This is not an IT Project – It’s About Business Transformation
SIGUCCS – November 12, 2015
Introduction
•
•
•
•
Overview – What’s Changing & Why
Transforming Our Business
Timelines
Organizational Change Management Approach
• Overview of OCM & Roadmap
• Change Preparation
• Communications
• Training
• Lessons Learned
• The Final Stage
About Seneca
Our People
 Number of Employees = 4569
• Administrators: 225
• Faculty: 667
• Support Staff: 605
• Contract Faculty: 1682
• Contract Support: 1347
• Contract Admin: 45
 College President: David Agnew, Seneca’s 5th president on July 1, 2009
 3 Vice Presidents: Academic, Finance & Administration, External
 Seneca has been voted one of Greater Toronto’s Top 2016 Employers….7
years and counting
Seneca – Core Values & Strategic Objectives
Our Values:
Our Strategic Objectives:
• Excellence
• Great Teaching & Learning
• Innovation
• Great Student Experiences
• Community
• Great Foundations
• Diversity
Seneca’s Key Indicators – No. 6
Context for the Change
• A declining Canadian population (specifically 18-21 year-olds)
• Cuts in government funding
• Increased mobility and educational choices for students
• Internal administrative computing systems that do not provide the flexibility
or functionality that is required to support ever changing demands and are
not person-centric in design and delivery.
• External facing systems have non-integrated user interfaces
• Low rating on student satisfaction surveys e.g. Ontario Colleges KPI report
Seneca’s Legacy System
• Seneca’s legacy system – 30+ years old
• Rigid computing systems
• Not streamlined
• Not integrated
Seneca’s Needs
•
Transformation experience
• Holistic approach to this initiative in order to improve:
 work processes
 business practices
 how Seneca serves their students
•
Replace aged legacy systems
•
Substitute siloed technology by integrated application suite
•
Transform processes that are technology centred to people centric processes
•
Methods and tools focused on higher education
•
A complete team – acting “as one”
• Functional and technical, change, security and controls
Initial Business Scope
Student
•
•
•
•
•
•
•
•
•
•
Academic Advisement
Admissions
Transfer credits
Student Records
Financial Aid
Campus Self-Service
Campus Community
Recruiting and
Prospecting (CRM)
Operational Reporting
Integration to existing
applications that are
not being
removed/made
redundant as part of the
scope of this project
(This is not a module
but is in scope)
Finance










General Ledger
Accounts Payable
Purchase Order
Travel & Expenses
Accounts Receivable
Billing
Project Costing
Cash Management
Asset Management
Maintenance
Management
NOTE:
•
Commitment
Control will be
implemented across
all modules
•
Reporting is setup
across all modules
•
Integration to
applications that are
not being made
redundant will be set
up as needed
Budgeting



Planning Plus
Public Sector
Planning and
Budgeting
Integration to
existing applications
that are not being
removed/made
redundant as part of
the scope of this
project
HR/Payroll











Recruiting
Core HR
Base Benefits
Time and Labour
Payroll
Performance
Management
Employee Self
Service
Manager Self
Service
Operational
reporting
Absence
Management
Integration to
existing applications
and outside
agencies that are
not being
removed/made
redundant as part of
the scope of this
project
What is i3?
i3 is a modernization of Seneca’s Faculty, Student and Employee experiences
i3 replaced ARIES and SIRIS with the PeopleSoft suite of services
i3 is delivering better information to guide College planning
i3 did NOT replace Blackboard and other classroom tools and technologies
Why we wanted to change:
We want to be at the cutting edge of efficiency
and processes. We want to do things as
efficiently as, if not better than, any other
college in the country.
Why we had to change:
We needed to keep up with the many changes
occurring within:
 The competitive landscape
 The needs of our students
 The Ontario education system
Who was involved? – Project Team
i3 included over 150 people at its peak. The Program Management Committee, with representation
from across Seneca, was a key part of project governance. Advisory Committees for each project
stream and Subject Matter Experts (who participate in project workshops) provided valuable expertise
from their Seneca experience.
Tactical:
Moderate
Operationa
l: Minor
Decision Making - Impact
Strategic:
Major
Senior Executive Committee
Legend
Program Management Committee
Primarily
Governance
Primarily Delivery
Project Core Team
ITS Directors Committee
Technical Team
Student Committee
Student Team
HR Committee
HR Team
Finance Committee
Finance Team
CRM Committee
CRM Team
OCM Committee
OCM Team
Advisory Committees
Implementation Teams
Supporting
SMEs
Change
Champions
&
Extended
Support
Network
Who was Involved? Our Stakeholders
Was not just the project team. The project belonged to all of
Students
i3 Project
Team
End Users
Executive &
College Leaders
SMEs
Community
Partners
Prospective
Students
Faculty
Process
Owners
Benefits
Stakeholder Benefits
Stakeholders
Major Benefits
Students
•
•
•
•
Perform a “What-If” Analysis
Email their Advisor directly using the Student Center
View their grades
View academic information
Faculty
•
•
•
View their class lists
Submit student grades
View their exam schedules
Advisors
•
Can see what the student sees through the Advisor
Center
Email students using the Advisor Center
Better communications to students
•
•
2011-2013
Better integration
More information
A Leader in innovation
Student System ‘Go Live’
To Date
How



