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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
