Goal 2
Facilitate Business Process Transformation and Enterprise Systems Implementation.
The Controller’s Office will lead and support efforts to transform and streamline the University's business processes in a way that will optimize enterprise systems implementations including, but not limited to, the Student, HRIS, Finance, and Facilities Management systems. The University's long term sustainability depends on timely and effective implementation of these systems over the planning period and beyond. Our efforts and objectives will include providing leadership and subject matter expertise to all relevant BPT and ESI teams. A central component of our contribution is an internal assessment of Controller's Office resources which will enable us to lead change and facilitate the implementation of best practices within our functional areas and beyond.
Supporting Objectives:
Develop a communication plan to engage and empower CCO employees for the impact of system implementation for CCO Central Offices, Financial Officers, and system users across the University.
Status | Task |
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Not Started |
Organizational structure
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Not Started |
Training plan for implementation and into the future
|
In Progress | Offer workshops and training to support business process review and positive change management |
In Progress | Enlist employees to be active in the business transformation process |
In Progress | Provide links for accounting and internal control training. Provide links to article on similar institutions that have gone through the business process transformation and enterprise system implementation process |
= Completed | = In Progress | = Ongoing = No Longer Applicable | = Not Started |
Provide oversight to the inventory, assessment, and reengineering of our current business processes and related policies for CCO functions across the University.
Status | Task |
---|---|
In Progress | Review the systems – enterprise, departmental and shadow |
Not Started | Review controls and compliance; assess usability and efficiency |
Not Started | Benchmark policies and processes against comparable institutions |
Not Started | Develop a repository for a wish list of new system requirements |
Not Started | Recommend policy changes |
= Completed | = In Progress | = Ongoing = No Longer Applicable | = Not Started |
Provide oversight to the inventory, assessment, and categorization of data utilizing an enterprise-view for every CCO department, including general data needs across the University related to CCO functions.
Status | Task |
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Not Started |
Determine data requirements to meet compliance and reporting needs
|
Not Started | Develop universal terminology and consistent data |
Not Started | Benchmark data requirements against comparable institutions |
Not Started | Determine how to model data, consolidating old and new data |
Not Started |
Determine process for CCO regarding data management and governance
|
= Completed | = In Progress | = Ongoing = No Longer Applicable | = Not Started |
Provide oversight to the development of the prioritization for functional and control requirements, based on policy, processes and data, in collaboration with business partners.
Status | Task |
---|---|
In Progress | Requirements analysis for RFP process for enterprise system replacements |
In Progress | Identify manual processes that could be automated through systems
|
In Progress | Identify key integration points between enterprise and departmental systems |
= Completed | = In Progress | = Ongoing = No Longer Applicable | = Not Started |
Develop a continuous quality improvement program focused on sustaining and improving CCO systems and processes at both a unit and enterprise-level.
Status | Task |
---|---|
Not Started | Develop a review process for implementation and ongoing operations |
Not Started | Create tools to gather customer feedback |
Not Started |
Focus on system integration issues to assure enterprise-level efficiencies/effectiveness
|
= Completed | = In Progress | = Ongoing = No Longer Applicable | = Not Started |