“Embracing Technology with Excellence:  Innovation,

Collaboration and Integration”

Change Management Process

Ms. Jacqueline Dowdy, Associate Controller & ImageNow

Administrator

Wednesday, June 19, 20133:45 pm - 5:00 pm

• 4 Trillion paper documents in the United States

• Growing at a rate of 22% per year!• 90% of organization’s memory exists

on paper• 90% of all documents handled each day

are merely shuffled• 19 - average number of times a

document is copied• Spend about 50% of your day looking

for information• Costs $20 to file one document• Only spend 15% of your day reviewing the

information once found• 3% of all documents get Misfiled • Costs $120 to find the misfiled docs• 8% of all documents are Lost• Spend more than $200 to reproduce

one lost document

Source:

The Cost of Paper

Presentation Overview• The Starting Point for Change

• Aligning the Project Initiative with the University’s Strategic Goals

• ADKAR Model

• ImageNow Solution & Administration

• Florida A&M University’s Change Management Process for ImageNow Implementation

• Workflow & Performance Measurements

Starting Point for Change

• Institutional Context:–Major shift in the organization affecting

both people and processes that can take weeks or months to complete

• Starting Point for Change:–Who are we now?–Where do we want to be?– How are we going to get there?

Identifying the Strategic Initiative

• Strategic Initiative 2: Enable excellence in University processes and procedures

• Situational Context: In a rapidly changing information technology

environment, FAMU must adapt and serve its stakeholders in a manner, which reflects its motto of “Excellence with Caring.” To achieve this goal, University processes must be effective and efficient reflecting an environment of change, innovation, accountability and transparency.

Assessing University GoalsGoal 2.1: Improve administrative processes throughout the UniversityStrategy 2.1.1: Enhance and improve the assessment and evaluation system, which permits continuous improvement of administrative workflow processes

Goal 2.2: Enhance and assess employees’ experiencesStrategy 2.2.1: Enhance and improve the University assessment and evaluation system to include the employee experience.

Goal 2.3: Enhance and improve accountability and communication processesStrategy 2.3.3: Improve customer relations in serving students.

Goal 2.6: Develop a business process re-engineering initiativeStrategy 2.6.1: Enhance and manage the University’s business process re-engineering efforts

ImageNow AdministrationCORE VALUES•Customer Service•Collaboration•Teamwork•Training•Relationship

Goal & Objective: 80-100% Expansion of ImageNowThe university will leverage the capabilities of ImageNow to enhance business processes, eliminate paper, increase integration with iRattler (PeopleSoft), and increase efficiencies within the areas of Human Resources, Travel, Accounts Payable, Admissions, Financial Aid, Registrar Office, and other departmental units. Utilize e-forms and digital signatures to eliminate manual processing and continue to expand ImageNow throughout the campus community.

MissionAlign with the strategic initiatives of the University’s 2020 Vision with Courage to continuously increase operational efficiency, transparency, and accountability throughout the campus community’s departmental and administrative units.

VISIONTo maintain the document management system and continue to increase efficiency of business processes within the administrative, auxiliary and academic units of the university through innovation, collaboration, integration and strategic planning. 

IMAGENOW BENEFITS

Efficiency & Cost Savings•Streamlined business processes/workflow•Electronic forms•Eliminate paper and minimal front office work•Faster processing & high productivity•Readily available information to multiple areas •Integrates with Irattler (PeopleSoft) for automation of processes•Electronic document retention •Space savings and elimination of storage cost•WebNow Access•Electronic Signatures

It is an enterprise content management (ECM) software product that integrates easily with iRattler to fuel operational efficiency

STRATEGIC INITIATIVE INDICATIORS FOR IMAGENOW:•Enhancing & Improving Administrative Processes•Increase Operational Efficiency•Project Management & Business Process Re-engineering•Performance Measurement/Return on Investment (ROI)•Customer Service (Internal/External)•Student Satisfaction

THE IMAGENOW SOLUTION

ImageNow Implementations• First Go-Live in June

2009

• 100 Concurrent Combo Licenses (Client/Webnow)

• 7 Scanning Stations

Current Implementations:– Human Resources– Accounts Payable– Travel– Academic Affairs– Sponsored Programs– Budget Office– Admissions Office– Financial Aid– Registrar Office

ImageNow Expansion:•Increase Combo Licenses to 150•Increase scanning stations to 32 locations•E-forms Development

Future Implementations:– 17 Schools & Colleges– Graduate Admissions– Library– Title III– Student Financial Services– Facilities Planning– Athletics

History of ADKAR Model

• Jeff Hiatt is the president of Prosci Research and founder of the Change Management Learning Center

