1. Project Statement & Objectives
Statement To implement T2/CASHNet Online Payment Interface for citations and T2 eBiz for management of staff and student parking permit applications, waitlists, and awards.
Objective Accomplishment Objective Met
Phase I: T2/CASHNet Online Payment
Interface In February 2014, online citations and daily/weekly permits were implemented. With this implementation vistors, students and employees were able to pay all citations online.
Phase II: Permit applications, waiting list
and payments for Faculty/Staff online In September 2014, parking permit applications, waiting list preferences, and payments were available online for Faculty/Staff. This completed a full cycle in the new system of permit requests, awarding and payment entirely online.
Phase III: Permit applications, waiting list
and payments for students online In October 2014, parking permit applications, waiting list preferences, and payments were available online for students. This completed a full cycle in the new system of permit requests, awarding and payment entirely online.
2. Project Key Deliverables
CASHNet Integration Y CASHNet interface is running without issues. Banner Integration Y Banner integration of updated student, faculty
and staff demographic information is running via automated routines daily without issues.
Single-Sign On Y Single Sign-On (SSO) for authentication for student, faculty and staff is running without issues.
Ability to pay for parking citations online Y In Phase I, this feature went live and is running without issues.
Allow Staff/Faculty to request and pay for parking permits online, including managing their waitlist
Y In Phase II, this feature went live and is running without issues.
Allow students to request and pay for parking permits online, including managing their waitlist
Y In Phase III, this feature went live and is running without issues.
Identify process owners for new tasks in T2, assign responsibilities and complete new Business Process Diagrams with those responsibilities.
Y In January 2015, the process diagrams for permits and citations were completed and include related procedures, assigned resources, and task timings.
Complete training for Parking Office staff on
new procedures and tasks. Y Training for student awards and permit pick up processes was held across two sessions in September 2014. Renewal training was held in November 2014.
Complete Operations Calendar and procedure
documentation Y In January 2015, an Operations calendar with hyperlinks to related procedures was rolled out to all Parking Office staff. This calendar details what processes need to be run and when, by month, for the current and future years. This calendar will be maintained by Parking Office Operations.
3. Summary of Financial Expenditures
COSTS - Budgeted COSTS - Actual
($) • $40,000 • $45,305
This project ran slightly over budget due to unforeseen, but necessary, customizations related to:
• T2 system limitation related to permit control groups (PCG’s)
• T2 Banner data import programming
BENEFITS - Estimated BENEFITS - Actual Quantitative
($) • New online payment option for permits was expected to save 318 hrs/yr in manually creating receivables and billing permits to applicants assuming 50% of payments were received online
• As of the time of this document, 47% of permit payments have been received
Permit Payments Sep ’14 – Mar ’15: Online Payments: $512,429
Over the Counter Payments: $431,596 Number of Transactions Sep ’14 – Mar ’15: Online Transactions: 3,015
Over the Counter Transactions: 3,403 To encourage more usage of the new online payment tool, there are Action Items the Parking Office will be taking, including setting up a paid permit line to encourage customers to pre-pay online before picking up a parking permit.
• As of the time of this document, 50% of citation payments have been received
Citation Payments Feb ’14 – Mar ’15: Online Payment: $ 137,750
Over-the-Counter Payment: $ 137,738 Number of Transactions Feb ’14 – Mar ‘15 Online Transactions: 5,354
Over the Counter Transactions: 4,947 To improve online citation payment frequency, the Parking Office will be evaluating opportunites to increase communication to customers,
including an introduction customers coming to the counter to make a citation payment to the online payment option.
BENEFITS - Estimated BENEFITS - Actual
• In-house citation Decision Letters will be emailed instead of mailed saving an estimated 240 hrs/yr and expenses related to copying, postage and paper. These tasks were predominantly completed by undergrad student workers.
• Emailing the in-house Decision Letters and receiving citation payments online has reduced processing work effort performed by student workers. The Parking Office has decreased the average number of student workers throughout the year from 8 to 4 resulting in a difference in student salary payout of $13,435.87 from FY14 to the same period in FY15.
Additionally, the Parking Office adjudicated 2,984 appeals between 2/1/2014 –
1/31/2015. At $0.48 per mailed letter and accounting for the minimal (<25) letters that must be mailed, this is a savings of
Qualitative • Demographic data upload from Banner to T2 was expected to save data input time for all Parking Office staff associated with approximately 6,000 applications. Additionally, printing applications, sorting, and lot assignment manual tasks were all expected to be eliminated.
• In FY15, the employee working in a Fiscal Tech position resigned. This position was not filled at this time. Subsequently, the Fiscal Tech tasks were shared among the Parking Office Manager, Supervisor, and secondary Fiscal Tech. Though the expected resource savings have been realized, some duties have shifted due to this position not being filled making it difficult to quantify the savings accurately at this point.
4. Lessons Learned
Lesson Learned Action Plan Identified By
Value of live testing with a small group of staff and students 10-14 days prior to going live for all customers. In both the staff and student testing, issues were discovered but there was little time to address them due to testing so close to advertised system Go Live.
Be sure to build into the project enough time to troubleshoot discovered issues.
Additional testing of data being imported during Academic year transition period in order to be sure that import is properly addressing any incoming demographics. This is especially true for the student populations - both incoming and outgoing students.
Schedule in the project a task to reassess data imports that the new demographics include properly into the system.
During this project, students were unable to select a Parking lot until they received their Housing assignment.
Continue to work closely with Housing to insure Flex is updated as early as possible with student housing
Lesson Learned Action Plan Identified By
At times, team members felt their tasks were unclear or they were notified "last minute" that something needed to be completed.
A visual timeline of upcoming
milestones that is posted in the office for everyone to look at would be helpful in planning what was coming due. Weekly and annual cycles can be planned and mapped out on a
calendar. Additionally, clearly defining team member responsibilities with benchmarks is very important to project success.
Value of having a Project Manager fully engaged for the life of the project. This project was without a resource in this role for five (5) months which contributed to the team feeling as though more planning ahead might have helped alleviate errors that felt as though they were happening every day.
When possible, future projects should have a Project Manager responsible for regular communication to the project team and stakeholders.
Need to consistently communicate project resource availability. Quite often, the project manager or core team members are unaware of each other’s vacation schedules. This results in juggling tasks at the last minute and creates frustration at all levels.
A visual calendar of team member schedules (in Outlook, or another format easily accessible by all team members) would be helpful in
planning tasks and coverage for team members who are scheduled to be out of the office. Additionally, clearly defining team member tasks with due dates could alleviate much of the last minute juggling.
5. Outstanding Tasks
5.1 Outstanding Project Tasks
There are no outstanding project tasks. All tasks has been transferred to