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Using Software Implementation Projects as a Vehicle for Cultural
Change in a Large Campus
Using Software Implementation Projects as a Vehicle for Cultural
Change in a Large CampusGeorgia State University
Bill Fritz ([email protected])
Associate Provost/Leader GoSOLAR/Banner Project
Cherise Peters ([email protected])
Registrar/Assoc. Leader GoSOLAR/Banner Project
Ed Cornelius ([email protected])
President, Cornelius & Assoc.10/1/02
Copyright StatementCopyright Statement
• Copyright William J. Fritz and Cherise Y. Peters, 2002. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.
Overview of PresentationOverview of Presentation
• Georgia State profile Historical problems
• How GoSOLAR produced change
• Leadership development Role of consultants
Vision for Georgia State & Enrollment Management
Vision for Georgia State & Enrollment Management
• Superior Student Friendly Enrollment Management!
• Develop Leaders leaders at all levels
• United Georgia State University Develop institutional pride! Cross-functional teams/conversations Break down silos
• “One Stop Records,” GoSOLAR• Data based decision
Decisions Based On: Decisions Based On:
• Is it customer friendly/oriented? Student friendly Faculty friendly Staff friendly
• Will it protect credit hours?• How will it affect quality?
Students, data, and the system
• Will it unite Georgia State?
Objectives: Objectives:
• EM strategic plan• Strong central EM offices• Student friendly reputation• Reduce number of complaints• Increase size of student body• Increase retention• Recruit more “high ability” students
FI >3,000
Objectives:Objectives:
• Data based decisions
• “Myth Busters”/GSU Fact of the Week
• Preserve diversity Ethnic, Geographic, Rural, Age
• Increase National Ranking US News & World Report, U Florida
Georgia State University Overview
Georgia State University Overview
• Research University in an Urban Setting 1 of 3(4) Research Universities in USG System (34 units with,
research universities, state & regional universities, two-year community colleges; 217,000+ total students)
• 6 colleges (A&S, RCB, ED, CHHS, AYSPS, LAW)• ~ 27,500 students/term (33,000/year); 29% graduate• ~ 2900 Bachelor’s degrees/year (2400 grad. &
prof./year)• Commuter Campus (No dorms before 96 Olympics)• Recent Conversion to Semester System (F98)• New Core Curriculum (transferable across entire
system)
Georgia State University Overview
Georgia State University Overview
• 55% Fresh-soph minority (31% African-American) Stable ethnic mix for over 6 years
• Dramatic increase in entrance requirements (pga <1.4/FI 1400 ---> FI 2500)
• Elimination of Learning Support (~700/year)
• Drop in average age and change to more traditional student body, now 60% of freshmen in dorms; 98+% of Freshmen under 19.
• 14,000 new students/year (3,500 freshmen) Largest transfer school in the state (nation??) 4,000 transfer; 1,800 non-degree; 4,300 grad per FY) 40,000 applications/year
Georgia State University Overview
Georgia State University Overview
• Georgia State now 1st Choice for an increasing number of students (~60%)
• Feeder schools (GPC , Ga Southern, Clayton, Gordon, SUWG, Kennesaw,
UGA)
• Main competition (UGA, Tech., Georgia Southern)• Stable number of non-traditional undergraduate students
40+ = 3% new, 5% total 25+ = 19% new, 33% total 62+ = 0.2% new, 0.3% total
Enrollment Fall 1995-2002
Enrollment Fall 1995-2002
New Students Classified by Class Standing (Fall Term)
New Students Classified by Class Standing (Fall Term)
750100012501500175020002250250027503000
1995/4 1996/4 1997/4 1998/4 1999/4 2000/4 2001/4 2002/4
Freshmen So., Jr., Sr.
