Project Tracking and Control Report TO-BE

ADMISSION

INCOMPLETE

CANCELLATION

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Contents Feasibility and Implementation Plan ………………………………………………………………………………..3

Alternative Idea of Process redesign ………………………………………………………………………………..3

Process Redesign …………………………………………………………………………………………………………4

Principle of Process Redesign – Admission Process …………………………………………………………..4 Principle of Process Redesign – Incomplete Process (TO-BE) ……………………………………………..5

Principle of Process Redesign – Cancellation Process (TO-BE) ……………………………………………7

WORKFLOW DIAGRAM- ADMISSION (TO-BE) ………………………………………………………….8

Context Diagram- ADMISSION …………………………………………………………………………………….9

Level 0 Diagram: Overall Process (Admission) ……………………………………………………………..9 Level 1 Diagram- Decomposition of Process (Application Process)………………………………… 10

Level 1 Diagram- Decomposition of Process (Acceptance Process) ………………………………… 10

Level 1 Diagram- Decomposition of Process (Payment and Letter) ………………………………… 11

Simulation Diagrams: Application TO-BE …………………………………………………………………….. 12

Activity Decision: Resubmission TO-BE ………………………………………………………………………. 12

Incomplete TO-BE …………………………………………………………………………………………………….. 12

Cancellation TO-BE …………………………………………………………………………………………………… 13

Data Tables ………………………………………………………………………………………………………………. 14

WORKFLOW DIAGRAM- INCOMPLETE ………………………………………………………………….. 15 Context Diagram: Boundary of process and system (Incomplete) …………………………………… 17

Level 0 Diagram: Overall Process (Incomplete) ………………………………………………………….. 17

Level 1 Diagram- Decomposition of Process (Incomplete Approval) ………………………………. 18

Incomplete Process Simulation …………………………………………………………………………………. 19

WORKFLOW DIAGRAM- CANCELLATION……………………………………………………………… 20

Context Diagram: Boundary of process and system (Cancellation) …………………………………. 21

Level 0 Diagram: Overall Process (Cancellation) ………………………………………………………… 21

Level 1 Diagram: Decomposition of Process (Cancellation) ………………………………………….. 22 Level 1 Diagram: Overall Process (Cancellation) ………………………………………………………… 22

Cancellation Process Simulation ……………………………………………………………………………….. 23

Impact Analysis (AS-IS and TO-BE) ……………………………………………………………………………. 24

Lesson Learned …………………………………………………………………………………………………………. 26

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Top 5 most things our team would like to improve ………………………………………………………….. 26

Appendix A- Simulation Report ……………………………………………………………………………….. 27

Cost Incurred for a student Admission To Be. …………………………………………………………….. 27

Cost Incurred for a student Admission As_IS. ………………………………………………………………… 27

Resource Time As_Is vs ToBe: ……………………………………………………………………………………. 28 Application To_Be Simulation Report …………………………………………………………………………… 29

Resource Simulation Report ………………………………………………………………………………………… 29

Activity Time: …………………………………………………………………………………………………………… 30

Queue: …………………………………………………………………………………………………………………….. 30

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Feasibility and Implementation Plan

The admission, incomplete and cancellation processes at the College of Business in Florida International University was model for the as-is to help improve faster response time and increase revenue. At the same time we are looking for a system that is centralize, paperless, less complex and to reduce human resource power. After analyzing and identifying ineffectiveness and inefficiencies for all three processes, we have model the TO-BE process for all three to show its improvements, effectiveness and efficiency. Aligning the business governance among with the IT governance with the new redesign process match the institution vision, mission and strategic goal of FIU.

Alternative Idea of Process redesign

The implementation of process redesign ideas abide to the following principles:

– Taking a decentralized process and making one person responsible for it – Redeveloping the education institution goals so improvement plans are consistent – Taking a department-specific process and assigning it to coordinate and integrate cross-

functionally – Going from a product perspective to a process perspective

Online submission: The Panthersoft system is used by faculty and staff. This tool can be enabled for applicants to turn in completed request forms instead of paper forms. This approach can bring the following benefits:

• Save allocated processing costs by 20% • Reduce staff administering those processes • Reduce time allocated to submit and process paper forms • Increase overall effectiveness

