Northern State University Workflow Project Plan 1
Table of Contents Description Page(s): 1. Introduction... 3 2. Gathering Data a. Description of business process... 3 b. Diagram of workflow... 4-5 c. SWOT Analysis... 5-6 d. NSU Staff/Faculty perceptions about process... 6 3. Analyzing Data a. Communication... 6 b. Assigning Tasks... 7 c. Tracking Systems... 7 4. Recommendations a. Workflow Improvements... 8-10 i. Design Ticket System Access Database... 11 ii. Development Plans... 11 iii. Employee Job Descriptions... 11 2. Communicating Changes to University Relations Staff 12 3. Communicating Changes to Faculty/Staff... 12 b. Other Suggestions 1. Define Specific Job Descriptions (Example)... Appendix A 2. Design a Development Plan (Example)... Appendix B 3. Content for Distribution of Post Card... Appendix C 4. Workflow Meeting Agenda/Summary... Appendix D c. Communicate Successes and Improvements... 12 d. Final Procedures... 13 2
Introduction Northern State University of Relations Department has three different job functions including graphic design, web site design, and content editing. Information comes into the department various ways through written, verbal, and electronic formats. The purpose of this document is to analyze and create a standardized way of receiving, distributing, and monitoring the current workflow. Changing old habits of staff/faculty can be a tedious job. Gathering Data: Business Process The business process used by the University Relations Department is not clearly defined and understandable to NSU s staff/faculty. Communication between the department and the rest of the university needs to be improved. Each department has their own agenda and does not understand the number of requests received each day within the department. Current workflow allows the requestor to go directly to the processor with no tracking mechanism. Development of a tracking system would help improve the current workflow by tracking turnaround times and employee productivity. Creation of the ticket system will provide empowerment to the staff/faculty to check on the status of their ticket at any time. In return, this will free up additional time by not having to respond back to the requestor when looking for an up-date. 3
Gathering Data: Current Workflow Communication has been given to staff, faculty, and other community members about contacting the department directly through the manager. The manager of the department would like to know all the requests to control workflow. Continuously the staff, faculty, and other NSU community members go directly to employees of the division. The department is currently being contacted using three different types of communication: phone, e-mail, and personal conversations. Tracking all the requests via these three communication styles makes it very difficult to control. In essence it takes additional steps to complete the communication cycle within the department. The current workflow within the University Relations Department is displayed in Diagrams 1.1-1.4 below. Diagram 1.1 - Contacting the Department: Staff Faculty Other Graphic Designer Content Web Producer Diagram 1.2 - Content Distribution within the Department: Distribute Content Graphic Designer Content Web Producer Distribute Content 4
Diagram 1.3 Completed Task Response within Department: Task Completed Graphic Designer Content Web Producer Task Completed Diagram 1.4 - Diagram 1.4 Responses to Requestor: Staff Faculty Other Graphic Designer Content Web Producer Currently the workflow portrays confusion both to the requestor and individual working on the required task. The follow of communication is difficult to follow with limited structure. Gathering Data: SWOT Analysis of Current Workflow The SWOT Analysis takes a look at the following workflow structure and breaks it down into four separate categories: Strengths, Weaknesses, Opportunities, and Threats. It is important to analyze the current structure to see where improvements can be made. Strengths Completing Tasks High Level of Energy (both Staff and Management) Communication (between Staff and Management) Small Office 5
Weaknesses Organizational Structure Workflow Production Tracking Opportunities Unfilled Staff/Faculty Requests New Technologies New Concepts Threats Keeping up with Current Technologies Limited Budgets (in the future) Increasing Demands for Effectiveness Northern State University Relations Department can work towards the following weaknesses and possible threats in the future by analyzing the SWOT structure on an annual basis. Gathering Data: NSU Faculty/Staff Perceptions about Current Process It is important to understand the current perceptions about the necessary steps needed to be followed to complete a change on the current site, graphic design, and written content. Analyzing Data: Communication Communication within and outside of the department is one of the biggest challenges faced. No clear expectations are placed on the faculty/staff when requesting projects to be complete. Consequences are not forced upon the faculty/staff when requesting information the date before it needs to be completed. Projects are assigned to the processor at the last minute leaving little time to make improvements on the suggested product. A number of limited resources provide an overwhelming amount of tasks for each member of the University Relations Department. Improved communication can occur when forcing faculty/staff to follow procedures to get a requested task complete. In return, this will improve communication within the department allowing sufficient time to complete the task. 6