Freshmen applications & enrollment by FY
Freshmen applications & enrollment by FY
Applications
3,000
4,000
5,000
6,000
7,000
8,000
9,000
10,000
11,000
FY 94 FY 95 FY 96 FY 97 FY 98 FY 99 FY 00 FY 01 FY 02 FY 03 FY 04
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
FY 93 FY 94 FY 95 FY 96 FY 97 FY 98 FY 99 FY 00 FY 01 FY 02 FY 03
Admission Category Class Standing
Regular Transfer (FY)Regular Transfer (FY)
2,500
3,500
4,500
5,500
6,500
7,500
8,500
9,500
10,500
11,500
12,500
13,500
FY93
FY94
FY95
FY96
FY97
FY98
FY99
FY00
FY01
FY02
FY03
Applied Enrolled
Full-Time FacultyFull-Time Faculty
800
820
840
860
880
900
920
940
960
980
1000
1997/1 1998/1 1999/1 2000/1 2001/1 2002/1
Full Time Faculty
Solutions to Enrollment/budget
Solutions to Enrollment/budget
• Growth Credit hours Load New Students Retention
• Acknowledge Hurdles Faculty office space Classroom space Support infrastructure
New Students Classified by Freshmen Index
New Students Classified by Freshmen Index
• Freshmen Index (FI) = HS GPA X 500 + SAT
0%
10%
20%
30%
40%
50%
60%
1995/4 1996/4 1997/4 1998/4 1999/4 2000/4 2001/4
<2400 2700
Comparison of Average SAT and Freshmen Index trends
Comparison of Average SAT and Freshmen Index trends
• Transfer GPA ‘97-’02 -- 2.78 --> 2.91• GOAL: FI 2900; SAT 1125; Transfer GPA 3.1
Ethnicity of Freshmen & Sophomore classFall Term
Ethnicity of Freshmen & Sophomore classFall Term
Historic ProblemsHistoric Problems
• Prospective Students cannot Reach an Advisor
• Advisement procedures not uniform
• No Mailings after initial acceptance
• Students don’t understand registration procedures
• Low Yield (45-50% for freshmen; 54% for transfers)
• Low retention (30 --> 24% loss after first year)
• Financial Aid
• No communication in central EM offices
Historic Problems- cont.Historic Problems- cont.
• Low graduation rate 4 year= 15% 5 year = 28% 6 year = 29% regular admit
• mediocre alumni contributions satisfaction??
• Drop in credit hours 17 Fall 98; 7% Spring 99
• Students unable to get the classes they want
CONCLUSIONCONCLUSION
• New Programs Needed to Recruit and Retain High Quality Students
• Improve customer service orientation “student friendliness”
New ProgramsNew Programs
• Focus on Enrollment Management (EMG) Restructuring Enrollment services report to assoc. provost Cross functional teams
• Use of Data for Enrollment Management Statware (dss.gsu.edu/statware)
• Freshmen Learning Communities (FLC’s)• Writing Across the Curriculum (WAC)
New Programs - cont.New Programs - cont.
• New Area B Perspectives on Comparative Culture (Pers 2001) Scientific Perspectives on Global Problems (Pers 2002)
• Centralized Advisement Student Advisement Center
• New Student Orientation Course GSU 1010
• Attention to scheduling/unmet demand• Decision to maximize credit hours over efficiency
New Programs - cont.New Programs - cont.
• Programs for High Ability students (FI>2700)
Honors FLC Presidential Scholars & Berner Scholars Presidential Assistants
• Revised New Student Orientation Program
• Math and (English?) Placement Testing
• GoSOLAR (Banner)!!
New Programs - cont.New Programs - cont.
