How can business process Re-engineering and
enhanced technology improve office efficiency?
James Kennedy
Sunapsis Conference
10/9/2013
IU South Bend
IU Northwest
Indiana UniversityPurdue University Fort Wayne
An Introduction to Indiana University
• Founded in 1820
• Eight campuses
• Over 500,000 graduates
• 110,000 current students
IU Kokomo
IU East
Indiana University-Purdue
University Indianapolis
• 19,000 full- and part-time faculty and staff
• $3.1 billion (USD) budget
IU Bloomington
IU Southeast
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Changing Technology
Process Change: Recording
BPR?
• What is BPR?
– Business Process Review
– Business Process Redesign
– Business Process Reengineering
Business Process Review
Business Process Redesign
• Process Design Guiding principles
– Keep the customer / end user in mind by being
effective, efficient, and customer service oriented
– Design for future flexibility and not for history
– Encourage process standardization where
possible
– Be efficient by eliminating process redundancies
(e.g., 7 levels of approval)
– Keep ‘handoffs’ to a minimum
– Maintain data and process integrity across
campuses
Business Process Redesign
• Objectives
– Document business processes
– Identify best practices
– Standardize back-office procedures
– Eliminate shadow systems
– Increase and disseminate process knowledge
– Achieve business process improvement
(through increased automation, system
utilization, application of best practices, etc.)
Business Process Redesign
• Step 1 – Organization and Planning
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Organize module project teams
Review documentation
Gathering all existing process documentation
Group related processes to create review synergies (one team,
with occasional substitutions, will work through multiple related
processes)
Have leaders identify process experts who will participate
Categorize all business processes Create a schedule for BPR in
conjunction with project timeline. Estimate time commitment
for leaders and participants
Determine the best location and method for sharing
documentation
Communicate with all stakeholders (leaders, participants,
campus leadership)
Business Process Redesign
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Step 2 – ‘As-Is’ Process Mapping
– Module Leads, Core Team, and Subject Matter Experts
– Start by reviewing the Business-Process Evaluation Form
together
– Creating a visual representation of the ‘as-is’ process at the
task level, showing flow of work and hand-offs, noting as
many exceptions and campus deviations as possible using
Visio, white board, butcher paper, etc.
– Identify inefficiencies and gaps in the process (pain points)
– Compile appropriate metrics for comparison to ‘to-be’
model
– Check in with student service councils and appropriate,
relevant staff from all campuses at this point to insure the
whole process has been comprehensively captured
Business Process Redesign
• Step 3 – ‘To-Be’ Process Design
– Module Leads, Core Team, and Subject Matter Experts
– Articulate the needs and expectations of ‘the customer’
– Redesign the process utilizing best practices, automation, etc.
• Map out the redesigned process, incorporating best practices and
brainstorming new ways to complete processes using campus experts
• Determine technology gaps to move into the new model
• Determine staff needed for the business process
• Identify implementation hurdles, dependencies
• Justify why the process should or should not (could/could not) be
moved prior to implementing the changes (i.e. moved before
development work is done?)
• Complete the BPR template, including visual representations, talking
points, and recommendations
Business Process Review
Student Services Initiative Project
IU South Bend
Indiana University
IU Northwest
Indiana UniversityPurdue University Fort Wayne
IU Kokomo
IU East
Indiana University-Purdue
University Indianapolis
IU Bloomington
IU Southeast
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Student Services Initiative Project
•Benchmark Project
•2010-11
•Phase 1: High Level Design
•Fall 2011
•Phase 2: University Feedback/Revision and Phase
3 Planning
•January and February 2012
•Phase 3: Detailed Design Implementation
•2012 and 2013
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Student Services Initiative
• 187 business processes reviewed in
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Admissions
Student Records
Financial Aid
Student Financials (Bursar)
System-wide support functions
• Security, training, production support
• Benefits of Business process review sessions
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Standardization
Efficiencies through process and technology
Remove silos
Focus on student issues vs. back office processing
Student Services Initiative
Lessons Learned
• Phase 1:
• Gaining Shareholder Support/Collaborating
• Clear understanding of the project and deliverables by all team members
• Culture/change management
• Communication
• Phase 2
• Presentations
• Buy-in: Why the project is important
• Standard responses
• Web site updates
• Phase 3:
• Managing Service Lines/Measuring
• Early moves of staff
• Training on business process review
• Morale Issues
• Keeping good people
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Objectives of Shared Services
Shared Services combines the best of a distributed, local model and a central model.
Centralized
• Centralized control
• Focus on efficiency
• Cost driven
Shared Services
• Shared control
• Balances responsiveness &
efficiency
• SLA driven
Shared Services achieves its objectives of efficiency
and responsiveness by:
• Eliminating redundancy through process and
technology standardization
• Consolidating and redesigning non-core support
functions into service centers
• Redesigning organization and responsibilities in
the local units
• Driving shared responsibility for results using twoway Service Level Agreements
Distributed/Local
• Distributed control
• Focus on responsiveness
• Location driven
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Future State Operating Model
Shared Services will provide cross-campus leadership for legislation, regulation, and
compliance, as well as back office processing. Local modules will focus on activities requiring
strategic decisions, or local knowledge or interaction.
Shared Services
Local Modules
• Manages module locally
• Acts as center of excellence for highly
skilled resources
• Performs transactional activities which
require local knowledge or significant
interaction with students, deans, faculty,
or campus
leadership
Student
Customer Service
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Provides leadership and advice for
legislation, regulation, and compliance
Provides leadership and expertise in
Student Services business processes
Performs cross campus back office
transactional processing
(One-Stop Shop)
• Campus based
• Performs strategic decision making and
integrated student centric campus-specific
services
• Combines Financial Aid, Registrar, and
possibly Bursar activities
• Very high touch
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IU Roadmap
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FLAGS Early Alert
Student Success Collaborative (EAB)
Student self-service
Degree maps
Career Planning
Student Activities
Technology Projects
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Student Services Initiative
Constituent Relationship Management
Business Intelligence
Online education
Financial Literacy
Compliance Requirements