Process Improvement Center of Excellence Service Proposal Recommendation. Operational Oversight Committee Report Submission

Transcription

1 Prcess Imprvement Center f Excellence Service Prpsal Recmmendatin Operatinal Oversight Cmmittee Reprt Submissin INTRODUCTION This Prpsal prvides initial infrmatin regarding a pssible additin t a service. This prcess is being initiated as the prpsal likely will require: : 1. New budgetary alltments and cmmitments; initially nn-recurring resurces in supprt f a pilt prject 2. Increase, r re-fcus, in persnnel; Service Prpsal Overview Spnsr/Owner IT Operatinal Oversight Cmmittee (Prcess Reengineering Subcmmittee) David Carmichael Mary Catherine Gaisbauer Pamela Hrne Julie Kercher-Updike Descriptin f Service Custmer Impact Impact n IT Staff (Increase/Reductin) Prcess Imprvement Center f Excellence Prpse using the LEAN methdlgy t perfrm business prcess redesign t assist ur custmers with their gal f accmplishing business prcess redesign in an efficient, successful and repeatable manner N direct impact Majr Stakehlders Business prcess wners Business prcess custmers IT University gvernance cmmittees Partners: VP IT Other VP ITOOC Business Prcess Redesign Cmmittee Cmpletin Date Estimate 9 mnths Page 1 Template name: 4.0 Service Prpsal Recmmendatin Template.dcx Template Rev. Date: 3/17/2011 File name: 4 0 Service Prpsal Recmmendatin Prcess Reengineering.CLEAN edit.dcx Dcument Rev. Date: 3/17/2011

2 Prcess Imprvement Center f Excellence Service Prpsal Recmmendatin Operatinal Oversight Cmmittee Reprt Submissin Relatinship t strategic plan r initiatives One f the key principles in the Campus Infrmatin Technlgy Plan is t identify pprtunities fr increasing ur peratinal efficiency. Bth the Business Services and Student Services Strategic Plans further cmmit t this principle by establishing gals t imprve service delivery. Our prpsed service, Prcess Imprvement Center f Excellence, will psitin these administrative units Business Services, Student Services, and Infrmatin Technlgy t cllabratively wrk tgether t achieve these strategic gals while adhering t the fllwing additinal principles in the Campus Infrmatin Technlgy Plan: Units have unique attributes and characteristics, s the apprach shuld be respnsive t thse differences; Cntributins t peratinal efficiencies shuld be recgnized (n disincentives fr psitive cntributins); Units will share respnsibility fr enterprise effectiveness and lcal effectiveness; There will be a clear link t the strategic plan; Service Objectives Our prpsal is t hire Purdue University s Technical Assistance Prgram (TAP) t teach key representatives frm Business Services, Student Services, and Infrmatin Technlgy the LEAN methdlgy and facilitate the redesign f 3 prcesses 2 quick wins and 1 large prject. The fllwing prcesses are pssible pprtunities with the final selectin t be cnfirmed with affected areas: 1. Student Services Quick Win a. Nn degree undergraduate admissins applicatin b. Change f Degree Objective prcess c. Private Schlarship Award 2. Business Services Quick Win a. Persnal Payments b. Prperty Frms 3. Large Prject a. Travel b. PARs Page 2 Template name: 4.0 Service Prpsal Recmmendatin Template.dcx Template Rev. Date: 3/17/2011 File name: 4 0 Service Prpsal Recmmendatin Prcess Reengineering.CLEAN edit.dcx Dcument Rev. Date: 3/17/2011