Analyzing Data: Assigning Tasks Tasks within the department are not getting assigned effectively across the group. Individuals are not aware of special tasks which need to be completed within a timely manner. It becomes a surprise to the processor, as they are required, to complete the task in a quick period of time. Another large problem with assigning tasks within the department is monitoring the turnaround time. How long does it take for the processor to complete the task? How many tasks can the processor handle at one time? What is the quality of work versus the task complete with a given deadline? These measures are not be accounted for each assignment given to the processor. Within the department this causes extra stress, overwhelming feeling, and the never ending unaccomplished work. It causes reduced morale and motivation within the team to get the required task completed. Analyzing Data: Tracking Systems University Relations Department uses one tracking system being used to monitor the progress of work, a white board. On the white board is a list of tasks which needs to be accomplished and is only visible to one person (the manager) at a time. Only one person is able to understand the big picture of all the required tasks which needs to be completed. By using this method, this reduces understanding of the department s goals and effectiveness at Northern State University. When the task is complete the information is either crossed out or erased from the board. Many surprises are given to the staff when information is forgotten limiting effective development time for the processor. If all the information was shared with the processor they could define a time management plan in their head when the following tasks are necessary to complete and in what order. 7
Recommendations Workflow Improvements It is important to set up structure within the workflow process. To eliminate confusion for both the requestor and assignee a ticket system can be implemented. See the Diagrams displaying improved workflow. Diagram 2.1 - Contacting the Department via Ticket System (Access Database): Staff Faculty Other Access Database Diagram 2.2 Reviews the Ticket and Assigns (Access Database): Access Database Assign Ticket Graphic Designer Content Web Producer 8
Diagram 2.3 Processor Views Assigned Ticket, Completes the Task, and Closes Ticket: Access Database Graphic Designer Content Web Producer Complete Task Close Ticket Diagram 2.4 Can Run Reports on Ticket System: Access Database Reports 9
Reports Include the Following: Number of Outstanding Tickets Per Processor Number of Tickets Closed Per Processor Number of Tickets Processed by Each Processor Average Turn-Around Time for Each Task Diagram 2.5, Staff, NSU Faculty, and Other s Can Review Status of Ticket at any Time: Staff Faculty Other Access Database By using the model presented above this will reduce the following: 1) Repeated inquires about the status of task requested to be completed. 2) E-Mail messages including: a. Requesting Task b. Assigning Task c. Completing Task 10
Microsoft Access Database Ticket Concept A ticket system is in process of being developed that will help track all incoming and completed tasks for each processor within the University Relations Department. The system will allow workflow for better workflow management and task ability assignments to be tracked. See Example provided below: Microsoft Access Ticket Concept Development Plans Each employee should have a development plan to help promote success and growth within the office. The employee should drive the plan by sharing own ideas and thoughts on what they want to improve. The guidance of the manager/supervisor is essential to help the employee develop reasonable goals (Appendix A). Employee Job Description Each employee should have a job description laying out specific tasks with expectations (Appendix B). The employee is able then to view the description on a daily basis using the documentation as a reminder of individual tasks, soft skills, and group tasks. Explain to the employee their specific task affects the group and overall group rating. This improves the moral of the employee, team, and manager. Morale is improved by understanding roles, specific direction, and team development. 11
Communication to University Relation Staff A monthly meeting has been set-up with the University Relation Staff members to get feedback about the current workflow process revisions. It is valuable to get input from each staff member about the process and how we can work together to improve the situation. This will help increase the morale in the department allowing each individual to contribute to the design. Importance of the buy-in effect is especially important from your own staff to improve work quality (See Appendix D Staff Meeting Results). Communication to Faculty/Staff University Relations will communicate to the faculty/staff in three separate waves to help allow time for them to understand the process changes. Described in each wave will be and explanation of the process change including reasons (who, what, where, why, and how) eliminating confusion. Wave 1 E-Mail Distribution of the process change (all staff) Wave 2 Post card distribution of the process change (all staff) - (Appendix C) Wave 3 Informational meeting of the process change (all staff) By applying the following concepts the information has a chance of reaching the staff in several ways including both verbally and in written format. Communication to Success/Improvements 12
Final Procedures 13
Appendix A Employee Job Description and Responsibilities (Sample) Job Description: Develop and maintain the university's external web environments; site development for various departments; develop and produce Web applications; training on Web use; and assist with project planning. Job Tasks: The following job tasks (1-4) will be rated according to the scale provided below. It is important to evaluate and provide feedback on a regular basis in regards to the current success rate of an individual. Rating Percentage Attained Description 1 90% and above Superior 2 85% and 89% Exceeding Expectations 3 80% and 84% Meeting Expectations 4 75% and 79% Needs Improvement 5 70% and below We Need to Talk Specific Job Tasks: Rating 1) Complete all web site content inquires within - 2 days 2) Complete all web site graphic inquires within - 5 days 3) Complete all web site structure redesign inquires within - 10 days 4) Percentage of inquiries completed within standard 14
