Download SLP - Humanities Faculty PSS open meeting

Student Lifecycle Project
Humanities Faculty PSS open meeting
Tuesday 24th January 2017
Tim Westlake, Director for the Student Experience
Aims for the session
1. What is the Student Lifecycle
Project?
2. Where are we up to?
3. Mobilisation and next steps
4. Barriers to successful delivery
5. Opportunities to get involved
Student Lifecycle Project Vision
The SLP will improve the experience of our students
and staff by providing high quality services that are fit
for purpose, flexible, accessible, responsive and cost
effective. The SLP is designed to deliver a new set of
business processes and an organisational structure
which will efficiently and effectively support all our
students, from their first contact with the University
through to graduation, irrelevant of their mode of
study.
SLP is not an IT project, this is a business-led project
supported by IT
Why are we doing this?
Students and staff tell us that are our systems and processes aren’t fit
for purpose. Students say…..
“Course unit selection is
far too complicated and
clunky.”
UG Home Finalist
student
“There’s no
correspondence between
timetables on My
Manchester and the
Student System so classes
are missed.”
UG Home 1st year
“Appealing my grade was
a difficult and lengthy
process.”
Home UG 1ST Year
Student
“I literally have to submit my essays
like 10 times to make it work ffs #uom
#fail #blackboard #salc #uni
#student.”
Student on social media
“You get threatening emails
regarding attendance but
nothing is ever done.”
Students in focus group
“The PG application is
very complex with
multiple pages – you
can’t upload a generic
personal statement; you
have to have separate
forms for separate
courses.”
PGT Student
“The accommodation online
interface is separate and
awkward – it needs to be
done on My Manchester.”
Home UG final year
student
“The 10-step
registration process is
initially confusing, and
remains confusing
every year.”
UG Finalist student
“Campus Solutions is
confusing and difficult
to navigate so
choosing modules and
seminars is confusing.”
2014/15 graduate
Why are we doing this?
Staff say…..
“Foundation courses are not
included as standard in
Campus Solutions meaning
details have to be added
manually.”
Registration support staff
“It is time consuming
to input attendance
information into
campus solutions from
attendance registers.”
School Administrator
“The timetabling system takes so
long to load up and refresh that
users set it loading and refreshing
whilst doing other things”
School Timetabling administrator
“We should be able to
view all correspondence
with an enquirer and turn
an enquiry into an
application.”
DSE staff member
“The course unit
Selection process is like
online shopping 15
years ago.”
Course Unit Selection
support staff
“The process of Campus
Solutions and Syllabus
Plus data entry is
inefficient, complicated,
and difficult to support.”
Central Timetabling
team
“Academics often request
changes after the
deadlines which can create
several days of work.”
School Timetabling
administrator
“We have no reliable
system… currently
academic advisement has
to be done by eye, checking
exam grids (for our own
students) and class rosters
(for students from other
Schools).”
School course unit
selection support staff
“It is very time
consuming to switch
between screens in
Campus Solutions when
updating marks.”
School administrator
“Following up with students who
have not completed mitigating
circumstances forms correctly is a
lengthy process”
School administrator
Why now?
• Campus Solutions (CS) underpins most of the key business
processes that support the student lifecycle
• To satisfy a broad range of user requirements the system
has been heavily customised
• The complexity and lack of consistency across the
University, has resulted in data quality and integrity issues
that continue to grow and impact downstream processes.
• The result is a high burden of support effort, maintenance
and upgrade costs
• Oracle is due to release the next major upgrade in 2018, if
we want support maintained the cost is £5million with no
improvements delivered!
Why now?
This is a major project so we are taking our time to get it right:
• Critical Success Factors Workshop
July 2015
• KPMG scoping project
Feb – Jul 2016
• An opportunity to review the benefits of a significant
Student Lifecycle Project and prepare a business case
• To consider reimplementation or replacement of CS
• Pilot with MBSW (first adopter)
Sep 2016
Student Lifecycle Scoping Project
Started in Jan 2016, working in conjunction with KPMG and the objective
was to build a business case. Three streams were active:
1. Student Lifecycle Scoping Project (full business case to CITP July 2016)