• By replacing our
current ARIES system
(including SIRIS) with
PeopleSoft
A great place to learn and work
A leading Ontario college that offers
an exceptional student experience
An organization focused on change
and innovation
More Info
• senecacollege.ca/i3
• i3.project@
senecacollege.ca
Students, Faculty and Advisors
Key
Changes



Replacing SIRIS with new Student Center
Replacing Faculty Tools with new Faculty Center
Introducing the new Advisor Center

Training: Began in December, 2014 and goes until
April 2015
Communication Strategy
Webinars


Information
Innovation
March 2015
Student 2 and CRM
Potential
replacement
systems for ARIES
were evaluated,
resulting in the
decision to use the
PeopleSoft ERP
system.
The second part of the
Student system is the
biggest component of i3.
This ‘Go Live’ will be
focused on students and
faculty, and includes
transfer credits, student
records and enrolments,
and class schedules.
April 2014
Evaluation
• To be at the cutting
edge of efficiency
• To keep up with the
changing landscape
• To operate better than
any other college in
Canada

Support Available
June 2011
Why
Tomorrow
Who?
HR and Finance
April 2013
The HR and Finance
components of
PeopleSoft were the
first to ‘Go Live’.
October 2014
Student 1
Implementation
The two-year
implementation began
in with “Fit Gap”.
Hundreds of
employees were
involved with
determining what
Seneca’s new system
should look like.
Project Management
and Team
representation
from across
September 2014
Budgeting Tool
The budgeting tool was introduced
to allow for the performance of
planning, budgeting and
forecasting, including the
monitoring of financial
performance relative to the budget.
At the same time, the
Constituent Relationship
Management (CRM) system
will be introduced to help
manage our relationships
and communications with
prospective and current
students, alumni,
employees, and community
partners.
Integration
More information to guide
planning
Better tools for staff
Mobile access
Improved layout and
functionality
Self-service options
Modernized system infrastructure
STREAMS
500+ 275
120
Over
team members
March 2, 2015
The first part of the Student
system supports the
College’s core business. This
‘Go Live’ will move student
admissions to PeopleSoft.
Design Documents &
System Configuration
Workbooks
Processes
defined/re-designed
200
• By reviewing our
current practices
2015 and beyond
2014
Training Courses (Est.)
including online, self-led sessions
and extensive reference materials
Final ‘Go Live’ of the i3 Project, the Student system
Transforming our Business
Business Transformation
• A Business Transformation team was established to
ensure that the impacts of change resulting from the new
systems would be managed by the business after the i3
Project concluded.
• The team was made up of transformation leads and
drivers who would receive in-depth knowledge of the
Student system and be trained on the system to provide
tier 1 support after ‘Go Live’.
Business Transformation Leads
The Transformation Leads will:
• Receive in-depth, hands-on knowledge of the academic functionality of the
Student system
• Be commissioned with an Action List of processes and practices to examine
in their Faculties in preparation for ‘Go Live’
• Head a team of Business Transformation Drivers who will execute the Action
List within their Schools, down to the program level
• Be trained members of the Extended Support Network to provide Tier 1
support after ‘Go Live’
Business Transformation Drivers
The Transformation Drivers will:
• Receive in-depth, hands-on knowledge of the academic functionality of the
Student system
• Execute the Action List within their Schools and programs through program
