Academic Affairs Provost s Office Business Model Analysis Project

Transcription

1 Academic Affairs Provost s Office Business Model Analysis Management Plan P a g e 1

2 Contents Management Plan Purpose Scope Deliverables Governance Roles and Responsibilities Staffing Plan Decision Making and Change Process Management Deliverables Monitoring and Control Communications Plan Assumptions P a g e 2

3 Purpose The primary goal of the Business Model Analysis project is to improve PSU s ability to use scenario analysis tools to analyze and understand the short- and long-term financial impacts of rethink PSU projects and their ability to integrate with existing systems and technology. This project emerged from the Online Learning Workgroup formed by ALT (Academic Leadership Team) to ensure the University's online learning programs meet accreditation standards and align with its mission, vision and values. Scope and Deliverables The project will build and/or refine tool(s) that enable users to understand the impact of existing and future degree programs (including online learning, hybrid learning, face-to-face learning, and/or competency-based learning) on the University s revenues and costs. The scenario analysis tool(s) will be suitable for the entire University and allow project leads and academic leadership (Academic Leadership Team, rethink leadership, department chairs, etc.) to consider different revenue (e.g. tuition and fee) strategies. The project will develop design criteria for the tool, which will include technical and functional requirements. Deliverables List and/or visualization of the design criteria for the tool organized in the following categories - viability (what is viable from a business/cost standpoint); desirability (what is desirable from a user standpoint); and feasibility (what is technologically feasible). Technical requirements Functional requirements, including a tool that can: Be used over a multi-year timeframe Estimate the revenue, resources and costs required to support students attracted to newly created degree programs, including the long-term costs of tenure-related faculty and the costs of retention efforts Incorporate varying tuition and fee structures Incorporate the extent to which new programs impact enrollment (and revenues, resources and costs) in existing programs Incorporate cost estimates for long-term support for faculty developing innovative programs Incorporate cost estimates for the technology needed to keep pace with program development Incorporate the degree to which a program integrates with existing systems and technology Incorporate students retention/persistence and graduation patterns Incorporate indirect costs A description of what it would take so that the new/revamped tool(s) will P a g e 3

4 connect with performance-based budgeting and enrollment management planning The project will assess the RCAT Planner tool in light of the above to determine if RCAT can be adjusted, or if other tool(s) are necessary. Deliverable Assessment of the RCAT planner to identify what functions are missing. The project will build a revised RCAT planner and/or new tools. Deliverables Revised RCAT planner and/or new scenario analysis tool(s) that meet the design criteria (including functional and technical requirements). Roll-out plan to ensure that the tool s roll-out is well-coordinated and well-communicated. Not in scope is application of the tool(s) to develop a tuition/fee strategy that optimizes enrollment and aligns with our comparator universities. This could be a project after completion of this project. P a g e 4

5 Governance Roles and Responsibilities Role/Assigned Parties Provost and Vice President for Academic Affairs Sona Andrews Vice Provost for Academic Innovation and Student Success Sukhwant Jhaj List of Responsibilities Executive leadership of project, including coordinating between multiple University units/divisions, and acting as a key champion for the work. Help to ensure resolution of any issues that arise in the project. Ultimate authority and responsibility for the project budget, timeline and scope Provide high level leadership for the entirety of the project including ensuring that project is in line with Office of Academic Affairs and University needs/goals Ensure resolution of conflicts or issues raised by the P a g e 5

6 Sponsor(s), Lead, Manager, and/or rethink Implementation Team Participate in decision making per the RAPID framework (below) Responsible for executive-level communication of the project Assure availability of essential project resources Sponsors Alan Finn, Associate Vice President for Budget and Finance, Finance & Administration Kathi Ketcheson, Director, Office of Institutional Research and Planning, President s Office Sukhwant Jhaj, Vice Provost for Academic Innovation and Student Success, Academic Affairs TBD, Vice Provost for Academic and Fiscal Planning, Academic Affairs rethink PSU Implementation Team Hans VanDerSchaaf, Senior Manager, Office of Academic Affairs Johannes De Gruyter, Director of Pedagogy & Platform, Office of Academic Innovation Randi Harris, Special Assistant to the Vice Provost for Academic Innovation and Student Success, Office of Academic Affairs Janelle Voegele, Director, Teaching, Learning and Assessment, Office of Academic Innovation Samad Hinton, Associate Participate in decision making per the RAPID framework (below) Responsible for executive-level communication of the project as applicable Responsible to ensure that project is in line with University and Unit needs/goals Assure availability of essential project resources Supports the Vice Provost For Academic Innovation and Student Success with the implementation of rethink PSU projects Participate in decision making per the RAPID framework (below) Act as a collection of champions for rethink PSU Provide support for executive-level communications Support resolution of issues P a g e 6

