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Transcript of Deloitte Consulting LLP Redesign of Administrative Operations Implementation, Preparation and...
Deloitte Consulting LLP
Redesign of Administrative OperationsImplementation, Preparation and Execution
University of Michigan School of Dentistry
May 2010
- 2 -
Agenda
Recap of Future State Operating Model Recommendations
Nuts & Bolts: Organizing the Effort and On-Going Project Management
Business Process Redesign and Standardization
Organization Design, Staffing, and Workforce Transition
Communication, Training, and Change Management
Q&A/Next Steps
Recap of Future State Recommendations
- 4 -
Standardize Business ProcessesStandardize and document major business processes to support the future state operating model.
Develop Detailed Org DesignDetailed structure and job descriptions (roles, competencies, decisions), headcount, and measures.
Develop Strategy and RequirementsArticulate strategic drivers. Develop strategic framework and requirements for new organization.
11
Defining the new operating model and organizational design is typically the backbone of a broader implementation plan
Build Operating ModelAssess core process areas and integration opportunities. Consider implications to current state.
Build High-Level Org DesignDefine primary organizational elements and relationships. Confirm activities for key areas.
Transition & Evolve OrganizationRoll-out and implement plan.Evolve organization design on an ongoing basis
22
44
55
66
77
Develop Case for the New Org DesignCreate business case for org design. Articulate design principles. Define future state org capabilities.
33
The School of Dentistry has taken the first steps towards implementing a new operating model by undergoing a thorough current state assessment of core process areas, evaluating various future state options, and developing a sound business case and rationale for the recommended future state model.
Critical next steps include a focused effort to develop the detailed organizational design and create an implementation plan. Change management and communication are important elements of a transition of this nature. Impacted stakeholders should be engaged frequently throughout the process.
- 5 -
Following this high-level implementation roadmap would allow the School to continue the momentum it has built while taking the proper time to plan for the transition
We recommend taking a phased approach to implementation, which would involve starting immediately with process standardization while creating detailed plans for the organizational design and procurement cost reduction.
Procurement Cost Reduction
Operating Model
Implement New Processes
Develop Org Design & Workforce Plan
Implement New Org Structure & Transition Workforce
Standardize Processes Ongoing Monitoring and Improvement
Ongoing Monitoring and Improvement
Rationalize Suppliers & Establish Contracts
Institute Demand Management
FY ’12 – Ongoing FY ‘10 FY ‘11
Recommended Implementation Roadmap
Develop Demand Management Plan
Develop Supplier & Contract Plan
Ongoing Monitoring & Compliance Analysis
Ongoing Monitoring & Compliance Analysis
Project / Results Management Office
Procurement Cost Reduction “Quick Wins”
Key: – Planning activity
– Execution activity
– Maintenance and evolution activity
– “Quick win” opportunity
Nuts & Bolts: Organizing the Effort and On-Going Project Management
- 7 -
Project managementCreating and executing a detailed project management plan is essential for implementing any large-scale organizational change. Carefully constructing a plan as the first step to such a transition and then executing the plan will assist the School in meeting its project objectives.
Establish Project Organization Structure
Develop Project Management Processes
and Project Plan
Complete Project Charter
Approach
Activities
Project Structure & CharterDeliverables Project PlanProject Status Reports and
Communications
• Define project scope
• Define project approach
• Prepare finalized business case
• Establish project charter
• Prepare work plan• Create plans for risk
and issue management, quality assurance, and communications
• Define team staffing
• Execute project plan• Provide formal
status reports and communications
• Track and report on benefits realization
ExecuteProject Management
Processes
• Define roles / responsibilities
• Establish project team
• Establish customer service advisory board for implementation phase
ProcurementCost
Reduction
OperatingModel
Implement New Processes
Develop Org Design, Governance Structure
& Workforce Plan
Implement New Org Structure & Transition Workforce
Standardize Processes Ongoing Monitoring and Improvement
Ongoing Monitoring and Improvement
Rationalize Suppliers & Establish Contracts
Institute Demand Management
FY ’12 – Ongoing FY ‘10 FY ‘11
Recommended Implementation Roadmap
Develop Demand Management Plan
Develop Supplier & Contract Plan
Ongoing Monitoring & Compliance Analysis
Ongoing Monitoring & Compliance Analysis
Project / Results Management Office
Procurement Cost Reduction “Quick Hits”
- 8 -
Implementation of engagement strategies for administrative staffThe School can begin to engage administrative staff and work towards developing a sense of ownership for the future state operating model.
