Using Software Implementation Projects as a Vehicle for Cultural Change in a Large Campus Georgia State University Bill Fritz ([email protected]) ([email protected])

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


• 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


• 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)



• 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 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


• 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 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 !


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.



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


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


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



• 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

Using Software Implementation Projects as a Vehicle for Cultural Change in a Large Campus Georgia State University Bill Fritz ([email protected]) ([email protected])

Documents

state nation

applicationsyear slide

decision slide

entire system slide

state regional universities

georgia southern stabl

u florida slide

research universities