• The ADKAR model was first published by Prosci in 1998

A Awareness of the need for change

Management communications Customer input Marketplace changes Ready-access to information

DDesire to

participate and support the

change

Fear of job loss Discontent with current state Imminent negative consequence Enhanced job security Affiliation and sense of belonging Career advancement Acquisition of power or position Incentive or compensation Trust and respect for leadership Hope in future state

EnablersDefining ADKAR: People Dimension

EnablersDefining ADKAR: People Dimension

KKnowledge on how to change

Training and education Information access Examples and role models

A

Ability to implement

required skills and behaviors

Practice applying new skills for using new process and tolls

Coaching Mentoring Remove of barriers

RReinforcement to sustain the

change

Incentives and rewards Compensation changes Celebrations Personal recognition

The Power of ADKAR: Business Dimension

• The business dimension of change includes the typical project elements:– Business need or opportunity is identified– Project is defined (scope and objectives)– Business solution is designed (new processes,

systems and organizational structure)– New processes and systems are developed– Solution is implemented into the organization

ADKAR Dimension of Change

Prosi Three Phase Change Management Process

FAMU’s Change Management Methodology

• ImageNow Project Management Strategy:– Leverage Existing Technology (ImageNow &

PeopleSoft)– Organizational Readiness – Preparing the

university for change– Organizational Design – Redesigning the

university to accommodate the change– Business Process Re-engineering (BPR) –

Radical change to the process to improve efficiencies and effectiveness

FAMU’s Change Management Methodology

• ImageNow Project Management Strategy:– Training – Preparing all stakeholders to work in

the changed environment (i.e. job aids, training guides, workshops)

– Communication – Communicating all aspects of change to stakeholders

– Continuous Improvement – Constant review of processes

– Celebrate Successes –Important for employee morale and production

– Performance Measurement – measurement of change & efficiency intended

Organizational Design: Roles & Responsibilities

BPR: Goals & Metrics

BPR: E-Forms Process Goals

BPR: Assumptions

BPR: Foreign Travel Form

Implementation: Redesigned Workflow by Forms

Training: Business Processes, Procedures & Job Aids

• Scanning Station Procedures• ImageNow Quickstart Navigational

Guide• Digital Signature• Task Set-up• WebNow• Development of Internal ImageNow

Business Processes

Communication Plan• Objectives:

– Modes of Communication: Workshops, newsletter, open labs, brochures, training

– To communicate the roles and responsibilities – To communicate the schedule for Information

Session & Training– To communicate the changes for document

submission (fax, e-mail, e-forms)

• Target Audience:– Travel Office – ASAP– Departmental Reps– Deans, Chairs, Directors– Departmental Heads

Continuous Improvements

• Constant review of processes:– Surveys– Feedback from stakeholders– Process owner recommendations– Feedback from end users

Celebrate Successes• Project Team Celebration– Happens when the overall project is

completed• Team lunch, party, snacks

• Process Owners & Staff– Happens at Go-Live and meeting

departmental goals with the new process• Mentoring and Coaching• Compensation for additional responsibilities• Reward accomplishments

Workflow & Performance Measurement

• Workflow (automates business process)– Creating an electronic version of a piece of paper and

storing it on a computer – Improving timeliness of processing paperwork– Monitoring document workflow through the various

departments– Establishing automated filing for easy retrieval of

documents

• Performance measurement – The process of collecting, analyzing and/or reporting

information regarding the performance of the business process to see whether output are in line with what was intended or should have been achieved.

Admissions Office Performance Improvements•Speed applicant processing and decision making

•Improve student service, ensuring a greater likelihood of enrolling the best students

•Boost employee productivity and satisfaction

•Remove workflow bottlenecks and fuel operational efficiencies

•Reduce costs associated with storage, file creation and misplaced documents

•Protect student privacy

Admissions Virtual Office

Financial Aid Office• With the ImageNow

solution for financial aid awarding, the Financial Aid team can:– Streamline the collection of

complete financial aid packets

– Simplify verification and speed award processing

– Improve student service and increase access to education

– Boost employee productivity and satisfaction

– Reduce costs associated with misplaced documents

Registrar’s OfficeWith Perceptive solutions for the Registrar’s office, the team can:

•Retrieve records instantly from any location on or off campus

•Reclaim office space through physical storage elimination

•Improve student service and increase student retention

•Improve information sharing, security and control

•Boost employee productivity and satisfaction

E-Forms Implementation

– To implement E-forms that allow the campus community to complete forms on-line via iRattler portal or website.

– The elimination of paper forms will increase efficiency and promote faster processing throughout the university.

E-forms BPR