From high water to high ground: Transforming the Campus Administrative System Carole Thompson CUMREC...

From high water to high ground:Transforming the Campus Administrative System

Carole ThompsonCUMREC 2003May 13, 2003http://public.clunet.edu/~carole

Copyright carole Thompson, 2003. 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.

About CLU

43 years old 2700 FTE

1700 traditional undergrads900 graduate students300 adult degree evening program students

120 Faculty 300 Staff and administrators

Glossary

CLUISSAISA/IS BC

California Lutheran UniversityInformation Systems & ServicesAdministrative Information SystemAdmin, Internet systems &

applicationsBefore Carole

About ISS Integrated Information Services Dept.

LibraryMediaEducational TechnologyAdministrative Computing Internet Systems & ApplicationHelp Desk and PC SupportNetworking and TelecommunicationsTechnology Training

About the Administrative System

Implemented in 1995 Human Resources/Payroll Financials Housing Student Records Financial Aid Admissions Web interface for students,

faculty and staff

What was wrong at CLU Spring 2000

Major system conversion Users were tired and unhappy Not all software was loaded Files were damaged or needed

tuning Security privileges weren’t

assigned correctly Lots of small, annoying things

needed fixing Post-conversion backlog of

customized routines and reports that still needed to be written

AIS staff quit

What else was wrong: the sequel

Culture of complaining Lack of prioritization Lack of communication Poor project planning No tracking mechanism (that

worked!) No organization or coordination

Poor opinion of AIS by leadership, managers and users Unrealistic expectations of what the system ‘should do’ Lack of collaboration between systems staff and functional

area managers and staff

State of the system?UGH.

EVERYTHING was wrong and

NOBODY was happy.

Organization Chart - BC

AIS Manager

Programmer

Programmer

Programmer

AIS Manager Internet/Bib Systems Manager

Internet SystemsInternet Applications Developer

Unix Systems AdminCampus Accounts Manager

Library Bib Systems Manager

-A system is built to run.-If operated as designed,

the system will run.-Simpler is better.

Basic Beliefs - Running Systems

Basic Beliefs - Operating Principles If the system is not

operating correctly:Something needs

fixing. So, fix it, tune it, do it

or stop doing it.Someone needs fixing.

Uh, Oh.

Software is easier to fix than people.

Basic Beliefs – Special skills for running systems

See trains coming. Get off the tracks. Turn on a dime. Stay current on software. Monitor and tune the

system

Two major problems areas to fix

System needs and issuesPeople needs and issues

System needs and issues

System needs and issues:

System out of tune System software not updated regularly Damaged files Poor OS maintenance procedures Lack of documentation for customized

routines, reports, procedures

Assessing the state of the system

Figure out how bad it is Define the goals Prioritize them Get buy-in from users

and staff Develop a process of

change

What we did first Managers group was formed to prioritize

and set policies for AIS projects & needs. Talked to AIS Support and Account Rep. Memorized Tech Support call number. Fixed most recurring problems. Asked for help from users (internal,

informal recruitment.) Collaborated with business units to gain

their perspective and expertise.

What we did next Started recruitment for systems admin,

programmers, coordinator. Reorganized AIS staff structure to match

campus needs. Got outside programmers to work on

different needs. Analyzed the system status. Implemented regular maintenance and

upgrade schedules. Brought the system to currency

(OS, DB, and Application levels) Talked principal programmer into coming

back.

A/IS staff structure post-recruitment

Director, IS

Senior Programmer

Programmer

Systems Admin

Coordinator, Client Services

Other important stuff we remembered to do Updated the task

list regularly Documented

normal procedures Delegated some

user support to the Help Desk (password changes, printing problems)

End Users

Help Desk

AIS staff

Current Organization Chart

Director, Info Systems

Manager, AIS Operations Manager, Internet Systems

Programmer/Analyst & DeveloperCoordinator, Client Services

Timelines for System Fixes

System Assessment 2-3 mos System fixes 6-8 mos Backlog reduction 12-18 mos. Transition to new project work 18-24

mos.

