Archive -- Proposed gopher server catagory

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>From richa047@maroon.tc.umn.edu Tue Apr 18 07:58:31 1995
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To: BPRREENG-L@lists.acs.ohio-state.edu
Subject: Proposed gopher server catagory

My name is David Richards, and I am a project coordinator for Facilities
Management (FM) at the University of Minnesota. If there is sufficient
interest, I am suggesting an additional gopher server catagory for this
list that deals with issues relating to facilities management in
educational environments. I suggest this because I am also requesting
information and/or experiences that anyone has on the following issues:
1) facilities management reengineering activities; 2) facilities project
delivery methods; 3) new or renovated building commissioning procedures;
and 4) specific insights into emerging patterns of on-campus housing and
food service facilities.

This list suggests some of the issues facing FM here. I look forward to
the discussion. Thanks in advance for your assistance.

David H. Richards
University of Minnesota
2904 Fairmount Street S.E. phone: (612) 625 0328
Minneapolis, MN 55414 fax: (612) 626 9408
USA Internet: richa047@maroon.tc.umn.edu
>From DALLEN@smtpgw.arms.ohio-state.edu Fri Apr 28 15:03:28 1995
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Date: Fri, 28 Apr 1995 15:03:00 -0700 (PDT)
From: DAN ALLEN <DALLEN@smtpgw.arms.ohio-state.edu>
Subject: Welcome -- Overview -- Ohio State
To: "'BPRREENG-L Send'" <BPRREENG-L@lists.acs.ohio-state.edu>
Cc: "Allen.31@osu.edu" <Allen.31@osu.edu>
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Hello Everyone,

Thank you for your patience -- for not having received any documents from
the BPRREENG-L listserve. I have been waiting until about 50 people have
subscribed. And guess what? We have now hit the magic number.

So . . . let's get started!

I would first like to WELCOME you all to the listserver. I hope that this
will provide
much of the information that you need to assist with your college and
university-related BPR efforts.

BPR at colleges and universities is becoming a very hot topic! How many of
you that are subscribed to the listserver attended the 21st Century Higher
Education Conference last winter? In counting, there were approximately 240
personnel listed on the attendance roster. With this much interest, I am
sure that there are many colleges and university's engaged in BPR-related
activities, or are considering them. The purpose of this listserver is to
provide a means to share our ideas, concerns, and experiences.

In order to assist with the archival and retrieval of the listserve
information, I am requesting that when you send questions, answers, and
general information, that we use a basic subject description methodology
(yes -- re-engineer the way we process messages). For example, I am
requesting that in the Subject area, we first identify the PROCESS, then
TOPIC (if we are sending a question, answer, overview, description, etc.),
and then ORGANIZATION (your college, university or organization's name or
initials). For example:

If I am requesting (from Ohio State) general information to the subscribers
about BPR for the accounting processes, I will use the following subject:

Subject: Accounting -- Question -- Ohio State

If I am answering a question earlier posted by Penn State concerning the
Human Resource process:

Subject: HR -- Answer to Penn State -- Ohio State

By following this type of structure, we should all be able to use our time
more effectively in identifying issues that we are interested in reading,
and will be able to easily archive and retrieve who is doing what.


-----------------------------------------------------------------

Any comments regarding this format?

As indicated in the welcome letter that you should have received, some of
the processes/categories might be:

Accounting/Budget
Human Resources
Procurement
Student Admissions
Student Loans & Financial Aid
Student Registration
Traffic & Parking
Change Management
Communications
Education/Training
(and many others)

We may want to create a new process called "Overview" to begin identifying
who is doing what, unless you want to specifically identify your process as
Accounting, or etc.

Any comments? Please post your comments on the listserver.

Thanks!

In the next several days, I should be posting what OSU is doing with regards
to re-engineering our Accounting/Budget and HR processes.

Dan Allen
Allen.31@osu.edu
Manager - Business Process Reengineering
The Ohio State University
ARMS Project

>From stowers@cix.compulink.co.uk Fri Apr 28 20:40:48 1995
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Date: Sat, 29 Apr 95 01:40 BST-1
From: stowers@cix.compulink.co.uk (Stephen Towers)
Subject: Re: BPRREENG-L digest 2
To: bprreeng-l@lists.acs.ohio-state.edu
Cc: stowers@cix.compulink.co.uk
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In-Reply-To: <199504281903.PAA16834@lists.acs.ohio-state.edu>
Dan,
I would like to wish you (and us) all the best!

There's a lot of work underway here in the UK, I hope myself and
colleagues can contribute and learn...

Steve Towers

>From DALLEN@smtpgw.arms.ohio-state.edu Sun Apr 30 09:04:26 1995
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Date: Sun, 30 Apr 1995 09:03:00 -0700 (PDT)
From: DAN ALLEN <DALLEN@smtpgw.arms.ohio-state.edu>
Subject: BPR Project -- Overview -- Ohio State University
To: "'BPRREENG-L Send'" <BPRREENG-L@lists.acs.ohio-state.edu>
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I am providing the following information (which was printed in The Ohio
State University faculty and staff newspaper, onCampus, April 27, 1995)
as an overview of our BPR project at The Ohio State University. Hopefully,
many of you will also provide similar information regarding your current
or future projects.

In November 1994, a project team, referred to as ARMS (Administrative
Resource Management System) was formed. ARMS is about change . . .
changing the way the University does business. The ARMS project is focusing
on two of the numerous administrative systems currently in existence --
financial and human resources. Why only two? The financial system is
the foundation for most of the other systems and human resources accounts
for 65% of the total input to the financial system.

The basis for ARMS is re-engineering the current processes. The idea is
to review the current processes performed in financial and human resources,
such as +income and expenditure transfer+ and the +day of hire.+
Re-engineering asks: why is the process being done, is it being done in
the most efficient way, or does it need to be done at all? After
re-engineering,
the next step is to identify the software package and what technology is
needed
to link all the users. The goal is to choose processes and systems that
will
establish and effective, efficient, and flexible University Administrative
Resource Management System.

It is anticipated that the project will take approximately three years. To
understand where we need to go in the future, we must first examine where
we are today.

The environment in Which We Must Succeed:

In today+s environment, there is an ever increasing demand for accurate,
timely
information. Administrators and managers need to have data and reports
in various formats at specific times. The University must also provide a
variety
of information to the federal and state government. Legislation is passed
every year
that requires additional reporting requirements but does not provide funding
to meet
these requirements. Staff members spend many hours compiling data manually
because it is not in automated form. Ohio State must provide a great deal
of
information to a variety of individuals and entities, and we do not have the

tools to perform this task in the most efficient manner.

Old, Predominantly Manual, Paper-based Systems:

We now have a Financial Accounting System (FAS) that is close to 20 years
old. Many departments operate +shadow systems+ because FAS does not
provide them with the information when or how they need it. The current
system is predominantly manual and paper-based, as exemplified by these
statistics:

* It takes an average of 3 weeks to route accounting forms through
appropriate
approvals and to recognize a financial entry in the system.

* Financial information is available only monthly in pre-determined
formats.

* 6000 - 8000 paper financial data entry documents are manually prepared
and processed each month.

* 250 reams of paper are used monthly to produce financial reports for
University departments.

A good example of how cumbersome it is to get a financial entry into FAS
is to summarize the metrics for an income and expenditure transfer (used to
move money from one account to another):

* Average processing time -- 3 weeks
* Average number of people involved -- 17
* Number of departments involved -- 4
* Number of manual worksteps -- 26
* Number of different forms used -- 5

Some of the Human Resource systems have been in use even more
than 20 years.

Many have been modified or revised and are independent, non-
integrated systems. There is not one system database that provides all
the employee information. Just like FAS, the Human Resource systems
are predominantly manual and paper-based. For example:

* 20 people are involved in establishing a newly hire employee on
the Human Resource, Payroll and Benefits systems.
* A newly hired employee signs his/her name an average of 16 times,
travels five miles and enters six different buildings on his or her first
day of employment.
* 27 forms are used in hiring a new employee.
* 46000 hours are expended manually sorting and distributing paychecks.

The following metrics are for just the day of hire for an OSU employee:

* Average processing time -- 3 weeks
* Average number of people involved -- 20
* Number of departments involved -- 4
* Number of manual worksteps -- 61
* Number of different forms utilized -- 27

Systems, Systems Everywhere and Not a Byte Among Us:

The financial and human resources systems at the University
are supported by a t least five separate technology systems and groups.
Our current systems limit flexibility and do not take advantage of
more cost-effective technologies. There are an estimated 450 - 500
shadow systems that have been developed by individual University
departments to support financial and human resource information
requirements. Maintaining these systems requires a significant
investment of time and effort. In addition, managing our
business with diverse, independent, non-integrated computer systems
results in the inability to share data across the University for decision
making and reporting, and the inconsistent application of management
policies.

By Popular Demand:

Perhaps the most compelling case for ARMS is exemplified in the
results of an ARMS Project Survey distributed to the system users
in each University department in January, 1995. Below is a summary of
the responses to five basic statements concerning the current systems
and the need for a new system. These figures are based on responses
from 81% (281) of the departments that were mailed the survey. The
results indicate that the majority of people who work the closest with
financial and human resources information agree that there is a need
for, and that they will support, the re-engineering of the University+s
business processes and the development of new systems:

* 77% agreed that the existing financial and human resource systems
are not sufficient to meet our needs.
* 90% agreed that it is time to change the existing manual and systems
processing.
* 89% believed that significant benefits can be obtained by changing
the existing manual and systems processing.
* 90% agreed to support the changes to the existing manual and systems
processing.
* 90% agreed to support the ARMS Project effort to redesign and
implement processes and systems to replace the current University
financial and human resources systems.

More Information:

More information about ARMS can be located on:

* gopher: //gpher.acs.ohio-state.edu
* world wide web: http://www.acs.ohio-state.edu

Dan Allen
Manager -- Business Process Re-engineering
ARMS Project
The Ohio State University
5th Floor - Residence Tower
2050 Kenny Road
Columbus, OH 43221
(614) 688-3318
Allen.31@osu.edu
>From DALLEN@smtpgw.arms.ohio-state.edu Sun Apr 30 09:31:23 1995
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Date: Sun, 30 Apr 1995 09:32:00 -0700 (PDT)
From: DAN ALLEN <DALLEN@smtpgw.arms.ohio-state.edu>
Subject: Change Management -- Question -- Ohio State University
To: "'BPRREENG-L Send'" <BPRREENG-L@lists.acs.ohio-state.edu>
Cc: "Allen.31@osu.edu" <Allen.31@osu.edu>
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We are currently finishing up our Phase I of our project to replace
the University's financial and human resource systems. To date,
we have identified as 'as is' state and are finishing up on our
'should be' state (conceptual design) in order to move into Phase II,
technology selection phase.

One of the key areas that I need to address is the development of
a change management plan, that may include training and communications.

Does anyone have such a plan that they could share with me (so I
don't need to re-invent the wheel)?

Dan Allen
Manager -- Business Process Re-engineering
ARMS Project
Ohio State University
(614) 688-3318
Allen.31@osu.edu
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