3 Prcess Imprvement Center f Excellence Service Prpsal Recmmendatin Operatinal Oversight Cmmittee Reprt Submissin Key Requirements (fr new r changed service) r Service Usage Metrics (fr discntinuance) 1. The Business Prcess Redesign Cmmittee will versee the pilt and at its cnclusin determine whether the pilt was successful 2. The cmmittee will wrk with the affected areas t identify the final selected prjects a. Will identify and engage a cmbinatin f current staff t prvide the prject experts (knwledge transfer) b. Will engage the TAP cnsultants c. Will identify the cmplete prject team and ther participants fr the TAP wrkshps i. The affected areas will prvide the ther prject team members (subject matter experts) d. Will utline the timeline fr each prject 3. The cmmittee will tuch base and evaluate the prgress f the pilt n a regular basis 4. At the end f the 2 small prjects, the cmmittee will decide if the large prject shuld be launched using the measurement criteria detailed in the fllwing step (#5) 5. At the end f 9 mnths, the cmmittee will cnduct a final analysis f the pilt s success, including: a. Capturing the cst f the prcess redesign b. Cnducting the fllwing custmer satisfactin survey: i. Better redesign prcess ii. iii. Apprpriateness f peple invlved Whether they have the knwledge t d again 1. Wuld it require cntinuing supprt frm the TAP r ther cnsultants iv. Realizatin f business case supprting business redesign v. Timely cmpletin f prject vi. N cmmunicatin errrs/ unhandled change management snafus 6. If the pilt is successful, then the Cmmittee will prpse a mdel fr n-ging service; the lng-term mdel will address: a. Dedicated ffice staff r cmmittee wh are experts in prcess redesign t act as cnsultants b. Cntinuing use f TAP r ther cnsultants c. Prcess t identify and priritize future prjects Page 3 Template name: 4.0 Service Prpsal Recmmendatin Template.dcx Template Rev. Date: 3/17/2011 File name: 4 0 Service Prpsal Recmmendatin Prcess Reengineering.CLEAN edit.dcx Dcument Rev. Date: 3/17/2011

4 Prcess Imprvement Center f Excellence Service Prpsal Recmmendatin Operatinal Oversight Cmmittee Reprt Submissin Justificatin (If prpsing discntinuance, describe alternatives t service.) The University has multiple examples where we d nt have efficient and value-added business prcesses as well as multiple examples where we have failed t efficiently redesign prcesses. One f the cntributing factrs t the business prcess redesign failures is that staff d nt have the required skill set. In additin, we believe further justificatin fr this new service include: Mre likely nt t autmate current prcesses (where ineffective) but encurage and empwer business areas t create better prcesses Including questining plicies Identifying values f peple being invlved Balancing internal cntrl with best practices Bth Student and Business Services have an immediate sense f urgency - Biennial FY11-13 prpsed budget reductins are dependent n the redesign & autmatin f certain business prcesses Cntinuing grwth f business transactins (e.g., student enrllment/aid, spnsred research) withut available additinal resurces t cntinue t supprt business using the existing prcess Overall resurce cnstraints and limitatins makes it necessary t ensure that staff are fcused n the mst value-added activities hwever certain administrative tasks are necessary t the University's existence Cmpliance and regulatry envirnment is expanding University's bligatins Mre peers have been successful with a defined methdlgy and dedicated supprt staff fr prcess redesign key characteristics f peer methdlgy include: Cnsistent methdlgy Organizatinal change management Cnsistent cmmunicatin Ensures stakehlder invlvement Cnsistent ROIs Creative slutins Page 4 Template name: 4.0 Service Prpsal Recmmendatin Template.dcx Template Rev. Date: 3/17/2011 File name: 4 0 Service Prpsal Recmmendatin Prcess Reengineering.CLEAN edit.dcx Dcument Rev. Date: 3/17/2011

5 Prcess Imprvement Center f Excellence Service Prpsal Recmmendatin Operatinal Oversight Cmmittee Reprt Submissin Hlistic balance f benefits, csts & risks Implementatin Timetable 9 mnth t redesign the 3 prjects: Student small prject 1 t 3 mnth in duratin Business small prject 1 t 3 mnth in duratin Business large prject the prject planning and business prcess redesign 3 t 6 mnth in duratin; the actual implementatin f the new prcess will be apprximately 1 year but the new service will be deplyed t key users befre the end f the 9 th mnth Once the pilt is imprved, the cmmittee will need n mre than 1 mnth t finalize the prject selectin and engage the TAP cnsultants and ther prject team members. Initial Risk Assessments There is a risk that the LEAN methdlgy des nt prve effective fr all prcess redesign needed by the University and that the University shuld deply anther type f methdlgy, such as Six Sigma, in additin t r instead f LEAN. Page 5 Template name: 4.0 Service Prpsal Recmmendatin Template.dcx Template Rev. Date: 3/17/2011 File name: 4 0 Service Prpsal Recmmendatin Prcess Reengineering.CLEAN edit.dcx Dcument Rev. Date: 3/17/2011