Process standardization
teams
Validation of future state activities /
tasks
Identification of change champions
Communications
Detailed organization design
Process training
Upon communication of the future state operating model , the School can begin to engage existing staff members to establish several cross-departmental teams to focus on developing and documenting the standardized business processes.
Using the preliminary list of activities and tasks that Deloitte has identified for each component of the future state operating model, the School should engage existing staff to review and validate the proposed activities.
As a way to increase acceptance of the proposed changes, the School should identify individuals in the academic departments and administrative offices who understand the need for change, generally support on-going process improvement initiatives, and would be effective in engaging other staff members to achieve broader acceptance and / or reduce resistance to change.
As part of the transition to the new operating model, staff can assist with activities related to planning, preparing, and delivering communications.
Though the School will work with University HR to address strategic / policy issues related to the future state, existing managers can play a role in supporting detailed organization activities, including assisting with the development of new job descriptions and providing insight regarding workload balancing and other operational issues.
Once business processes have been standardized and documented, existing staff can help to prepare materials to support training for key stakeholders regarding the organization and process changes.
ProcurementCost
Reduction
OperatingModel
Implement New Processes
Develop Org Design, Governance Structure
& Workforce Plan
Implement New Org Structure & Transition Workforce
Standardize Processes Ongoing Monitoring and Improvement
Ongoing Monitoring and Improvement
Rationalize Suppliers & Establish Contracts
Institute Demand Management
FY ’12 – Ongoing FY ‘10 FY ‘11
Recommended Implementation Roadmap
Develop Demand Management Plan
Develop Supplier & Contract Plan
Ongoing Monitoring & Compliance Analysis
Ongoing Monitoring & Compliance Analysis
Project / Results Management Office
Procurement Cost Reduction “Quick Hits”
Business Process Standardization
- 10 -
Purpose of Design
Design takes the vision a step further by providing the blueprint for the Shared Services operations.
Develop To-Be Process Visions (X Trademark Level – 3)
Visioning will provide the What?
Designs will provide the How?
Vis
ion
ing
& T
arg
etin
gD
esig
n
Analy ze & CreateJob/Position
SourceCandidates
Qual & SelectCand.&ManageOf f . Process
Perf ormPhy sical/Drug Test
TestFailed
Receiv e HireDecision/Accept
DocumentEmploy ee Data &Tax Withholding
Test Passed Perf orm Employ eeOrientation
Test Passed
Assign CompanyProperty
Test Passed
DocumentLessons Learned HR-030_3
Workf orceDev elopment
Manage Human ResourcesHR-020_3 - Manage Employee Recruitment & New Employee Integration
New Hire Gov t.Reporting -Per PayPeriod
Of f er Made? No
Yes
HR-060_3Administer EEBenef its
HR-090_3Manage EE Union
HR-045_3 PerfEE DataMaintenance
HR-080_3 MonitorEE Health &Saf ety
HR-100_3 EESeparationProcess
HR-035_3 TrainWorkf orce
HR-070_3Manage Pay roll
HR-040_3Perf orm SalaryAdministration
HR-010_3Manage EEResources
HR-020_4 - Source Candidates
Place Ads
Post Resumesthrough ijob
IVR
Screen Resumes
PA38 .1 ApplicantRelocation
PA37.1 ApplicantJob Authorization
PA32.1 -TrackReferences
PA33.1 ApplicantJob History
PA 39.1 ApplicantMilitary Service
PA40 .1 ApplicantMedical
Job Postings
Enter Applicant Info.