Text messaging aggregator tool: Social network aggregation is the process of collecting content from multiple social network services, such as Instagram, Tumblr, Flickr, LinkedIn, Twitch, YouTube, etc. into one unified presentation. This tool could be enabled and designed for applicants to submit requests directly through their messaging platforms. Administrators keep a directory of personal phone numbers linked to every applicant. This approach can bring the following benefits

• No training needed or minimal training needed • Staff familiar with messaging platform

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• Response time increase by 25% • Request processing speed increase by 25% • Administrative duties assigned to 2 employees at most

Example process

Process Redesign The TO-BE process for the admission process at FIU has changed to centralize system. First, we have increase the response time for any missing documents and status. Applicant and the admission office can now see instantly what is missing in the application as well as the application status. The College of Business had separate system and in the to-be model it is intended to be centralize for rapid response, application status, paperless and less data input.

Principle of Process Redesign – Admission Process Application process redesign touches many of the 10 principles of process redesign. After observations and many data requirements main principles are the following:

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Principle of Process Redesign – Incomplete Process (TO-BE)

Application process redesign touches many of the 10 principles of process redesign. After observations and many data requirements main principles are the following:

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eCentralizes system is synchronize and updated for any changes made application process. Faster response time for both applicant and COB. Inter-dependencies reduces by 50%

Bottle necks were identified. Resources would be allocated to allow effectiveness. Applicants and COB both have access to see the status

System generates a pdf packet. Less input of data. More transprancy across applicant and COB

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eIntegrating and connecting system allows for faster response time. Student can filled a electronic form. COB can connect to the system and collect all incomplete request to create a faster environment for approval

Adding an online platform for the process helps for any student to have flexibility anytime, anyplace, anywhere. Students can log in without having to visit the COB.

COB and Students have intelligence if there are errors in the form. Faculty and back end office can know if student makes request without dependencies.

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Principle of Process Redesign – Cancellation Process (TO-BE)

Application process redesign touches many of the 10 principles of process redesign. After observations and many data requirements main principles are the following:

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gateElectronic forms are available for

student cancellation. No manual source is needed to communicate between all departments (i.e financial department, admission office, COB) The distance between all department has shrunk and information is process faster.

Electronic form help sycchronize student file to determine future eligibility in regards federal aid. Student account is updated automatically and communication is connected though all departments

Integrated with the online platform, the cancellation form is faster processing. Manual forms has been eliminated. Cancelling forms are sent automatically to the indicated faculty. Optimization increase by 80%

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WORKFLOW DIAGRAM- ADMISSION (TO-BE)

The below section depicts the workflow diagram of Admission Process. The student application is checked for correctness and if the form is complete and student meets admission criteria approval is sent. The student pays fees up on approval and the system is updated and a confirmation is sent to student.

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Context Diagram- ADMISSION

Level 0 Diagram: Overall Process (Admission)

Applicant

Admission Process

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Level 1 Diagram- Decomposition of Process (Application Process)

Level 1 Diagram- Decomposition of Process (Acceptance Process)

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Level 1 Diagram- Decomposition of Process (Payment and Letter)

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Simulation Diagrams: Application TO-BE

Activity Decision: Resubmission TO-BE

Incomplete TO-BE

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Cancellation TO-BE

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Data Tables

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WORKFLOW DIAGRAM- INCOMPLETE

The below section depicts the workflow diagram of Incomplete Process. The student submits the incomplete form and the form is validated for approval. Upon meeting the criteria the Incomplete request is approved.

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Context Diagram: Boundary of process and system (Incomplete)

Level 0 Diagram: Overall Process (Incomplete)

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Level 1 Diagram- Decomposition of Process (Incomplete Application)

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Level 1 Diagram- Decomposition of Process (Incomplete Approval)

Incomplete Process Simulation

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WORKFLOW DIAGRAM- CANCELLATION

The below section depicts the workflow diagram of Cancellation Process. The professor receives

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Context Diagram: Boundary of process and system (Cancellation)

Level 0 Diagram: Overall Process (Cancellation)

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Level 1 Diagram: Decomposition of Process (Cancellation)

Level 1 Diagram: Overall Process (Cancellation)

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Cancellation Process Simulation

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Impact Analysis (AS-IS and TO-BE) Category Objective Measure/ Improvement targets

AS -IS TO BE

Application sub-processes

● Increase COB revenue ● Improve student satisfaction ● Increase number of graduate enrollment

Email student to complete survey. Current: 60%

Student currently registers for courses and has unlimited number of time to reregister if unsuccessful.