The following job tasks (5-7) will be rated according to the scale provided below. It is important to evaluate and provide feedback on a regular basis in regards to the current success rate of an individual. Rating Percentage Attained Description 1 1 inquiry or less Superior 2 2 3 inquiries Exceeding Expectations 3 4 5 inquiries Meeting Expectations 4 6 7 inquiries Needs Improvement 5 8 or more inquires We Need to Talk Specific Job Tasks: Rating 5) Total number of inquiries pending 6) Total number of inquires pending less than 30 days 7) Total number of inquires older than 30 days Skills Overall Rating Soft Skills: The following job tasks (1-4) will be rated according to the scale provided below. It is important to evaluate and provide feedback on a regular basis in regards to the current success rate of an individual. Rating Description 1 Superior 2 Exceeding Expectations 3 Meeting Expectations 4 Needs Improvement 5 We Need to Talk Professionalism Skills: Rating 1) Employee communicates effectively with co-workers, staff, and faculty 2) Employee contributes during meetings 3) Employee is professional with staff (language, dress, and behaviors) 4) Employee displays leadership qualities Soft Skills Overall Rating 15
Group Tasks: The following job tasks (1-4) will be rated according to the scale provided below. It is important to evaluate and provide feedback on a regular basis in regards to the current success rate of an individual. Rating Percentage Attained Description 1 90% and above Superior 2 85% and above Exceeding Expectations 3 80% and above Meeting Expectations 4 75% and above Needs Improvement 5 70% and above We Need to Talk Specific Job Tasks: Rating 1) Percentage on inquires completed in standard 2) Percentage of graphic design inquiries completed within standard 3) Percentage of web site design inquiries completed within standard 4) Percentage of content inquiries completed within standard Group Tasks Overall Rating: Additional Comments: Overall Rating: Description Job Tasks Soft Skills Group Tasks Total Average: Rating 16
Sign-Off Please review your Job and Responsibilities once a month with your manger/supervisor. Employee Signature: Signature: Date: Date: 17
Appendix B Employee Development Plan (Sample) Part I. Background Information Use this section to capture your status in your current role and future career goals. This will form the foundation for setting your development goals. Name: Current Position: Date Started: Performance Summary (refer to your Performance Management forms and summarize): Career Goal(s): Areas of Strength (Knowledge, Skills, Competencies) Areas for Development 18
Part II. Planning for Your Development Goals Use this section to capture your developmental goal(s), steps to achieve that goal(s), time frames, potential obstacles and solutions, and how to tell when you have succeeded. Step 2: Development Goals Step 3: Action Steps Step 4: Date Step 5: Evaluation Sign-Off Please review your Career Development Plan once a month with your manger/supervisor. Employee Signature: Signature: Date: Date: 19
Appendix C Post Card: University Relations Department Procedure Change What? University Relations is implementing an order system that will enable us to better manage requests made to our department. This new ticket system will streamline content management, graphic design, and web site requests made to University Relations, while allowing the customer (you) to track progress on your projects. Who? All NSU Employees Where? Please visit the following folder location found on the server. When? Starting on January 1, 2009, all requests must be submitted using our new tracking system. Why? This new system was designed to help University Relations better serve our customers. 20
Appendix D Meeting #1 Agenda (Workflow Plan) Attendees: [Name] Date: Thursday, September 18, 2008 Time: 2:00 3:00 pm Location: [Name] 1) Share and review project plan and report 2) Database Structure a. Adding Ticket Fields b. Editing Ticket Fields 3) Feedback/Changes a. Workflow Diagrams b. Employee Development Plans c. Employee Job Descriptions 4) Task List for Next Meeting 21
Workflow Meeting #1 Summary (Was not sent via E-Mail) 1) Defined the necessary fields needed for the front of the ticket input system. a. Date b. Department c. Phone Number d. Account/Index e. Number of Copies f. Description of Requested Task g. Problem Area (Ticket Type) h. Severity i. Paper Type j. Completion Date k. Ticket Number l. Status m. Disclaimer 2) Work Flow Diagrams Adjustments Requested Diagram 2.2 Remove Out of the Loop: (Does not have time to review every request) Faculty/ Staff Request Access Database Assign Ticket Graphic Designer Content Web Producer 22
Nothing additional was requested for further improvement of the development plans and employee job descriptions. 3) Task List for Next Meeting a. [Name] i. Up-Date the fields represented in the Access Database input field ii. Up-Date the fields in the ticket status form iii. Develop content for the post card being distributed iv. Install the databases on each person s machine v. Design ticket status/editing forms b. [Name] i. Provide paper type for the database input form 23
Meeting #2 Agenda (Workflow Plan) Attendees: [Name] Date: Tuesday, October 14, 2008 Time: 10:00 11:00 am Location: [Name] 1) Review the revised project plan 2) Database Structure a. Adjusting drop down menus 3) Feedback/Changes a. Summary of plan 4) Review Additional Information (Closure to Plan) a. Distribute E-mail Messages b. Distribute Post Cards 24
Workflow Meeting #2 Summary (Was sent via E-Mail) 1) Changed the necessary information found in the drop down box for Problem Area. a. Web Design b. Graphic Design c. Photo Shoot d. Event Planning 2) Work Flow Diagrams Adjustments Requested by Brooke - (Shared the information with the group). Diagram 2.1 Add Back into the Loop Faculty/Staff Requests Approval Access Database Assign Ticket Graphic Designer Content Web Producer 3) Task List for Next Meeting a. [Name] i. Up-Date the fields in the ticket system for the Problem Area. 25
b. [Name] i. Create post cards for distribution to the faculty/staff announcing the new task management plan c. [Name] i. Create content for the mass e-mail message going out to faculty/staff 26