General Administration Final Paperx

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Nov 30, 2013 (3 years and 9 months ago)

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Marian Ford

EDHE

6710

Dr. Baier





Collegial Institution


Founded in 1890 by Methodist Episcopal Church


Established downtown campus in 1997 for School of Law


Fall 2008/Spring 2009 enrollment = 3202/2886


Programs include: dual enrollment high school program, eight
graduate programs, law school


IT system used = Colleague or Datatel



The enrollment is relatively small .


Consensus and shared power are emphasized with a common
commitment, and leadership emphasizes consultation and
collective responsibilities between the administrators and faculty.


There is informal communication and interaction. The system is
very democratic in design and all administrators and faculty are
considered equal.


The institution emphasizes thoroughness and deliberation.


Persons in the leadership positions are expected to influence
without coercion and must establish trust and create customs that
the institution can embrace.


Overall lack of organization and decision
-
making regarding IT
centered projects and issues


Only 3 programmers existed with no departmental or modular
specialization.


There was no established training or documentation regarding
procedures and upgrades in system.


No core group and no chain of command regarding workflow
and project priority were established.




Bottleneck created in IT department slows down efficiency and
completion of current projects.


Consultants and training are needed because additional
unnecessary costs and time were created.


Data integrity is not being upheld; processes are not being
documented or followed.


There is a lack of strategic decision
-
making process for IT
projects; this process is essential to the improvement of the
University.


There is an overall lack of communication between departments ;
this communication is vital to University success.


Organizational chart
complete with hierarchy
created


New Chief Information
Officer hired to oversee
entire IT department


Additional Datatel
programmer and other
essential IT staff hired


Business Process
Management Team created


Strategic Business Plans
required for all IT projects


Datatel consultants brought
on campus to provide
training instruction and
suggestions

PROBLEM 1

ADMINISTRATIVE
CHALLENGE


Deciding on the specific
programmer to be assigned
to each department, based
on knowledge base,
specialty and pre
-
existing
relationship


Cross
-
training at some level
with programmers in case of
turnover; monitoring of
documentation


Still need chain of command
and chart to illustrate the
specific programmer that
each department reports to


Need to eliminate bottleneck
and accumulation of work
assigned to each
programmer


PROBLEM 2

ADMINISTRATIVE
CHALLENGE


More training required
because of high rate of
turnover


Documentation responsibility
needs to be instituted



In
-
house training vs. outside
training, cost/benefit analysis
and consultant needed to
evaluate which departments
require high level of training


Is IT primarily responsible for
monitoring how current
documentation is?

PROBLEM 3

PROBLEM 3 CONTD.


Communication problems
exist about decision
-
making;
there is a lack of
understanding of IT needs by
BPMT.


Core Team should be
created.


Membership needs to be
expanded in Business
Process Management Team
(BPMT) because not all
departments are
represented.


Quick resolution with IT
issues are non existent.


ADMINISTRATIVE
CHALLENGE


Who should be included in
BPMT? Too large a team will
make for inefficient and fast
decision
-
making body.


Duplication of members on
new team and BPMT


There is a need to identify
power users in system in
order to create the new
team.


Who does the new CORE
team report to?

CHANGES PROPOSED

RATIONALE


There should be four Datatel
programmers responsible for
workload and inquiries
should be assigned by
departments.


Only designated person from
each department should
submit request and inquiries.


Projects that require more
than 10 hours of IT work
must submit project plan to
Administrators Systems
Director.


Bottleneck is occurring if all
requests go through same
programmer; programmer
becomes specialized and
more efficient in area.


Programmers should not be
deciding priority of IT
projects; projects need to go
through BPMT.


Partnership and opportunity
for training is created
between programmer and
manager of department.

CHANGES PROPOSED

RATIONALE


Central server or drive
needed for documentation of
Datatel procedures, training
materials, updated manuals,
etc.


Manager of each department
should be responsible for
ensuring updates and
included in evaluation of job
duties.


Time and costs will be saved
when departments are cross
-
trained and documentation
exists for work
-
flow.


Repeated mistakes and
questions will be eliminated.


Resource will be available for
resolutions and research.

CHANGES PROPOSED

RATIONALE


Need to evaluate
membership of BPMT to
ensure that all relevant
departments are
represented.


Create Core Team with
members who have intimate
working knowledge of
system.



BPMT does not meet
regularly enough to ensure
quick resolution to IT
problems.


BPMT does not have valid
department members who
are involved daily with issues
in system.




Core data is the information that the institution relies on to
complete business processes.


Team should provide direction for institution regarding how to
handle data in the system.


Data is shared between departments with those who work daily in
system and understand ramification of projects and procedural
changes.



Mission needs to be created.


Ensure data integrity


Establish, document, and provide standard procedures


Create a forum for all academic and administrative departments
to form consensus on data standards, communication and
projects


Recommend and develop documentation for training of
employees



All members should be representatives of respective departments
on BPMT but also should be power users with working knowledge
of system.


Core team needs to meet weekly and upon demand to make
decisions about issues.


All unresolved issues should be referred to BPMT for resolution.


Core team should be smaller than BPMT for efficiency; team can
call on experts for specific help.


Creation of Team with intimate working knowledge of system


Smaller, more efficient decision
-
making team


Power users of system that meets to identify and solve issues
quickly


Helps Resolutions to Problems 1 and 2 work more effectively


Birnbaum, Robert (1988).
How Colleges Work: The Cybernetics of
Academic Organization and Leadership
. San Francisco, CA:
Jossey
-
Bass
.