staff and faculty working groups
• Be trained members of the Extended Support Network to provide Tier 1
support after ‘Go Live’
Weekly Reporting
• Example of Weekly Report to Program Management Committee
• Week Ending January 9, 2015
Category
Current
Status
Overall
Status
Previous
Status
Overview
Accomplishments
STU: SIT Cycle 2 is tracking steady and on schedule. Conducted
UAT planning sessions with business stakeholders. Completed SIT
and UAT for Pre-Admission Test application.
OCM: Drafted SWF and Financial Aid Training Content. Conducted
Webinar on Advisor Centre.
Tech: Delivered CRM development walkthrough. Completed
production support. Released CS R2a Cutover Plan.
CRM: Completed CS FullSync Academic integration. Planned and
delivered OLM training for Media Production and Communication.
Revised Training Approach and Train the Trainer Approach.
.
CRM
SPI
•
•
CRM
99
76
98
100
77
1.00
0.99
•
Business Controls
•
SIT Cycle 2
•
Remaining FOT
•
UAT Planning
•
Training Development and Delivery
CS R2 support resources. CR in progress
Tech/OCM/CS resource allocation CRs in progress
Decisions for PMC
Scope
•
CRM ‘go live’ date
Risks (Impact / Likelihood) & Key Issues
•
SIT schedule
•
0.99
•
CRM
Resource
STU R2
Critical
Path
98
STU
R2
Resource contention in the new year
•
•
STU
R2
Deliver
PV
Build
EV
Design
Schedule
Planned Activities
STU: Finish SIT Cycle 2 and launch UAT. Complete SIT for FCET
Website. Execute Mock Conversion 3. Complete Campus to PTC
integration testing.
OCM: Prepare Release 2 Training Environment. Receive signoff of
CRM Communication Plan. Conduct Webinars on Faculty Center and
Transcript overview.
Tech: Support CS R2 SIT and CRM Functional Object Testing.
Finalize CS R2c Cutover Plan
CRM: Finalize and test ExcelToCI templates. Continue Cutover
planning process. Conduct Functional Object Testing.
61
60
1.01
Design:
• Tech Specs signoff
• Interfaces and Data Migration Risk & Controls
• Train the Trainer and Training Environment
Approaches
Build
Functional Object and Configuration Unit Testing
SPI Legend
Legend
Project Metrics
Project Trends
EV: Earned Value %
PV: Planned Value %
Trending Up
(Improving)
Flat Trend
(Steady)
SPI: Schedule Performance Index
Trending Down
(Declining)
Project on
track
Deliverable at risk
Will miss due date
Enhanced SPI reporting and early warning
SPI
Project action
1.00+ to 1.00
Project tracking as planned
0.99 to 0.95
Project is operating within tolerance
0.94 to 0.90
Discuss project corrective actions with PMO
0.89 to 0.85
Discuss corrective actions with PMC
0.84 to 0.75
Active engagement with PMC on identification, analysis and corrective
actions
0.74 and lower
Governance decision required
Organizational Change Management (OCM)
Organizational Change Management Overview
A proactive, practical approach to managing the people side of change.
What OCM is:
Strategies, tools, and activities which will enable
the project to successfully manage the following
elements:
 Align leaders around a common vision
 Engage stakeholders to rally behind that
vision
 Assess and communicate how the vision will
impact people
 Identify the impacts of new business
processes that may be required
 Identify training or skill development that may
be required
Common
Vision
Training
Stakeholder
Engagement
OCM
Communication
New
Processes
What OCM is not:


A Project Management body
A mediator

The responsibility of one person or
department
Progress in the Commitment Curve
Individuals and stakeholder groups move through the change curve at their own pace
When assessing change readiness, we must be aware of where people (individuals or
groups) are along the change curve
Commitment and Morale