Current: 65 %

Upon Graduation, student applies for their career but it does not ensure it high reputation.

Current: 65 %

Implement Student recommendations based on Student satisfaction surveys. Proposed: 10% improvement

Keep the Retention rate close to 75%.

Keep high Program reputation between business leaders by 2018 Proposed improvement: 10%

Acceptance sub-processes

● Improve system integration ● Automation process reducing paper usage. ● Reduce cost and working time • Increase the

faculty to student ratio

Faculty and student currently sends paper form in every process Current: 70 % Paper form delays process preventing which classes has been filled in real time Current: 1 to 2 weeks Manual entry is needed for student and faculty to retrieve information of any sort

Current: 80 % Currently the number of student is: 71 student per faculty.

Reduce paper work tasks in a 30% yearly.

Reduce enrollment time to a 3 business days.

Increase documents centralization and availability to 90% by 2018 To reduce the number of student by: 50 student per faculty

Incomplete sub-processes

Increase student retention

Avoid student cancellation

Student application status is manual and needs to be email to get notification or

Keep good communication between students and programs by 90 %.

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● Improve student satisfaction

by phone or stopping by the admission office. Current: 80 % Unlimited times of enrollment causing student to mindlessly retake the course. Current: 70 %

Automatically notifies student application status once requirements has been met. Reduce student cancellation by 90 %

Cancellation sub-processes

• Reduce cost and working time

● Improve student satisfaction

Manual and oral communication between student and professors are being used to cancel courses. Current: 65 % Email survey to students Current: 60 %

Reduce paper work tasks in a 25 % yearly.

e Reduce cancellation process time by 90%.

Electronic form to the cancel course and automatically notifies the professors for approval. Proposed Improvement: 100%

ProcessPillars Focus and Brand

Student Learning and Student Services

Revenue Generation

People and Culture

Infrastructure

Admission Application 30% 30% 10% 23% 25% Acceptance 30% 20% 20% 22% 25%

Incomplete 20% 25% 35% 24% 25% Cancellation 20% 25% 35% 31% 25%

Total 100% 100% 100% 100% 100%

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Lesson Learned

 Before taking Business Process Design, as a group we have learn how important planning is before executing. The planning stage is the most crucial part for any process design. It is imperative to capture all the requirements in order to proceed. Planning takes time and dedication and at the same time if the plan is rushed: the execution will be poor. Implementation will always be implemented but it the planning that makes the differences.

 After analyzing the as-is process it is important to do a thorough redesign process (to-be) in order to ensure effectiveness. Displaying the ineffectiveness and inefficiency of the as- is model is the part we were most fascinated about. As we discover, the baseline for the to-be process is what give impact and value to any company. The to-be model shows how company can reduce cost, increase revenue and increase efficiency & effectiveness.

 There are many modeling tools but Lucid Chart is by far the most useful because of its online platform. Learning application tools is useful but learning the holistic physiological level learning is crucial to make changes all across the board. At first we thought changing the process only involves just process but later we realize that process, technology, and culture all have to be change if one change happens.

 In order to model any process, it is important to gather all requirements but at the same time do deductive and inductive learning. This allows many views in order to produce a well thought out SOW, AS-IS, TO-BE and control and tracking report.

Top 5 most things our team would like to improve

 We would like to have more time to further study and analyzing in depth how process and sub-process can be connected and a guide on how to model with high level details.

 We would like to have seen other university process and compare our designs to see if we have any flaws.

 We would like a deeper understanding and a updated application to replace IBM application to learn update software.

 Calculating the cost variance for the as-is and the to-be was challenging because we had to make assumption. In the real world, we would like to know now these number are generated

 We would like to have seen how critical it is to generate these reports and if not what consequences would happen in real life. It is interesting to see that other groups have different templates and they all seem to reach the same goal.

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Appendix A- Simulation Report Cost Incurred for a student Admission To Be.

Cost Incurred for a student Admission As_IS.

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Resource Time As_Is vs ToBe:

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Application To_Be Simulation Report

Resource Simulation Report

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Activity Time:

Queue: