks • Campus Leadership alignment to vision Next • Resources and staffing; competing priorities Next Help Needed Future • None at this time Future 12
30 day plan • Identify leads for new projects and begin filling team rosters • Build out program decks - establish charters for all projects (Goal, Scope, Deliverables, Metrics, Risks, Help Needed) • Develop / implement operating rhythm(s) – alignment and performance management • Develop program and project dashboards • Initiate CTO communications • General deliverables as described 13
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Non-Labor Discretionary Spend Goal Project Unify • Achieve a 25% savings from non-labor discretionary spend over five years in Non-Labor order to reinvest in research and academics Discretionary Spend Next Generation Online Administrative Transformation Next Next Future Future 15
Non-Labor Discretionary Spend Goal Project Unify • Achieve a 25% savings from non-labor discretionary spend over five years in Non-Labor order to reinvest in research and academics Discretionary Spend Next Generation Online Scope Administrative • Analyze cost accounts currently identified as non-labor discretionary and Transformation identity those that have potential for reduction (travel, memberships, cellphone and data usage, utilities, etc.) Next • Identify actionable performance measures for each cost account Next Future Future 16
Non-Labor Discretionary Spend Goal Project Unify • Achieve a 25% savings from non-labor discretionary spend over five years in Non-Labor order to reinvest in research and academics Discretionary Spend Next Generation Online Scope Administrative • Analyze cost accounts currently identified as non-labor discretionary and Transformation identity those that have potential for reduction (travel, memberships, utilities, etc.) Next • Identify actionable performance measures for each cost account Next Deliverables • FY19/FY20 targets established and accepted Dec 18 Future • FY21-FY23 targets established Mar 19 Future • Targets integrated into five-year plans May 19 17
Non-Labor Discretionary Spend Project Unify Metrics (Notional) Non-Labor Discretionary Spend • Current Fiscal Year savings • Cumulative Savings Next Generation • Value of Reinvestment into Academics/Research Online Administrative Transformation Next Next Future Future 18
Non-Labor Discretionary Spend Project Unify Metrics (Notional) Non-Labor Discretionary Spend • Current Fiscal Year savings • Cumulative Savings Next Generation • Value of Reinvestment into Academics/Research Online Administrative Transformation Risks Next • None at this time Next Future Help Needed • None at this time Future 19
Next Generation Online Goal Project Unify • Create a new system-wide eLearning program that makes the University of Missouri the premier institution for Missouri for preparing adult learners for Non-Labor Discretionary Spend the workforce and positions the UM system to succeed in an increasingly competitive marketspace Next Generation Online Administrative Transformation Next Next Future Future 20
Next Generation Online Goal Project Unify • Create a new system-wide eLearning program that makes the University of Missouri the premier institution for Missouri for preparing adult learners for Non-Labor Discretionary Spend the workforce and positions the UM system to succeed in an increasingly competitive marketspace Next Generation Online Administrative Transformation Scope Next • Examine the existing programs strengths and weaknesses, assess the market for online learning, develop a revised comprehensive strategy that fosters Next collaboration among the UM Universities to create a premier online program. Future Future 21
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