Senior Project
Leaders Team
Middle
Mgmt
Employees
Seneca Leaders and
Change Champions
“Walk the talk”
Time
Because employees get their answers to their ‘me’ issues last, senior leaders and project
members must manage from where the organization is, not from where they are.
OCM Activities Roadmap
2013
Q2-3
2014
Q4
J
F
M
FIN1-2, CS1A,
HR1A
A
M
J
BUD1
J
2015
A
S
O
BUD2, CS1B,
HR2
N
D
J
F
Stakeholder
Engagement
Change Agent
Network
Change Impact
Communications
Organizational
Alignment
Communication
Strategy
End User Training
Training
Project Team
Team Effectiveness
A
CS2, HR1B,
CRM1, (CRM2)
Leadership
Alignment
Change
Preparation
M
27
Change Preparation
Leadership Assessment
• 67 leaders were
analyzed to define level
of influence on the
project and impact that
the project will have on
them.
Leadership Involvement
• Individual plans to increase leadership
involvement
34%
61%
39%
Met (29)
Connected (49)
66%
Administrator Preparation Training Sessions
• Workshops to bring
awareness of the
changes to managers
and leaders across the
College
51% (109)
Readiness Assessment
• Identified opportunities and barriers to
address to promote the adoption of the
new processes and Oracle system
Change Champions
•
44 Change
Agents,
including 2
Faculty,
across all 10
campuses
Organizational Alignment
Change Impact Assessment, with strong support from PMO and Team Leads
• Provided a summary of the expected changes that would result from the implementation of PeopleSoft and how
those changes would affect Seneca employees, faculty, students, and other stakeholders
• Identified high-level impacts and degree of change by functional area to allow the OCM team to plan and target
critical areas
• Use of “ticket” system and consistent reporting of Change Impact Action Items improved visibility within the
Project Team
• Visibility helped to close pending actions and get the business ready for the ‘go live’
Change Impact Approach

What is a Change Impact?
• A change resulting from the i3 project that may influence the way end users of PeopleSoft and related systems, as
well as other stakeholder groups impacted by the change carry out daily activities.
• Impacts may include people changes, process changes or technology changes

What is a Change Impact Assessment?
• Provides a summary of the expected changes that may result from the implementation of PeopleSoft and how those
changes will affect Seneca employees, faculty, students, and other stakeholders
• Identifies change impact areas that should be addressed in order for the project to move forward effectively
• Identifies high-level impacts and degree of change by functional area to allow the OCM team to plan and target critical
areas

Why conduct a Change Impact Assessment?
• Identify changes to work activities, processes and jobs
• Enable targeted communications by population group (e.g., employees, faculty, students)
• Identify special training requirements needed to prepare end users for the change
• Help leadership guide people through the change, by understanding where the major changes will take place
• Provoke meaningful discussion with employees, faculty and students around the impacts of the change
• Identify key benefits and risks associated with change impacts to start building momentum within the organization
and begin preparing for change
• Provide a formal tracking mechanism for mitigating the identified impacts
Change Impact Categories



Change impacts will be categorized into three broad areas – process, technology and people
Changes identified in process and technology will ultimately inform the changes that will
impact end users and others (people)
Appropriate training, communication and/or change management activities will be developed
to target the high impact areas noted during the assessments
Process

