Campus Management at the Freie Universität Berlin

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Campus Management at the Freie Universität Berlin

for Online Educa 2006 – Workshop 4 (November, 29)

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Freie Universität Berlin, Campus Management, Dr. Dirk Pape, Projektleiter 2

Agenda

- IT management at the Freie Universität (skip)

- The project Campus Management

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IT governance

Since 2001 new approach to IT governance (expertise Bode/Hegering, Munich)

- CIO board

- IT executives

- policies und standards for projects, security and organization

- orientation at standards of BSI (governmental agency for security in

IT)

- trustful working relationship with Personalräten and

Datenschutzbeauftragten

- task sharing between central IT departments

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Results by today

- complete inventory of IT procedures in the Freie Universität

- acceleration of decision processes possible due to clear roles and

responsibilities

- standards for projects, security an organization become more and

more accepted

- efficiency und strategic role of IT increased

- transparency of procedures and decision processes

- risk management is possible

- ability to focus IT on strategic goals of the Freie Universität

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Freie Universität Berlin, Projekt Campus Management, Dr. Dirk Pape, Projektleiter

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Mission „Campus Management“ (started 12/2004)

- integration: the organization of the project has to embrace all

departments of the Freie Universität Berlin

- functional goals:

- development and implementation of standard guidelines for department

spanning processes

- implementation of powerful und future-proof integrated IT applications

to support business processes

- establishing a reliable central data basis for study administration with

secure and auditable role based access

- milestones:

- implementation of indispensable functions for all departments by

October 05

- complete functionality for exam administration by the end of 2006 - other processes in study administration will follow

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Results of the requirements analysis (2004)

Basic problems & cost drivers

- heterogeneity of system landscape, many security and technological

problems

- weak policies for IT use

- only few standards for exam and study orders

- every department combines modules and courses by their own rules

- no integrated software “out of the box” exists but comprehensive

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The integrated project „Campus Management“

There is more to do than implementing a software.

An integrated project is more than IT support!

Project

„Campus Management“

Institutes Deps

C. A.

Bologna

IT support

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The “small” project Campus Management

implementation of the SAP module Campus Management (CM) for the

- documentation of all examination processes

- legal security, correctness, commitment, auditability, extensive

digitalization of student’s records

- Support for study and examination processes

- workflow, dates, resource planning and controlling

- role specific information system

- sophisticated information presentation for students, teaching staff,

advisors, office staff, deanship, rectorate, ...

- analytics

- for ministerial statistics, internal controlling, ...

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Phases of the IT implementation

1. consolidation of the data basis for exam administration

- interfaces to other systems (HIS SOS, course management, IDM)

- implementation of the processes, that enable collection of ongoing data - provision, quality assurance and migration of historic data

2. development of the information systems for all roles

- students

- teaching staff

- exam boards and their offices - advisors

- deanship and rectorate - controlling department - …

3. support of additional processes in study and teaching

- resource planning and controlling

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The „big“ project Campus Management

lines of action

- processes in study

- implementation of external and internal presettings (commitment) - normal case and exceptions (adaptivity and tolerance)

- transparency, controlling and optimization (business ratio)

- staff qualification (legal/conceptional, organizatoric, technical)

- know how development - keyusers

- user and staff training

- information technique

- constitution of a central IT support organization (ITIL)

- development and implementation of reusable concepts (identity

management, statistic data base) => target structure

- integration with distinct IT components (HIS, Blackboard, student’s

portal, staff portal, course evaluation)

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Results by today

 extensive standardization of BM processes (target processes)

 cost effectiveness through strict project management, standardizations

synergy effects with the central computing centre

 integration and security of data and infrastructure dramatically improved  184 orders of exam (75 core study programs) transformed into the system;

now a routine procedure

 al BM students (7.500; outlook: 25.000) and all teaching staff have online access to the ecampus

 students (web): registration to modules and courses, individual timetable,

list of grades and credits, module certificates, transcript of records

 teaching staff (web): grade entry, delegation

 Datenschutz conform hotline functionality

in realization: historic data for complete records und study completion

 complete functionality still to come: optimization of schedules, classic study programs, application, admission and registration with CM

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Adaptivity and tolerance

- The “explanation” of processes implies

- high expectations (anticipation of controllability and optimizations) - defense (due to loss of action scopes)

- dangers if formalization is too low

- small optimization potential

- poor process transparency and commitment

- dangers if formalization/standardization is too high

- excessive handling of exceptions is reality differs from standard - small action scope for roles => poor acceptance

- balance and adaptivity

- processes for the normal case with benefits for service and controlling - flexible tools for exceptional cases (tolerance)

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eUniversity: How great is the challenge?

Old requirements do not vanish, but are amended by new ones

- “mandatory administrative tasks” remain and become more

ambitious: for example exam administration and Bologna

- operational resource management/controlling (central and

peripheral) amend permanently the scope of administration

- strategic university management promotes „quality“ aspects, but

also implies the existence of a global plan for transformation of administrative processes

IT is a “catalyst”

- eGovernment (eBusiness), eAdminstration also for higher education

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Identify, (claim) and name the role of IT

Precondition

eGovernment/eAdministration cannot be introduced without a

comprehensive concept for IT governance and a tight connection to the rectorate.

Strategic decisions are necessary

Campus Management is a key project at the Freie Universität in the core division of study processes with management visibility and

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For example: Future needs of action for CM

Legal and procedural security

- electronic records

- electronic signature

Operative resource and date management

- transparency and commitment

- realization of module sequences

- acceleration of procedures (general study duration)

- non-overlapping course schedules

Qualitative optimization of study and study success

- assessment of workload and readjustment

- advanced integration of components of Combi-Bachelor study

programs (attendance times, exam frequency, etc.)

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For example: Future needs of action for CM

Legal and procedural security

- electronic records

- electronic signature

Operative resource and date management

- transparency and commitment

- realization of module sequences

- acceleration of procedures (general study duration)

- non-overlapping course schedules

Qualitative optimization of study and study success

- assessment of workload and readjustment

- advanced integration of components of Combi-Bachelor study

programs (attendance times, exam frequency, etc.) classical administration

resource management

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Critical factors of success

- support by the rectorate

- strategy for internal implementation of the Bologna reform

- IT governance

- transparency and commitment from the start

- participation of all relevant stakeholders before making a software

decision

- clean and extensive requirements analysis

- interdisciplinary project organization with distinct responsibilities

- external counseling where appropriate (SAP, MG&Partner, EDS,

confabs GmbH)

- but the ultimate responsibility of the university must not be

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