• New Academic Discipline Policy higher standards (2.0 gpa) but with early, proactive
intervention (GSU 1050, approval of registration; limited loads)
Warning ---> supervision ---> probation ---> exclusion
• New Facilities Village & Lofts Rec center, Student Center, Aderhold center Faculty office space -- plans for F02
• Signs
Cultural ChangeCultural Change
• Student friendly policies & procedures
• Leadership
• Break down silos/unite university
• Major issues not technical
• On surface, challenges seemed unrelated to GoSOLAR/Banner
“Management” challenges“Management” challenges
• During implementation many “crises” developed that illustrated: Poor organization Bad policies Inconsistent procedures & policies Non-managed staff Poor communication
• EM Offices reorganized, new directors & assoc. directors, rewritten policies, cross-functional teams
“Management” challenges“Management” challenges
• Policies on grade & academic history changes Staff allowed to work on own records Improper changes (falsification!) Changes based on undocumented requests
• C&A Intervention
• GoSOLAR allowed functional units to take control of Student data (from technical)
Leadership DevelopmentLeadership Development
• Managers keep the system running
• Leaders show how to improve the system Leaders needed at all levels
• No culture of leadership Team leaders not ready for leadership roles Did not understand importance of getting
campus “buy in” and of politics
Leadership DevelopmentLeadership Development
• Leadership training Off campus leadership training (C&A) Leadership development as part of every
meeting Big picture, importance of campus buy in
• Leadership growth New titles Increased responsibility Increased recognition as campus leaders
Cross Functional teamsCross Functional teams
• Depth and Breadth
• Faculty and Staff
• All colleges
Benefits of a Collaborative Approach to Project Management
Benefits of a Collaborative Approach to Project Management
• Understanding the scope of work• Better planning• Critical issues identified early and dealt with• Project likelihood of success (LOS)• Higher user/customer satisfaction• Faster implementation• Improved communications• Better control—less panic• Learning tool—educate people
Selecting Project Team LeadersSelecting Project Team Leaders
Team Leaders Should:• Be Respected• Have Proven Leadership
Ability• Subject Matter Experts• Have the ability to build
consensus.• Should be well trained in
decision making tools.• Available for the
Scope/Length of Project• Know the “Big Picture”
Building Project TeamsBuilding Project Teams
Definition of a Team: Work Together Have the same objectives Work is mutually dependent Coordinate Efforts to Improve
Process
Team Development: Develop effective team
communication Train on Decision Making Tools Develop Leadership Skills Project Management Training
Georgia State University Teams
Georgia State University Teams
Steering Team: (7 members) The steering team provides project direction and resources. They establish overall project boundaries, remove barriers, ensure teamwork, monitor progress, and communicate to the institution project support.
Implementation Team: (13 members) The Implementation team is comprised of the team leaders of each focus team. They have the overall responsibility for implementing Banner Student- Financial Aid, selection and implementation of the advising/degree audit software, and selection and implementation of other required ancillary systems.
Focus Teams (17 Teams – 150+members) The focus teams are lead by the team leaders. They are the working groups and most are cross sections of the universities administrative offices across the entire university. They are responsible for building/developing tables, rules, forms, and procedures.
“Ad Hoc” Teams (varies) These teams are put together as needed to accomplish specific clear business objectives, (i.e. Conversion/Interfaces, Data Standards, Web Building, etc.) When task has been completed, team is disbanded.
GSU Banner Focus TeamsGSU Banner Focus Teams
• GSU Focus Teams: Admissions Catalog/Scheduling Registration Location Management Academic History General Person Advising/Degree Audit Transfer Articulation Financial Aid Student Accounts Reporting Special Feeds
Application Development/DBA Technical Infrastructure Faculty/Staff Student Web For
The Road Map – Project Planning
The Road Map – Project Planning
Define Each Team’s Charter. Each team leader, working with project management, should spend a significant
amount of time selecting team members and defining the team’s charter. A Charter indicates: Team’s Purpose Team Sponsor: Who will help remove obstacles? Team Members & Resources Duties Success Measures (i.e., “Go Live Dates”) Budget guidelines/restrictions Boundaries Operating Guidelines (i.e., meetings frequency, communication plan, team
rules, etc.)
Building ConsensusBuilding Consensus
Begin identifying Critical Issues & Tasks involved to achieve objectives as outlined in Charter.
Teams identify anticipated obstacles, critical issues, etc. that may hinder success of their project or objectives. Brainstorming is an excellent tool for this process.
Identify tasks that are required for implementation. For example list of all tables, rules, procedures, interface & conversion issues, etc. that are required for project success.
Team members reach agreement on which identified issues/ task should be included in project plans. The nominal group technique is an excellent tool to facilitate this process.
Communication PlansCommunication Plans
Communication Plans• Consistent meetings with team leaders and team members
to assign tasks, resolve issues, make decisions, review and/or approve task completed.
• Weekly status meetings with team leaders and project management to discuss progress, impediments to progress, and plans for resolutions.
• Consistent meetings with key stakeholders to give project status updates, discuss obstacles, request resources.
• Continued “Road Show” given by project management to key audiences in university to insure “campus and political goodwill” and support of project.
MUST DO’S TO STAY ON TRACK !
MUST DO’S TO STAY ON TRACK !
Hold detailed/weekly meetings with team leaders and project management to review project plan status and discuss progress, problems, and plans for resolution.
