The Times They Are a-Changin': A Case Study in Change Management at Saint Anselm College (214422701)

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The Times They Are a- Changin’: A Case Study

Change Management at Saint Anselm Col lege

March 25, 2014 – NERCOMP Annu

David Harrington, MBADirector, Human Resources

Javier Zapanta, MSComputer Programmer/Analyst, Office of Information Technology

Copyright David Harrington & Javier Zapanta 2014. This work is the intellectual property of the aut

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Agenda

About Saint Anselm College

The Challenge

Thawing the Existing Process

Changing the Process

Freezing the Process Lessons Learned



About Saint Anselm College



Saint Anselm Challenge Thaw Change Refreeze

Introduction to Saint Anselm College

03102 Manchester, NH

1,900

Students

Private, Catholic(Benedtine)Institution

Liberal ArtCollege



The Challenge




Since 1889…

For over 120 years, a form

for tracking paid time off f

employees has been absen

College began to address t

change several years ago t

senior leadership discussio




Opportunity Knocks

A synergy for collaborat

between OIT, Human Re

Financial Services seekin

the challenge at hand (B

Pepper, 2014).





Thawing the Process




Examining Current Practice

The College took time to ex

time was being tracked. A vprocesses existed.




Reporting Requirements

The College evaluated a num

methods to implement timebut to stay within the interp

FLSA for exempt employees

chose to implement time re

through the campus portal

exception reporting (USDOL




Communication is Everything

Project history and vision w

detailed to impacted emploCollege clearly articulated n

manner that made the tran

new process easier to accep

2007).Future








All salaried employees were

update their existing paid tipaper form and have the va

into the ERP by Payroll.





Turnkey solutions were available,

but it would take too long toimplement or did not meet the

requirements for exempt employee

reporting.




Changing the Process (cont'd)

While the portal application is custom

development, we designed the solutionto take advantage with existing ERP

functionality (Allison et al., 2014, p. 8).

This means we can implement a different

time reporting solution without

impacting data integrity and not being

concerned with ERP customizations.




The Implementation Team

Led by Human

Resources and theCollege's Financial

Services team, the

Information Systems

Support (ISS) team was

tasked with thetechnical

implementation this

new system.

CIO

ISS Manager

SystemsAdministrator/Programmer

ComputerProgrammer/Analyst

ERP Consultant

Director,InstructionalTechnology

InstructionalTechnologySpecialist

Network Services

4 Team Members Custom

4 T

Haw




Decisions Weren’t Technology-Driven

Time was taken to meet with the

product owners to understand theimportance of this project and the

required deliverables for success.

Many decisions were business-

related and technology couldsupport these non-technical

deliverables.




The Importance of a Good Interface

The importance of a user-friendly

solution was paramount (Krug,2009). Careful care was taken to

identify a model that made sense.

The idea of a calendar-like interface

was critical feedback for this project.




Application Development

Once the model was identified, time was

taken to implement the solution usingbest practices and technologies (i.e.

open source libraries, software

engineering processes).

Not only was important to record time

off, it was also important to verifyreporting and notify employees that time

reporting must be completed.




Software Engineering Processes

A number of internal processes were

helpful in testing and moving the projectcloser to completion.

Software engineering techniques (i.e.

unit testing, code reviews) were used to

validate development.

Beta testing within IT was utilized.




Changing the Process (cont'd)

Integration with existing ERP

functionality was completed with theassistance of Serensoft, a consultancy

specializing in Higher Education IT

solutions.

(Sere



Freezing the Process




Training Opportunities

The implementation timelin

employees to conduct live hpractice with training sessio

support videos that are easi

for review.

Instructional Technology su

part of the implementation Resources included the Dire

Instructional Technology Sp




Freezing the Process (cont'd)

Senior leadership championed

the need for a successfuldebut of time reporting, which

served as a critical ingredient

for success (Damiano, 2011, p.

3).




Training & Rollout

All salaried employees and

supervisors were asked to attendtraining sessions.

Many attended, but as word spread

on the user-friendliness of the

application, some chose not toattend and completed reporting

without difficulty. (Staples.co





Employees now receive m

emails reminding users to

Supervisors may receive

time verification is requir

email sent if all time has

verified).





Employees can also check real-time

balances on the portal.

OIT implemented this solution

without having to make further

customizations and taking

advantage of existing functionality(Allison et al., 2014, p. 8)




Beyond Training…

Focus is now on reporting,

reinforcement of new processand minor application

updates.



