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7/29/2019 How to Implement Electronic Document Management Successfully: A Community College's Recommendations for Success (166370813)

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Implementing Electronic DocumentManagement in a Community College

Setting

Recommendationsfor Success

Chuck Zettler, Director of Information Technology ProjectManagement, Palm Beach Community College

October 29, 2008



Overview Environment

Challenges and Objectives

Project Timeline

Conducting a Technology Needs Assessment

Project Analysis Methodology

Results Recommendations for Success

What to Look for in a Vendor



Palm Beach Community College Serves one of the largest counties

in Florida Approximately 47,000 students Comprehensive community college Urban, multi-campus environment One hour drive b/w some campuses Two failed attempts at implementing

EDM



Challenges

(Continued)



Challenges 4 million mission-critical documents —

paper format only

Located in Hurricane Alley Separation of campus locations

Objectives: –

Reduce paper – Provide Web self service

– Retain some paper-based processes(Continued)



Challenges (Continued)

Paper-based processes – Hindered services

– Made work distribution cumbersome (multiple

campuses)

– Required numerous phone calls to verify information

– Led to customer service inequities

Unstructured information (PDFs, emails, web

pages, scanned images) — not organized or managed



Objectives

Disaster recovery (threehurricanes in two years)

Remote, simultaneousWeb access toinformation

Improved efficiency Ability to retrieve, track,

share, revise, anddistribute documentswithin / throughout allcampuses (Continued)



Objectives (Continued)

Improved privacy measures Distribution of work via automated workflow

Quicker turnaround time for students andstaff

Reduced incidence of lost/misplaced files Enhanced student and administrative

services – Scan documents at the point of receipt



Project Timeline

March 2004 – Formed

college-wide committee

December 2004 –RFQfor consulting services

January 2005 – Analysis

and planning contract

awarded to IMERGE

Consulting(Continued)



Project Timeline (Continued)

October 2005 – Business

Case/Value Proposition:

Student Services November 2005 –

Financial commitment

from Board of Trustees

December 2005 – Issued

RFP for EDM system(Continued)



Project Timeline (Continued)

November 2006 – Contract

awarded to Optical Image

Technology for implementation

of DocFinity suite

April 2007 – “Go Live”–

Registrar & Financial Aid

June 2008 – “Go Live”–

Human Resources

2009 – Accounts Payable

2010 – Academic Departments



Conducting a Technology Needs

Assessment Identify

– Problems

– Current state – Future state

– Gap Analysis

Create roadmap tothe future

(Continued)



Conducting a Technology Needs

Assessment (Continued) Involve stakeholders

Document your processes

Establish realistic timeline Be sensitive to effects of change

Match technology requirements to needs of

users – Point of entry scanning



Process Analysis: Identify the following:

Desired outcome of eachflow

People involved in each

flow Decisions that affect

processes (and the peoplewho make them)

Assets needed –

Images – COLD reports – Data from other systems – Etc. (Continued)



Process Analysis (Continued)

Identify time

constraints (for flows

or individual steps) Designate reporting

metrics

Map work distribution – Business requirements

– Business rules



Results

Multi-Phase Implementation – Phase I: Student Services – Admissions & Registration

– Financial Aid

– Phase II: Business Services – Human Resources & Payroll

– Purchasing, Receiving and Accounts Payable

– Contracts & Reporting

– Phase III: Academics(Continued)



Results (Continued)

Phase I – Student Services – Installed scanners college-wide

– Developed workflow applications for: – Registration & Admissions

– Financial Aid

– Year 1 –

Scanned over 500,000 documents – Went from a 4-week backlog at some campuses to 1

day turnaround college-wide(Continued)



Student Services Scan Station



Registrar – Transcript Workflow

XXXXXXXXX WILSON, WOODROW

XXXXXXXXX SMITH, SUSAN

XXXXXXXXX WATERS, JEFFREY

XXXXXXXXX COOLDEGE, CALVIN

XXXXXXXXX BROWN, CHARLES

XXXXXXXXX MONK, THELONEUS

XXXXXXXXX KOTULA, ERICA

XXXXXXXXX HADEN, MARTIN

XXXXXXXXX CAMPBELL, AMANDA

XXXXXXXXX THUMMA, JAMES

XXXXXXXXX SHAFFER, CHAD

XXXXXXXXX MCDERMID, FRANCES

XXXXXXXXX JONES, ERIC

XXXXXXXXX SANDERS, GRAHAM

XXXXXXXXX FELDMAN, SYLVIA

XXXXXXXXX SCHWEITZER, ALBERT



Transcript Process Steps

XXXXXXXXXX

THOMPSON, PERRY

1



Results (Continued)

Can meet higher volumes during peak

registration, hiring, and accounting cycles

Process information quicker, without addingadditional staff

Create process integration between structured

data and unstructured information – Financial Aid Verification

– Components can be submitted separately

(Continued)



Results (Continued)

Reporting tools can monitor: – Student document status at any given time

– Processing levels of different campuses

Adjustments can be made to processing levels

Overall improvements: – Accurate gauge of productivity levels

– Improved work distribution

– Centralization of work activities

– Improved productivity

– Converted file rooms (Continued)



Results (Continued)

Implemented Point of Entry

“Quick” Scanning –

Streamlines student services – Imports student information

immediately

– Reduces need for data entry

– Paper documents are: – Scanned

– Assigned a document type

– Sent to file or used to initiate a

workflow process



Recommendations for Success:

Project Planning Plan, plan, plan

Time spent: – 85% in project analysis and

planning

– 15% in execution

Followed college- accepted

Project Methodology

Emphasized Design over Build



Initiator/Executive Sponsor,

Project Manager & BusinessAnalysts

Project Manager,

Business Analysts &Project Team

Project Manager,

Business Analysts &Project Team

PBCC Project Management Process Steps

InitiateProject Initiation

Worksheet Completed

By Initiator & Executive

Sponsor

• Project Description

• Goals and Objectives

• Business Case

• Key Deliverables

Full Project Charter/Scope Completed

by IT PM/BA & Initiator and Approved

by Executive Sponsor & IT Director

• Project Goals and Objectives• Deliverables - Identify All In-Scope

Items

• Key Milestones with Target Dates

• Assumptions and Constraints

• Known Risks

• Success/Acceptance Criteria- How will

you measure success?