Effective Use of Project Management ToolsFocus on Key Dependencies. Spend
considerable time identifying and dealing with tasks that must be coordinated among many teams/modules.
MUST DO’S TO STAY ON TRACK !
MUST DO’S TO STAY ON TRACK !
Hold regular meetings at all levels (Steering, Implementation, Focus, and Ad hoc) and Document Decisions and Action Items
Effective use of ReportsMonthly summary reports for stakeholdersWeekly project status reports for team leaders and
project management.COMMUNICATE, DOCUMENT, FOCUS
GSU Banner Organization Chart
GSU Banner Organization Chart
Banner Steering Team
ProjectLeader
Bill Fritz
Assoc. ProjectLeader
Cherise Peters
Catalog -Schedule Team
CarolynAlexander
RegistrationTeam
CharlesGilbreath
Web for Student,Web for Faculty
& Advisors TeamCherise Peters
AcademicHistory Team
Dan Hammond
Faculty LoadTeam
Dan Hammond
Location Mgmt.Team
Dan Hammond,Rick Boyd
General PersonTeam
Dan Niccum,Dan Hammond
Grad-UndergradAdmissions
TeamDan Niccum
Financial AidTeam
Dave Bledsoe
Faculty - StaffPerspective
TeamGeorge Rainbolt
StudentAccounts Team
JoannWorthington
C&A ProjectManagement
SupportJohn Pratt
ApplicationDevelopment& DBA Team
Jonette Gowan
TechnicalInfrastructure
TeamKeith Campbell
StudentPerspective
TeamKurt Keppler
Reporting TeamMike Moore
Advising -Degree Audit
TeamTim Woltering
TransferArticulation
TeamTim Woltering
Special FeedsTeam
Trey Chiles
AdministrativeSupport
Wanda Taylor
End-UserTraining
Winnie Tsang-Kosma
Banner Implementation Team
Georgia State UniversityBanner Implementation Team Organization Chart
Project web site: www.gsu.edu/banner
GSU’s Banner Project TeamGSU’s Banner Project Team
Banner Project Management
Bill Fritz, Associate Provost, Project Leader
Cherise Peters, Asst. Dir. UIS, Assoc. Leader
GSU Banner Web Site: www.gsu.edu/banner
GSU’s Banner Project TeamGSU’s Banner Project Team
Focus Team LeadersCarolyn I. Alexander, Asst. Dir. RCB, Catalog, Scheduling Team Lead
David Bledsoe, Acting Dir. Fin Aid, Fin Aid Team Lead
Keith Campbell, Asst. Dir. University Computing & Network Services, Tech. Infrastructure Team Lead
Trey Chiles, Panthercard Systems Mgr., Special Feeds Team Lead
Charles Gilbreath, Acting Registrar, Registration Team Lead
Dan Hammond, Sr. Assoc. Registrar, Academic History & Location Management Team Lead
Kurt Keppler, Assoc. V.P., Dean of Students, Student Team Lead
Dan Niccum, Assoc. Dir. Of Admissions, Undergrad/ Grad Admissions & General Person Team Lead
Michael Moore, Dir. Institutional Research, Information/ Reporting Team Lead
George Rainbolt, Chair Philosophy, Faculty/Staff Team Lead
Tim Woltering, Dir. Student Adv. Ctr., Transfer Articulation, Degree Audit
Joann Worthington, Bursar, Dir. Student Accts., Accounts Receivable Team Lead
Winnie Tsang-Kosma, Banner Trainer
GSU’s Banner Project TeamGSU’s Banner Project Team
Resources
• John Pratt, C&A Consultant – Full time Project Assistance/ Project Plan Scheduler
• Karen Chastonay, SCT Consultant – Full time
• Ed Cornelius & C&A
• Judy Muse, SCT
Role of Project LeaderRole of Project Leader
• Provide overall direction • Provide resources • Remove barriers • Set boundaries• Resolve policy issues • Monitor progress
Vision for Georgia State & Enrollment Management
Vision for Georgia State & Enrollment Management
• Superior Student Friendly Enrollment Management!• Develop Leaders
leaders at all levels
• United Georgia State University Develop institutional pride! Cross-functional teams/conversations Break down silos
• “One Stop Records,” GoSOLAR• Data based decision