7 Director of Course and Program Design, Office of Academic Innovation Reagan Vincennes, Manager, Office of Academic Affairs Sarah Traxler, Manager, Office of Academic Affairs Molly Griffith, Associate Director, Office of Academic Innovation Lead Susan Klees, Special Assistant to the Vice President for Finance & Administration, Finance & Administration Manager Hans VanDerSchaaf, Senior Manager, Academic Affairs Lead the project Participate in decision making per the RAPID framework (below) Serve as central point of communication for the project, including serving as liaison to faculty Work with Manager and fiscal staff to manage the project s budget, helping to align project expenditures to achieve project outcomes Oversee day-to-day operations of the Team Co-manage key project documentation with Manager Ensure project objectives are being met, in collaboration with the Sponsors and Manager Mitigate issues & risks Support and execute project communications plan as defined Manage overall scope and schedule of the project Participate on the Steering Committee Participate in decision making per the RAPID framework (below), P a g e 7

8 including administering change requests Work with Lead and fiscal staff to manage the project s budget, helping to align project expenditures to achieve project outcomes Own project management plan, workplan, processes, and project documentation, including owning the application of the Management Framework Make sure there are clear communication paths between all identified project roles Coordinate work of Assistant and/or Coordinator Own and manage/co-manage key project documentation Work closely with Leadership to ensure project objectives are being met Mitigate issues and risks Coordinate project communications Coordinator Brandi Bergkvist, Coordinator, Office of Academic Affairs Team Support project documentation, including project management plan, workplan, status reports, project log, and other project documentation Provide meeting support, including scheduling and documentation Coordinate the logistics of signatures and approvals for wage letters, contracts, and other documentation used to engage PSU faculty and staff and external contractors in projects, through close collaboration with fiscal staff, Manager, Lead and Team Support execution of the project communications plan as defined Carry out and responsible for daily P a g e 8

9 Susan Klees, Special Assistant to the Vice President for Finance & Administration, Finance & Administration Andria Johnson, Assistant Budget Director, Budget, Finance & Administration Thuy Vu, Fiscal Officer, University Studies, Academic Affairs Alison Nimura, BI Team Manager, Office of Information Technology Fiscal staff Thuy Vu, Fiscal Officer, University Studies, Academic Affairs Other Stakeholders Kevin Reynolds, Vice President for Finance & Administration, Finance & Administration Faculty, particularly those who are leading rethink PSU projects Faculty Senate Budget project tasks Create/contribute to project deliverables as applicable Support requirements gathering process Contribute to creation and documentation of policies and procedures Serve as first line of defense in issue and risk mitigation Serve as liaisons and project champions to all project stakeholders Make final tool recommendation to Leadership Ensure that project expenditures are in line with University policies Document project expenditures Work with Lead and Manager to manage the project s budget, helping to align project expenditures to achieve project outcomes Provide monthly, and as requested, expenditure reports for projects Write wage letters, contracts, and other documentation for engaging PSU faculty and staff and external contractors in projects Make purchases on behalf of projects Participate in decision making per the RAPID framework (below) Be available to the Team to answer questions and provide feedback as needed Contribute to the requirements gathering process P a g e 9

10 Committee Fiscal officers within schools and colleges Academic Leadership Team Department Chairs Students Staffing Plan Name Role Percent Allocation to (FTE) Susan Klees Lead and Team member 15% Thuy Vu Team member 10% Andria Johnson Team member 10% Alison Nimura Team member 10% Hans VanDerSchaaf Manager 15% Decision Making and Change Process Decision making for projects will use the RAPID framework, developed by Bain & Company ( and as articulated in the table below. The RAPID acronym represents: Recommend (R) - Making a proposal on a key decision, gathering input, and providing data and analysis to make a sensible choice in a timely fashion. Consulting with input providers - hearing and incorporating their views, and winning their buy-in. Agree (A) - Negotiating a modified proposal with the recommender if they have concerns about the original proposal. Escalating unresolved issues to the decider if the A and R cannot resolve differences. Perform (P) - Executing a decision once it is made. Seeing that the decision is implemented properly and effectively. Input (I) - Providing relevant facts to the recommender that shed light on the proposal s feasibility and practical implications. Decide (D) - Serving as the single point of accountability. Bringing the decision to closure by resolving any impasse in the decision-making process. Committing the organization to implementing the decision. P a g e 10