Change in the way the
work gets done

Change in data sources
or inputs

Change in way users
access or obtain
information

Change in end-user tools
Change in reports or
outputs

Access to new
information

Change in the frequency
of the work

New or retired
systems/tools

Change in
communication or
interaction

Change impacting
stakeholders or vendors

People
Technology

New skills required to
perform a task

Tasks added to or
eliminated from a
position

Change in behavior

Change in number of
people required

Change in accountability
or reporting relationship

Change in location where
work is performed
Communications
Communication Strategy and Plan
Seneca I3 Project
Communication Strategy
Document ID: <doc id>
Creation Date: 2013-04-09
Last Updated: 2014-11-04
Version: 1.0
Status: Draft
Cutover
Messages
Welcome back
sessions
FAQs
All-Employee Email Updates
Elevator
Speech
Town Halls
Employees
Newsletter Posts
‘Go Live’
Package
Weekly
Webinars
Desk Drops
Project
Website
Videos
Posters
Roadshows
Extended Support Network (ESN)
• As a result of the lessons learned activity in ‘Go Live’ 1, the Change
Champion Network was re-shaped to ensure inclusion of the business in
testing and training for the launch of the Student system.
• The ESNs were formed to ensure that the business areas most affected by
the Student system implementation had representation in testing the system.
• Many ESNs became Subject Matter Experts in their home departments and
some became trainers
Communicating to Students
•
Over 100,000 students of Seneca College will be using the new Student Centre.
•
As a result of the large numbers of students, a separate communications strategy was
needed to ensure students were made aware of the change.
•
Utilized Digital Displays across the College notifying students of the change.
•
Advertised the change on the Student Blackboard website.
•
Created a separate website for students with training material and videos to assist
students in using the new Student Centre.
•
Prepared the Student Help Desk to deal with questions from students using the new
system.
Launch of New Student System
2
Training Strategy and Plan
Training Strategy and Plan
Online Training
Online Instructor
Led Training
Instructor Led Training
FAQs
s
Job Aids
Videos
User Guides
‘Go Live’ Prep
Sessions
Webinars
Information
Sessions
Knowledge Transfer Process
The Knowledge Transfer process outlined below illustrates the key steps involved in
completing the agreements.
1
2
Knowledge
Transfer Approach
Activities
 Develop
Knowledge
Transfer approach
 Present approach
to PMO and
review with
functional and
technical team
leads
3
Knowledge
Transfer Teams
 Identify Deloitte
and Seneca team
members who will
work together to
complete
knowledge
transfer activities
4
Knowledge
Transfer Elements
 Define knowledge
transfer elements
(capabilities to be
transferred) for
each team and
populate in the
checklist template
5
Knowledge
Transfer Progress
 Schedule
knowledge
transfer check
points
 Monitor
knowledge
transfer check
points to review
progress against
the Knowledge
Transfer
Agreement
Final Review
 Conduct a final
review to
complete the
knowledge
transfer evaluation
process
 Identify any
remaining gaps
that require action
Ongoing knowledge transfer through daily interaction with Deloitte team members
Team Effectiveness - Examples
Initial Training
Team Onboarding
Welcome /
Farewell
Messages
Seating
Management
Template 1 - Welcome
Template 2 - Farewell
Welcome to [name] to i3
[name] will be part
of the [stream]
We want to thank [name] for have
been part of i3 team who is rolling
off on [date]
Insert
picture
[name] has been part of the
[stream] and it has been an honor
to count him/her as part of our
project.
Her/his role in the project is
[complete]
A few fun facts about [name] are:
[complete]
We wish [name] all the best in
future endeavours.
Please join us in extending a warm
welcome to [name] to our team!
i3 Noticed Program
Team Postcard
Breakfast Meet & Greet
Offshore
Delivery
Approach
Milestones
Whiteboard
Project information
Word Cloud
Map of the journey
Project team information
We are here
Countdown
Weekly quote
30
days for go live
OCM Weekly Update to Program Management Committee
This Week (March 16 – March 20)
Day
Monday, March 16
Tuesday, March 17
Activities
•
Training Delivery – Faculty Centre (Markham – 2
Sessions)
•
Training Delivery – Faculty Centre (Newnham – 2
Sessions)
Wednesday, March 18 •
Thursday, March 19
Friday, March 20
Webinar – Entering Student Grades
•
Training Delivery – Faculty Centre (SY– 1
Session)
•
Training Delivery – Faculty Centre (King Campus
– 1 session and SY – 1 session)
Status
Project Closing Timeline
January 2015
February 2015
March 2015
SWF &
Scheduling
Ontario College