Lessons Learned




Minor Modifications

The application did undergo a couple

of minor bug fixes andenhancements.

However, no major functional

changes to date.

f




User Satisfaction

College employees using the time

reporting application perceived it aseasy to use and useful (Zazelenchuk

& Boling, 2003) for reporting and

viewing reported events (either

through the reporting application or

paid time off balances tool).

’ b h




It’s About the Process…

Questions were not related to the

technology, but rather the businessprocesses.

Why can’t we report in half -day (or hourly)

increments?

Do we have to report our birthday holiday?

What happens if we’re absent when we have

to report?

S l b D lib




Seamless, but Deliberate

The decisions made thro

process reflect the carefuconsideration of College

along with the need to m

reporting requirements a

technology as a facilitato

C th P t l R ll D Th t?!




Can the Portal Really Do That?!

The successful rollout of time

reporting has led to new requests forportal functionality and projects.

In OIT, we view this as positive

progress (Scott, 2003, p. 73) towards

the goal of providing relevant self-

service tools through the portal.(Amazon.com)

T Eff t




Team Effort

While the technology he

truly the project champiodrove the success of the

(Bunt & Pennock, 2006, p

Also conducive to the pro

success was the team str

support from executive le

management and commu

the process (Koch, 2007)



Thank you for your time!Questions? Comments?

Please complete evaluation through the EDUCAUSE Events mobile app or online. W

hear feedback.

References



References

Amazon.com: Take A Number System 2-Digit with Counter Top Dispenser: Office Pr

Retrieved March 22, 2014, from http://www.amazon.com/Number-System-2-Digi

Dispenser/dp/B004GF0J0G/ref=pd_sim_sbs_hg_5?ie=UTF8&refRID=1N69Y69K4W

Allison, D. H., Bruszewski, R., Denna, E., & Voss, B. (2014). The NACUBO / EDUCAUSE W

on Administrative Services and Systems, (February).

Brown, C. V, DeHayes, D. W., Hoffer, J. A., Martin, W. E., & Perkins, W. C. (2011). Managi

Technology (7th ed., pp. 424 –425). Upper Saddle, NJ: Pearson Prentice Hall. Retrieve

http://books.google.com/books?id=BvYTnwEACAAJ

Bunt, R., & Pennock, L. (2006). Of Portals, Policies, and Poets. Educause Quartlery, (Nove41 –47. Retrieved from http://www.educause.edu/ero/article/portals-policies-and-poets

References (cont’d)



References (cont d)

Burfeind, M. S., & Pepper, D. (2014). Doing More for Less: The Benefits and Practicali

Collaboration. Educause Review. Retrieved March 19, 2014, from

http://www.educause.edu/ero/article/doing-more-less-benefits-and-practicalities-collaborationhttp://www.educause.edu/ero/article/doing-more-less-benefits-and-pr

collaboration

Damiano, F. (2011). Leading Transformative IT Change in Higher Education. ECAR Re

(8), 1 –11. Retrieved from http://www.educause.edu/library/resources/leading-trans

change-higher-education

Koch, G. (2007). Change Management Definition and Solutions. CIO. Retrieved March

http://www.cio.com/article/print/102902

Krug, S. (2009). Don’t Make Me Think: A Common Sense Approach to Web Usability (

39). Berkeley, CA: New Riders Publishing.

References (cont’d)



References (cont d)

Scott, G. (2003). Effective change management in higher education. Educause Review,

(November/December), 64 –80. Retrieved from http://www.educause.edu/pub/er/erm03/e

Serensoft -- IT Services for Higher Education | Serensoft. (n.d.). Retrieved March 22, 2014, fhttp://www.serensoft.com/

Staples® Easy ButtonTM | Staples®. (n.d.). Retrieved March 21, 2014, from http://www.staple

Easy-Button/product_606396?cid=PS:GooglePLAs:606396&srccode=cii_17588969&cpn

273918779-2

United States Department of Labor (USDOL). (2008). Fact Sheet # 21 : Recordkeeping Requ

the Fair Labor Standards Act ( FLSA ), (July). Retrieved from

http://www.dol.gov/whd/regs/compliance/whdfs21.htmZazelenchuk, T., & Boling, E. (2003). Considering User Satisfaction in Designing Web-Based

Educause Quarterly , (1), 35 –40. Retrieved from http://eric.ed.gov/?id=EJ666406

The Times They Are a-Changin': A Case Study in Change Management at Saint Anselm College (214422701)

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