Mapping and reviewing current processes and develop the business case
for a full Student Lifecycle Programme
2. Student Lifecycle Pilot Project (business case to CITP April 2016, but
started in Project in Jan 2016!). Develop the business case to pilot the 9.2
version of Campus Solutions for AMBS Worldwide (by Jan 2017). First
Adopter.
3. eProg Replacement Project
Bringing the existing eProg replacement project into the overall
programme of work
Three streams became a single project from July 2016 onwards.
Scoping Project high level findings May 2016
• Staff do not have a single view of a student's time with us
• We're reliant on a number of systems that are not integrated
effectively
44 current state
• We do not have properly articulated business workshops
undertaken with 140
processes that are easy for staff and students
representatives from
Schools, Faculties and
to use
central PSS.
• We have lots of forms, many trying to do the
45 students and
same thing, e.g. we have X mitigating
recent graduates
circumstances forms.
consulted - UG, PGT
and PGR (home and
• The digital interface for students and staff is
International)
poor and not user friendly
• The performance of core systems can be poor at key times
in the student lifecycle
Scoping Project - Identified Priorities
Ten key areas were identified as priority (noting that work is nonetheless
required across all aspects of the student lifecycle):
• Student Information Management (linked to the lack of an University wide
CRM system);
• Student Portal Interfaces;
• Admissions;
• Programme and Course Unit Set Up;
• Course Unit Selection;
• Student Finance;
• Change of Circumstances;
• Timetabling;
• Attendance Monitoring;
• Mitigating Circumstances.
Result of Scoping Project
• Scoping project finished in July 2016
• PRC approved £25 million of funding in
Sept 2016
Timeframe for project delivery:
Sept 2016 – Sept 2019
Student Lifecycle Project Objectives
•
Improve the Student Experience
40%
•
Improve the Staff Experience
30%
•
Improve efficiency and effectiveness
30%
Our Objectives
• To support the University’s standardisation and
simplification agenda, realising benefits for
students and staff
• To develop a single view of a student across the
whole lifecycle
• To develop robust and consistent business
processes that are easy for staff and students to
use
• To develop and deliver an enhanced online user
experience for students
• To deliver efficiencies
Where are we up to?
SLP Governance Structure
Lifecycle Project Board
Lifecycle Executive Group
Standardisation
and Simplification
Group
Clive Agnew
Tim Westlake
Malcolm Whitehouse
(Sponsor Keith Brown)
MRAR
Recommendations
Lifecycle Business
Project Delivery
(Sponsor Tim Westlake )
Lifecycle IT
Project Board
(Sponsor Malcolm
Whitehouse)
Student Experience
Management Group (SEMG)
Executive Project
Board
(Chair Tim Westlake)
(Chair Malcolm Whitehouse)
SLP Governance Structure
Membership of the Student Lifecycle Project Board
Clive Agnew (Chair)
Tim Westlake (Business Sponsor)
Malcolm Whitehouse (IT Sponsor)
Matt Lambon Ralph, AVP PGR
Fiona Smyth, Vice Dean TL&S HUMS
Simon Merrywest, DOFO, FBMH
Simon Rowland, Head of School, EEE
Ben Ward, UMSU
Louise Walmsley, Business Project Manager
Steve Dover, IT Project Manager
SLP – Mobilisation and
Critical Path
Core Student Information System (SIS) –
moving forward
Student Information System
Campus Solutions 9.0
CS first adopter
AMBSW
Sep 2016
CS further
adopters?
New Student Information
Systems
Sep 2019
What has already been delivered?
First Adopter (SLP Pilot)
•
•
•
•
•
•
Campus Solution 9.2 phase 1.1 launched on 12th
September 2016
Campus Solution 9.2 phase 1.2 launched on 21st
November 2016
Campus Solutions 9.2 phase 1.3 launched w/c
23.01.17
c500 student applications submitted
£3.1 million already spent by November 2016
Expected expenditure by April 2017 is £5.1 million
Managing the £25million budget carefully will be crucial
to the success of the Project
Where are we up to?
3 Work Streams:
1. Process improvements
2. Student Journeys
3. Efficiencies
Delivering business process improvements
• Jan 2017 – April 2017 = Mobilisation Phase
• Business Delivery Work Streams
Major Activity
Areas of Student
Lifecycle
Project Summary
Pre-enrolment
and Student
Communication
Student
Finance
Academic
support services
Campus life
Supported by a significantly
enhanced and integrated
digital platform
Delivered using standardised processes within key work streams
Campus
Solutions 9.2
CRM
Syllabus Plus
ORACLE
Upgraded
MyManchester
Workstreams
F
F1 Academic hierarchy
F2 Compliance obligations including data management, UKVI and CMA
P
Pre-enrolment and Student Communication
P
1
Student communications

