Readers Respond: Campus Reengineering Projects: Making Administrative Processes More Effective with IT

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READERS RESPOND

Question: Has your IT organization engaged in any reengineering projects
on campus, i.e., looked at ways to make administrative processes more
effective and efficient and to incorporate information technology into
those operations?


We are currently involved in a Joint Application Development (JAD) to
develop an improved process and to determine system requirements for our
graduate student aid process.
     The current system calls for the preparation and distribution of an
eight-part form for graduate aid, which involves multiple steps and
multiple signatures. The current process does not feed an overall
financial aid repository for the campus, so reporting on all aid is
difficult if not impossible. The current process also does not provide
access to the set of folks needing specifics about graduate aid and
individuals. It is cumbersome, slow, and does not serve students well.
     We are very hopeful that this reengineering process will lead us to
an integrated solution that reduces staff effort and the number of steps
schools and colleges must follow, that streamlines the disbursement
function, and that provides access to information to help serve students
and to further planning purposes.
     The reengineering design process is utilizing our Systems
Development Methodology and employing principles of our Total Quality
effort. Our information systems goal for automating this new process
will be to use technology to innovate the process and then to
incorporate the new, "innovative" process into an integrated campus
student aid and payment information system.

Jill Tuer
Director, Information Systems and Services
University of Michigan
jill.tuer@um.cc.umich.edu



At the University of Alberta, the Computing and Network Services (CNS)
organization has started a project to improve the efficiency and
effectiveness of administrative processes. The project is being carried
out in three phases:

Phase I: Achieve a Common Understanding of the Current University
Business Functions
     Facilitated sessions with administrative and faculty staff have led
to business models for human resources, financial, and student systems.
University staff working in different departments had the opportunity to
understand the major business functions of the University. In coming
months, CNS will schedule facilitated sessions to formulate business
models for physical assets and academic data.

Phase II: Formulate a Direction Statement for Data Management at the
University of Alberta
     Facilitated sessions with senior University administration and
users will deal with:
* current data management industry trends and issues
* data management directions of other universities
* high-level characteristics of the available information technology
tools
* formulation of a high-level data management direction for the
University of Alberta

Phase III: Develop A University Information Plan
     Facilitated sessions with selected users will define data
management implementation issues and milestones. A University
information system plan will emerge. CNS will also evaluate, in
collaboration with selected clients, new data management technology
platforms. Following directions formulated in Phase II, CNS will
purchase a new platform in the fall/winter timeframe. New tools will
expedite manipulation of institutional data and will assist in removing
redundant business functions.
     Progress on this project will be reported at the CAUSE National
Conference in December during the presentation, "Computing Services
Planning, Downsizing, and Reorganization at the University of Alberta."

Monica Beltrametti
Director, Computing and Network Services
University of Alberta, Canada
mbeltram@vm.ucs.ualberta.ca



Virginia Tech is very much committed to the reengineering concept. A new
department, University Systems Analysis & Services (USAS), was set up
within the information systems area in early 1992 to specifically assist
University offices in anticipating change, recognizing opportunities,
and improving overall goals.
     Our principal approach is to first look at how an area is doing
business, then recommend (with alternatives) how business can be done
differently, and then determine the most appropriate technologies to get
the job done. In one situation we found that technology was not an
issue, and our recommendation focused on changes in management style and
processes (mostly the latter). We are still learning and trying to piece
together a lot of things, but the approach is being well received by the
administration.
     I think a key to implementing a reengineering concept is to have
the right mixture of people. You need people who are aggressive, and
people who will challenge the way things are done. One staff member
shared a book with me entitled, If It Ain't Broke, Break It! That is
very much the approach we are taking, and I think within a few months
there will be visible differences in the way some of our offices do
business.
     Yes, we are engaged in reengineering projects at Virginia Tech. The
ones that will have the biggest impact are in the area of human
resources (including position allocation, personnel, and payroll), and
financial aid. There are several smaller projects and more waiting on
the prioritized list. It is a fun experience and we are very excited
about the future and the reengineering efforts at our institution.

Wayne Donald
Manager, Administrative Systems Planning
Virginia Tech
awdcms@vtvm1.cc.vt.edu



Yale has developed an automated process for maintaining payroll and
human resource information to take advantage of the capabilities of
expert technology.
     In the past, a paper form originated in a department and passed
through several hands, where descriptive information was manually
translated into codes meaningful to the computer systems. These forms
next were sent to be keypunched and the data were loaded into the
system. The process could take up to several weeks depending on
potential delays along the way. Learning how to fill out the forms was a
chore and much effort was put into correcting errors in the data. Copies
of the forms were kept at various points along the way and often were
incomplete because of changes at the next step.
     Now the initiating department enters the same information into an
expert system where only relevant questions related to the type of
change being made are asked. (Contrast this with the paper form which
was designed to handle any and all options). Behind the scenes, rules in
the knowledge base translate these answers into the system codes and the
data feed directly into the system overnight. The overnight processing
allows us to develop audit trail information to provide complete and
consistent reporting, replacing the incomplete copies.
     Because of special authorization needs for certain types of
transactions, not all input can take this speedy route. However, the
system has eliminated about 50 percent of the previous forms and we are
chipping away at the remaining pieces.

Carol Woody
Project Manager, MIS
Yale University
cwoody@yaleads.ycc.yale.edu



The University of Pennsylvania has begun a business reengineering effort
cosponsored by the Vice Provost for Information Systems and Computing
and the Vice President for Finance. This process begins with "strategic
visioning" of technology utilization and corporate mission, and results
in structuring of business to meet future demands and objectives.
Therefore, the effort is a three-pronged approach which will:
     (1) develop an information architecture for Penn--including
principles, models, and standards for data, applications, technology,
and organization;
     (2) identify business requirements for a Financial Management
Information System based upon the redesign of the University's overall
financial management process;
     (3) based on the results of (1) and (2), develop a plan to acquire
an integrated suite of administrative applications over time.

Robin Beck, Applications Development
Janet Gordon, Associate Treasurer
Co-directors, Cornerstone Project
University of Pennsylvania
beck@a1.relay.upenn.edu
gordon@a1.relay.upenn.edu
Readers Respond: Campus Reengineering Projects: Making Administrative Processes More Effective with IT