11 The project change process will follow the RAPID framework as outlined below, including using Change Request Forms where indicated. As indicated by the P below, Managers will be responsible for managing and documenting the change process. RAPID decision making for rethink PSU curricular and Provost s Challenge project decisions Pro vos t Sponso rs Pro ject Tea m Lead Manager Fiscal Staff rethink Impleme ntation Team Vice Provost Change Request Form Required Dir., Pedagog y & Platform Sr. Manag er Other team memb ers -specific Design Criteria D I A R A No RCAT Planner - adjust or build new? Vendor selection (if applicable) I D I A R A No D I A R A No Pilot success I D I A R A No success D I A R A No Budget Changes of $5,001 or more to proposed use of funds that would move funding to another budget category (such as Personnel, Materials & Supplies, etc.) Allocating $5,001 or more of rethink contingency funds Changes of $5,000 or less to proposed use of funds that would move funding to another budget category (such as Personnel, Materials & Supplies, etc.) Allocating $5,000 or less of rethink contingency funds A R/P I A A I D Yes A R/P I A A I D Yes D R/P I I No A R/P I D A A I Yes Any changes related to D R/P I No P a g e 11

12 reallocation of funds within established budget categories Schedule Schedule changes that would increase the length of the project Schedule changes that would not increase the length of the project Changes that would impact the timing of a major project milestone Changes that would not impact the timing of a major project milestone I A R/P A A I D Yes D R/P No I A R/P A A I D Yes D R/P No Scope and Deliverables Changes that would significantly change a project s scope or deliverables Changes that would not significantly change a project s scope or deliverables Key Documentation I A R/P A A I D Yes D R/P No Other project documentation - Management Plan, Workplan, End-of- Report, Budget I A R/P I (for budg et) A A I D No Status Report A D /P I (when sensit ive risk or issue relate d to OAI) I (whe n sensi tive risk or issue ) No P a g e 12

13 Management Deliverables Management Plan Log Work Breakdown Structure (WBS) Workplan Status Reports Cross s Status Report Meeting Documents Detailed list of the variables that the tool(s) will include Technical Requirements for the tool(s) Sustainability Plan End-of- Report Monitoring and Control The Business Model Analysis project will utilize the following practices to support monitoring and controlling the project in an effort to continuously evaluate project health and its work toward meeting project deliverables. The practices will focus on controlling the project s scope, deliverables, schedule, risks or issues, and expenditures using and maintaining key project documentation, including the Workplan, Log, Management Plan, and expenditures as compared to the s Budget. Practices will include: Weekly/bi-weekly project team meetings Bi-weekly/monthly meetings between project lead and project manager Monthly expenditures reports status reports, including monthly status reports and the Cross-s Status Report Communications Plan Tool Purpose Audience Owner Distributor/ Channel Frequency P a g e 13

14 Status Report Provide status on project Sponsor(s) / Team / Other stakeholders Manager Manager / Monthly Meeting Docs Facilitate efficient meetings and project follow-through; capture notes Meeting Attendees Manager Manager / Ideally with in 24 hours after meeting Actions and issues follow-up Facilitate completing actions and resolving issues All Participants Manager/P roject Lead Manager / & Phone Calls As needed Cross s Status Report A roll-up of the individual status reports designated to communicate rethink PSU Program status Sponsor(s), Academic and University Leadership, Leads, teams Sr. Manager Vice Provost for Academic Innovation and Student Success / Twice per academic term Assumptions This project has explicit support from PSU executive leadership including the ongoing guidance, support and resources needed to keep the project moving forward within the time provided. The project lead and team have the time to accommodate this project in addition to their daily workload. The project seeks to fill a gap in institutional knowledge about the multi-year financial impacts of the development of new academic programs and financial impacts of existing programs, including those that are not specifically driven by Student Credit Hours. End Users, including faculty, Department Chairs, and administrators, have a need or desire for the benefits of this project and will utilize the tool(s) the project creates. P a g e 14