Student marketing and recruitment (enabled through CRM)

Student communications (enabled through a digital platform)
P
2
Application and admissions (including contextual data)
SF Student Finance
SF 
1 

Payments to students, including bursaries, scholarships, third party payments and stipends
Collection of student fees (e.g. tuition, accommodation), including fee management and maintenance
Collection from individuals and third parties (e.g. international and research sponsors)
Compliance obligations and training
Foundation
Academic Support Services
A1
Start of Year

Arrival, welcome and student induction

Registration and ID card issue
Programme management

Programme management and course unit information, including approval, amendment and annual review in relation to
Consumer Marketing Authority (CMA) and Key Information Sets (KIS)

Course Unit enrolment
Timetabling and Assessments

Timetabling and teaching and learning workload allocation

Exam scheduling and management (including eAssessment)

Assessments and progression, including exam boards and re-sits

External examiners
Change to circumstances

Mitigating circumstances

Change of circumstances

Academic appeals, complaints, fitness to study and / or practise (eg. DBS checks)
Graduation

Graduation, including production of relevant certificates

Higher Education Achievement Report, including transcript and Manchester Leadership Award
Records management and reporting

Student records management and maintenance

Student engagement and attendance monitoring

External reporting (e.g. HESA, HESES, DLHE, UKVI)

Sharing of data with third parties (e.g. Manchester City Council)
Student mobility
Any opportunity for students to work or study elsewhere whilst undertaking their degree programme – whether undergraduate
or postgraduate. Student mobility can be both incoming and outgoing.
Includes work placements, international placements, fieldtrips etc.
Distance and blended learning and credit-bearing CPD
SLP scope is “provision that leads to the award of credit and / or award as recognised in the UK Framework for HE
Qualifications”
Focus of this work stream will be to explore any business processes for these modes of study that are required over and above our core business
processes.
A2
A3
A4
A5
A6
A7
A8
Compliance obligations
and training
A
Workstreams
Campus Life
C1