Admissions
Offer Date
January 26
February 1
March 2
Fall 2015
Applicants can
confirm
Alternate Offer
- Student, Faculty and
Advisor Center’s
- International Web
Application
- FCET Website
- Remaining Components
- Constituent Relationship
Management (CRM)
Preparations
for the Spring
2015 Semester
Lessons Learned
Lessons Learned from ‘Go Live’ R1
Going through the Lessons Learned exercise, a few key points stood out that
needed improvement for the next phases of the Project:
• Needed business ownership in transition planning and leadership alignment.
• Needed to incorporate future needs into organizational design.
• Include Change Champions in more extensive end user experience training.
Lessons Learned Approach – ‘Go Live’ R2
• Simplified the Approach
• One-on-One & Group Discussions
• Confidential
• Three Questions were asked:
1. What went well?
2. What didn’t go well?
3. What could we have done better?
Lessons Learned - What Went Well?
Governance
• Effective Governance
• Strong Senior Management Support
• Great Strategy Planning & Execution
• Growth of corporate awareness
• Diversity of leadership styles
Teams
• Effective team structure
• Cross team support and co-workers
appreciation
Tools and Methodology
• i3 project team fully engaged in the
solution
•
Approach to training development
• Empowerment of the team members
•
Coordination of the cutover and project planning
•
Effective project tracking and reporting
• Sense of accomplishment and common
goal
•
Well executed scope control
•
Effective prioritization of tasks and resource
allocation
•
Combined Technical and Functional teams Scrums
•
Highly effective Extended Support Network
• Great learning experience
• Lots of fun and laughter
Lessons Learned - Challenges?
1. Leadership and Ownership
2. Solutions and In-House Expertise
3. Expectations and User Experience Management
4. Transition to Operations
5. Housekeeping Improvements
The Final Stage
‘Go Live’ Decision
• In order to officially announce the decision to launch the final components of
the PeopleSoft suite of services, many factors took place to finalize the
decision.
• Daily status updates and reporting to the Program Management
Committee (PMC) to ensure the project was on track.
• A dedicated Project Management Office (PMO) in ensuring all items and
tasks in the Project Plan were completed on time and to mitigate any
potential risks.
• Daily cutover status reports outlining the percentage of completion on
tasks to prepare for changing over to the new system.
After Final ‘Go Live’
The job is not done!
• The Seneca ITS Service Desk continues to assist Faculty, Staff and
Students with any technical issues they may encounter.
• Faculty and Staff are continuing to be trained on how to use the new
systems.
• The Leadership and Employee Development (LED) department now
oversees the training and training material and continue to hold training
sessions.
• The transformation team is ensuring the business understands the
processes with the new system in place.
Business Transformation
1
Step
Proposed
Owner(s)
Description
Proposed
Outcome
Status
2
Develop initial
list of impacts
CS Team
Determine
Impacts
requiring
support
CS Team
3
Determine
responsibilities
Reference
Group
4
Agree on Impacts
requiring support
Working Groups
5
Develop action plans
Deans/ Academic
Advisory
6
7
Communication
Plan
Marketing
Execute action
plans
Schools, and
Business Units
•Review initial
list of
Change
Impacts
•Categorize
Impacts
•Create
working
groups
•Propose options
available to deal
with Changes
•The Deans Group/
academic Council
will be presented
with new process
options and
recommended policy
changes
•Develop and
distribute
change impact
communication
•Schools and
Business units
meet regularly to
execute/
evaluate action
plans
•Consolidate
and Group
change
impact
•List of
Impacts
requiring
additional
support
Identify
responsibilities
associated with
changes for
business
owners and
academic areas
•
•Time lines and work
schedules
determined to
implement changes
•Stakeholders
aware of
current and
upcoming
tasks
•Reference Group
Deans
Committee and
Academic
Council are
updated re
progress of
implementation
plans
Completed
Completed
Completed
Create
recommendatio
ns for options
to deal with
changes
In progress
Next Step
Upcoming
Upcoming
Transition from i3 to Product Management
i3 Program Management
Product Management
Board of Governors
Senior Executive Committee
Senior Executive Committee
VP, Finance and Administration
Program Management
Committee
Transition
Chief Information Officer
Enterprise Software
Committee
Program Management Office
Advisory Committees
Implementation
Teams
Product Advisory
Committee A
Product Advisory
Committee B
Product Advisory
Committee C
As of March 18, 2015
Project Roadmap
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
M3
M4
M5
M6
M7
M8
Jan
Feb Mar Apr May Jun
M9 M10 M11 M12 M13 M14 M15 M16 M17 M18 M19 M20 M21 M22 M23 M24 M25 M26 M27 M28 M29
General Ledger
Finance / Budgeting
Accounts Payable
Purchasing
Finance Release 1 & 2
Accounts Receivable
Billing
Budgeting Release
Asset Management
Project Costing
Student System
(Campus Solutions)
Release 1
Hyperion Release 1
Hyperion Release 2
Student System
(Campus Solutions)
Release 2a (including
SWF)
Campus Community
Academic Structure
Campus Solutions
Admissions
Transfer Credit
Student System
(Campus Solutions)
Release 2b
Records and Enrollment
Curriculum Management
Student Financials
Financial Aid
Academic Advisement
Student System
(Campus
Solutions) Release
2c
SWF
Core HR
Base Benefits
HR
Payroll
Time and Labour
Absence Management
HR Release 1
Marketing
CRM
Online Marketing
Event Management
Sales
CRM Release
Students who worked
On the i3 Project
158
Interfaces
95
Conversions
69
Enhancements 77
Web apps
10
Middleware
20
5
2
HCM OCM STU TECH
Went Live
- HR
- Finance
- Student
- MM
- Budget
- CRM
Grand Total 429
End Users attending
160+Instructor-Led
Training
20+ Training Sessions Completed
Including training for faculty and staff
Training
The project spanned more than
Project TEAM STREAMS
Representation
from across
Communications
4 Years
At Project
Peak - Over
140
Team members
Extended Support Network (ESN)
members
44
CUT OVER PLAN
PROGRESS
5
FIN
30+
Reports
9
2
Development
Objects
Change Champions
30+
Including 2 Faculty Members
Webinars
Activities Required to ‘cut over’
to the New System
Launched Student
Website to assist
Students in learning the
new system
Employees
Registered
20+
1240 total
9% complete
of implementation
300+
Over 40
SeneNews Posts
throughout the
duration of the
i3 Project
Written messages,
i3 updates and ‘Go
Live’ Messages
10+
Webinars
On the new
Student system
Thank You
• Roy Hart, Chief Information Officer
• Clare Vozza, Associate Director, Organizational Development
Appendix
Quick Reference Guide for Change Impact Questions
Primary Question
What are the important changes from your stream that will impact i3 stakeholders?
Exploratory Questions
People
1. Who is impacted?
2. Beyond using the new system, will
new skills or knowledge be
required to perform the activity?
Process
1. Will the step-by-step tasks of the
work be changed?
2. Does communication or interaction
within the process differ?
3. What are the issues related to
unionized or contract employees?
3. Are there potential impacts to
stakeholders or suppliers?
4. Are staffing levels appropriate to
support future-state workload?
4. Will any processes be eliminated
or added?
5. What changes in behavior or
workload are anticipated? (i.e.,
any tasks added or eliminated
from the position?)
5. Will the job vary significantly
across locations? (e.g., main
campus versus other locations)
6. Will job profiles need to be
updated to reflect changes (if it is
possible to determine now)?
6. Will there need to be changes
made to policy or procedure
guidance material?
Technology
1. Will there be a change in how
users access or obtain
information?
2. Will end users have access to new
information?
3. Will existing technology be used
differently?
4. Are these processes currently
executed with an existing system?
5. How are systems / tools
impacted?
Transformation Initiatives
Six Transformation Initiatives were identified:
End of Term
1.
2.
3.
4.
5.
6.
Nomenclature
Policy
GPA
Program
Management
End of Term Processing (promotion meeting protocols)
Nomenclature (new system terminology, e.g. “semester” vs. “term”)
Policy (process changes that affect Academic Policy)
Grade Point Average (types of GPAs available on transcript)
Program Curriculum Management (creating a new curriculum database)
Revised Standard Operating Procedures (e.g. curriculum approval process)
SOPs
Transformation Work Plan Approach
December
Deans
January 5-9
January - February
Live Demos:
- Student Centre
- Faculty Centre
- Advisor Centre
March
April
OCM Training
OCM Training
Transformation Leads
Transformation Drivers
New Concepts:
- Academic Standing
- Level Progression
Take Aways:
Map each program's current
Promotion Meeting process
and capture comments
OCM Training
Program Staff
Hands-on Workshops:
- End of Term process
- Program
Management
- Transcripts
- Course Codes &
Credit Units
- Advising
OCM Training
OCM Training
Working Groups:
- Nomenclature
and GPA
- Beginning of Term
and Program
Take Away:
Management
Action List for Schools to execute
processes
in working groups
- End of Term
process
OCM Training
Take Aways:
Newly articulated SOP’s and
understanding of definitions
OCM Training
OCM Training
OCM Training
OCM Training