Ah, The People Side

People needs and issues:

The problem with people is – they’re people!

At CLU, our people are:AIS staffOther ISS staffFunctional Area ManagersFunctional Area StaffUniversity Leadership

Special skills for leading people

Trust them. Be trustworthy. Be honest and credible. “Smile like a princess, run

like a jaguar and be everybody’s best friend.”

Understanding usersUser #1 - support positive change and

become alliesUser #2 - willing to be happy if they

believe they can get a solution when they need one

User #3 - can be happy, if you’ll listen to them whine, then fix their problem and leave them alone

User #4 - are never happy

Where we started

Where we wanted to go

Be a people person1. Build on positives:

Talk about what does work

2. Focus on essentials: Prioritize, but also get little, fast fixes

out of the wayBuild a ‘finished’ list and tell people

about it

3. Reassure users:Tell people it’ll be fine

More on being a people person4. Tell the truth:

Look them straight in the eye, and just say it

5. Develop a realistic timeframe for getting tasks finished: Add spill time to manage expectations

6. Keep users informed: Until they beg you to stop

Remind users what’s important Even the President won’t bug you when its

payroll. We’re mortal. We’re learning everyday, too. They aren’t the only user on the block. They are the expert for their areas and

procedures. We’re just the tech geeks. Everybody needs to double check everything. Everyone needs to follow through.

The importance of expertise

IT Staff expertise

+ Functional

user expertise

PARTNERSHIP=

The aftermath of collaboration

Independent users and managers IT staff under less stress & demands Better grasp of business processes Realistic expectations Shared accomplishment Shared satisfaction

Effective Good Will Gestures Fix the problems that impact users the most. Build simple project plans and publish them. Build a task list and publish it. Email a regular update “State of the System.” Request input through surveys, emails,

suggestion boxes. Remove obstacles to user’s accomplishments. Create positive dialogue between AIS staff and

users/managers.

Concentrate on the big WOW’s Find out what has to happen for

users to feel there’s a differenceListen to them?Talk to them?Do what they want?Give them alternatives?Let them choose priorities?

Do things that make a BIG difference.

Timelines for People ‘fixes’

AIS managers group 6 mos. – 1 year User satisfaction improvement – 6-9

mos. Procedural stabilization - 12 mos. Process flow improvements - 18 mos. Personality issues – never fixed.

Two years later 2002/03 Current on all software and patches Implemented Web interface, custom

programs Beta site for new module Working on

New Web services E-Commerce Portal and Courseware interfaces Obsoleting shadow databases

Consistently positive feedback from users and managers

Maria Kohnke, Registrar

“I came to CLU while the university was in the middle of a major conversion.  At that time there was a lot of dissatisfaction on campus, with people feeling like it took a lot of time for anything to get done. 

The difference between then an now is astounding.   

I have a very collaborative relationship with AIS and that relationship is something that is critical to my being successful at my job.”

Bob Allison, VP for Adminstration and Finance

“The system has never been as good as it is now. I just

wouldn’t want to go back to the bad ole days”

Michael GrahamCoordinator, Client Services

“Now, the problem isn’t that the system doesn’t work, its

that the users don’t know how to use the system.”

Kevin Schaffels, Controller

“The effectiveness of the new [AIS] staff team has been

remarkable in changing the outcomes, the perceptions by

‘us’, the efficiency, the belief in the system overall.”

Key changes

Coordinator position to focus on end user needs

System tuning and currency AIS Managers group to

prioritize, see impacts between areas

Partnership and collaboration by people committed to success

Challenges we still have

User training Is it how to use menus? Does the office need procedural documentation?

Lack of action by users When is something finished?

High level data reporting needs Dirty data Operator errors The wear and tear from constant change Integration with other applications SECURITY & BUDGET

Ideal future growth

Director, Info Systems

Manager, AIS Operations Manager, Internet Systems

Programmer/Analyst

Coordinator, Client Services

Process Analyst

Systems Admin

Portal/Account Manager

Developer

Coordinator, Account Services

That’s all, folks!

carole@clunet.edu

805 493 3944http://public.clunet.edu/~carole