Extra curriculum activities (e.g. volunteering)
Advice and guidance
Residence
Careers
Occupational Health
Counselling
DASS
Sport
Compliance obligations and training
C
How will process improvements
be delivered?
• Top 12 processes are already mapped and approved
as part of KPMG work and business case
• That is just the start, in the discovery and design
phase we need to challenge the detail
• I anticipate 10 -14 work streams from May 2017 with
representation from across the University to agree a
single approach to key processes
• In partnership with IT Services, but led by the
business
This stage of the Project is likely to put pressure on our
business as usual
Proposed Process Improvements:
• The implementation of a Customer Relationship
Management (CRM) component to allocate
enquiries to the most appropriate member of staff
• The introduction of workflow functionality to
manage admissions, change of circumstance and
mitigating circumstances requests
• Standardising the course unit and timetabling
process to provide students with a single,
comprehensive view of their taught programmes
• A move towards engagement monitoring as
opposed to attendance monitoring
How will process improvements
be achieved?
Several of the proposed process
improvements do not require systems
changes but would be delivered through:
• Reviews of University policy
• Stricter enforcement of existing policy
• Transfer of responsibility and accountability
for tasks between teams
Student Journeys
Improvements to the student experience will be
identified by looking at student journeys. It will achieve
this by:
• Mapping the existing student experience into visual
student journeys for UG, PGT, PGR and
Blended/Distance Learning
• Understanding how students wish to interact with
the University. Focus will then be given to demand
upon the University in terms of student groups, the
methods used and the services utilise
Student Journeys
How will the student journeys be delivered:
• Our student portal (MyManchester) is not stable,
this requires a new digital platform for the whole
University
• Must be able to continually improve the portal,
as student expectations are changing quickly
• Building up the expertise in the University to
deliver a digital platform for staff and students
• Agree with students their preferred
communication channels
Efficiency and Effectiveness
A new operating model will set out:
1. Accountability and responsibility
2. An optimised Organisational structure which
will deliver:
• New Business Process improvements
• New Student Journeys
• Agreed efficiencies
Efficiency and Effectiveness
How will the new operating model be delivered
• Student Systems Review (Feb 2015) Recommendations
approved by University Senior Leadership Team (July 2015):
align the organisation to a high level Business Operating Model
When implemented, the BOM will be very challenging for DSE,
Faculties and Schools
• Detailed analysis of Cubane Benchmarking data and deliver
agreed efficiencies
• Agreeing the role of the Centre / Faculty and School in relation
to the Student Experience
Barriers to successful delivery
Barriers to Successful Delivery of SLP
Costs
• Funding is split £21.5 million on IT and £3.5
million on the Business
• Nearly 25% of IT costs will have been spent
by April 2017
• Ideally 20% would be invested into the
business to map and deliver change
• It is going to be exceptionally difficult to
control the costs because of complexity and
change requests
Change Impact Overview
UoM
Project
Phase
Mobilisation
Discovery /
Design
Configure /
Develop
Release / Deploy
Point at which the change was requested
Potential
Project
Deliverable
Impacts
•
•
•
•
Business Case
HL Requirements
Solution Overview
Test Strategy
• All of Define Plus
• Solution Architecture
Design
• Detailed Requirements
• Detailed Business
Processes
• Test Plan
• Implementation Plan
• Service Design
• All of Define and Design
Plus
• Design and Specifications
• Software Code &
Configuration
• Test Scripts & Scenarios
• Test Environments
• Training
• Detailed Implementation
Plan
• All of Define, Design and
Develop plus
• Re-Implementation
• Warranty extension
• Handover & Support
Cost and
time Impact
40
Barriers to Successful Delivery of SLP
Costs; Future Proofing
•
•
•
MBSW rightly want the finished product now,
but we are only delivering the minimum
viable product (minimum for who!)
MBSW do not follow standard University
process – they are not alone!
I am trying to hold the dam, but it would be a
lot easier to let the water through!
Barriers to Successful Delivery of SLP
Costs; Future Proofing; Stakeholder Engagement
•
•
•
•
•
Communication is challenging
PGR colleagues want EPROG replacement by
June 2017
New D/L programmes want to be in Sept 2017
CPD want to join the party
Never mind the 32,000 F/T UGs and PGTs!
Barriers to Successful Delivery to SLP
•
•
•
•
•
Costs
Future Proofing
Stakeholder Engagement
Delivering Business as Usual
Single Team Working
Opportunities to get involved….
For comments & queries email:
[email protected]
Sign up to the newsletter via:
www.dse.manchester.ac.uk/our-projects/studentlifecycle/
Volunteer to attend a workshop during the
discovery and design phase (from April 2017
onwards)
SLP – some personal reflections
• Excellent support, at short notice, from across the
University
• Working with external consultants was a very positive
experience – but the pace they work at is challenging
• Doing such a complex project as part of the day job is
probably not the best way
• As ever, expect the unexpected e.g. 3 ITS Directors
during Scoping Project
• There is consensus for change, the challenge will be
delivering it
• The easy bit (has not felt like it) is over
• To this point, this is the hardest thing I have ever done in
my career!
SLP – final thoughts
• We need to maintain the momentum
• Communication and stakeholder engagement is crucial
• Standardisation and simplification will be at the heart of the
Project
• The project will improve the student experience, but not
necessarily their satisfaction
• This is not an IT project, this is a business-led project
supported by IT Services
• The Project is likely to bring changes to everyone who has a
role in the student experience
• For the Project to be a success we all need to be open to
change and work as a single team!
Thank you and questions?