• Key Stakeholders

• Project Team Members with Roles &

Responsibilities

• Systems Affected

Screened

Ideas

PlanCreate the Project Plan -

PM/BA

• Work BreakdownStructure - Project Plan• Communications Plan• Risk Management Plan• Resource Plan

Project

Execution &

ControlManage to the ProjectPlan

• StatusReports/Minutes

• Issues/Decision Log• Change

Management Log

Close

Closeout the Project

• Document Lessons Learned

• Report Project Success

• Document "Brought Forward"

Items for Future Projects

• Release the Team

Approved

Projects

ActiveProjects

• Annual IT Project Roadmap

• IT Management Project Status Meetings

• Monthly Status Update Meetings with Key Business Owners

Project Portfolio Monitoring




Assembling a Project TeamInvolve executive managers, users from all

stages of the process, and technical staff

Focus on shared objectives and trustSponsoring committee — senior managers

– Issues escalation – Resource management

Implementation team – End users – IT technicians



Project TeamDefine

Project Leader Chuck Zettler

Implementation Team

Chuck Zettler, Dir IT Project Management,Reporting & Business Analysis - Chair

Alex Calderon, IT Microcomputer Specialist

David Bodwell, Director of Financial Aid

Jennifer Devine, Project Analyst

Amy McDonald, IT Business Analyst

Ed Mueller, Acting College Register

Julie Reiman, Campus Fin Aid Co-ord – LWGeoff Schlakman, Dir IT Enterprise Systems

Paula Souza, Campus Registrar – BR

Bob Voelker, IT Document System Analyst

Suzanne Watson, OIT Project Manager,

Consulting and Training

Kevin Cojanu, IT Help Desk Manager

Training & Support -Campus TeamsAmy McDonald, Chair

Ella Cassidy, Registrar District

Kevin Cojanu, IT Help Desk

Janet Cosher, Financial Aid LW

Shirley Diah, Financial Aid BR

Jennifer Donn, Financial Aid District

Irene Johnson, Advisement LW

Ronnie Malave, Registrar PBG

Roz McFarland, Registrar GladesCarol Oleska, Registrar LW

Felicia Phair, Financial Aid PBG

Christine Sheppard, Financial Aid BR

Ken Schwartz, Registrar LW

Cherly Philippeaux, Registrar BR

Sponsoring Committee Responsible for overall project direction,

staff resource allocation and policy

decisions. Reports to the VP/Provosts

Deans of Student Services

Scott MacLachlan, Palm Beach Gardens,

Chair

Freddie Bennett, Glades

Leonard Burton, Boca Raton

Penny McIsaac, Lake Worth

Tony Parziale, Chief Information Officer

IT SteeringChuck Zettler, Director IT Project

Management, Reporting and

Business Analysis , Chair Geoff Schlakman, Director IT

Enterprise Systems

Mike Merker, Dir IT Infrastructure




Setting the Project ScopeChoose a scalable solutionBegin with a manageable project

Clearly define and document all deliverables

(Continued)

For Example

Phase I: Registrar – Point of entry quick

scan and three workflow applications

• Applications • Transcripts

• Limited access documents




Create Detailed Function and

Requirements DocumentationDocument as is process flowsCreate to be process flows

Build prototypesTest and validate using actual end usersDo not allow end user managers or technical

staff to impede results for end users

Stay focused on process improvement

(Continued)




Initial ImplementationSelect small area to implementKeep scope narrowMotivate staff Recognize the need to adjust to changeSet success criteriaCelebrate success! Feed people! (Continued)




System & Process Integration Look for ability to

– Integrate with legacy systems – Integrate with different departments and campuses

– Pull data from administrative systems – Push data where it is needed

System and processes should: – Be well integrated – Support each other

(Continued)




Roll-out and SupportBe prepared:

– Scale the roll-out so that it

is manageable – If you are moving from

paper-based to online

processes, have support

channels in place

(Continued)




Factors to Consider Short-term needs vs. long-term

goals

Departmental vs. enterprise-widesolution

Budget Timeline




Check customer references Look to organizations of a similar size Ask your vendor for references from:

–

New customers – Implementing customers

– Long-term customers



What to Look For in a Vendor

Questions to ask whenchoosing a technologyvendor: – Customer install base size – Higher education experience – Financial status – Support levels – Product road map – Corporate culture – User group support (Continued)




Technology road map

Application APIs

Licensing model

Support and maintenance

costs

Patch and upgrade schedule

Availability of professionalservices

Compatibility with institution’s

technical standards and

infrastructure

(Continued)




Total document management Strong web presence In-house development and integration of

software Open architecture/link with various 3rd-party

applications A truly integrated suite of ECM products

– We chose the DocFinity suite, byOptical Image Technology

(Continued)



ROI Considerations

Hard-dollar ROI – Money saved on physical storage space, space rental, filing

cabinets, and records management staff

– Faster turnaround time Soft-dollar ROI

– Increased employee productivity/efficiency – Ability to process student materials more quickly – Increased student satisfaction – Improved document security and recovery



Questions:

Chuck Zettler Director of Information Technology

Project ManagementPalm Beach Community College

ph: 561.868.3240

email: [email protected]

www.pbcc.edu

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