PA34.1 TrackApplicantEducational Info.
PA35.1 TrackApplicantCompetencies
PA36.1 TrackApplicant Cert.Info.
PA31.1 TrackApplicant PersonalInfo.
Return to Level 3
Develop Drill-down Process Flows (X Trademark Level – 4)
Link Drill-downs toNNN Screens
(X Trademark Level – 5)
Develop Draft Policies and Procedures
Develop Drill-down Process Flows (X Trademark Level – 4)
Link Drill-downs toNNN Screens
(X Trademark Level – 5)
Develop Draft Policies and Procedures
HR-020_5-Appl. Job History (PA33.1)
Analyze & CreateJob/Position
SourceCandidates
Qual & SelectCand.&ManageOff. Process
PerformPhysical/Drug Test
TestFailed
Receive HireDecision/Accept
DocumentEmployee Data &Tax Withholding
Test Passed Perform EmployeeOrientation
Test Passed
Assign CompanyProperty
Test Passed
DocumentLessons Learned HR-030_3
WorkforceDevelopment
Manage Human ResourcesHR-020_3 - Manage Employee Recruitment & New Employee Integration
New Hire Govt.Reporting -Per PayPeriod
Offer Made? No
Yes
HR-060_3Administer EEBenefits
HR-090_3Manage EE Union
HR-045_3 PerfEE DataMaintenance
HR-080_3 MonitorEE Health &Safety
HR-100_3 EESeparationProcess
HR-035_3 TrainWorkforce
HR-070_3Manage Payroll
HR-040_3Perform SalaryAdministration
HR-010_3Manage EEResources
Analyze & CreateJob/Position
SourceCandidates
Qual & SelectCand.&ManageOff. Process
PerformPhysical/Drug Test
TestFailed
Receive HireDecision/Accept
DocumentEmployee Data &Tax Withholding
Test Passed Perform EmployeeOrientation
Test Passed
Assign CompanyProperty
Test Passed
DocumentLessons Learned HR-030_3
WorkforceDevelopment
Manage Human ResourcesHR-020_3 - Manage Employee Recruitment & New Employee Integration
New Hire Govt.Reporting -Per PayPeriod
Offer Made? No
Yes
HR-060_3Administer EEBenefits
HR-090_3Manage EE Union
HR-045_3 PerfEE DataMaintenance
HR-080_3 MonitorEE Health &Safety
HR-100_3 EESeparationProcess
HR-035_3 TrainWorkforce
HR-070_3Manage Payroll
HR-040_3Perform SalaryAdministration
HR-010_3Manage EEResources
- 11 -
A business process flow helps us understand the inputs and outputs of a Finance process and the required activities end-to-end. The process flow helps us to identify the following:
Activities
Decision points
System inputs and outputs
Parallel processing
Responsible roles for execution
Hand-offs between roles
Design Finance Processes through Business Process Flows
Header Information: Identifies the Finance Process, Sub-process, Author, and Process ID
Off-page reference: Call to or from another sub-process to illustrate points at which sub-processes are connected
On-page reference: Call to or from a set of activities within the sub-process (e.g.: “A” refers to call out to off page reference)
Swim Lanes: Visual separation of roles between various agencies/players within an agency, SSC, or a third party
Role: Individual or set of individuals within an agency/SSC who are performing activities
Starting point or terminator Activity Decision Point Off page reference System reference
Legend
- 12 -
From Process Design to the Service Level Agreements (SLAs)
SLAs are designed to provide documented measures to drive the performance expectations and commitments of the new business processes.
Processdesign
Operatingprocedures
1 2 3Type Formule de calcul Engagement
Qualité / Délai
dont source
FRS_I01 Pourcentage de commandes SIMPAC
Qualité Approvisionneurs Evaluer le respect des procédures achats
(nombre de commandes SIMPAC hors commandes de regularisation) / (nombre de factures requérant une commande SIMPAC)
mensuelle CC / Comptabilité Fournisseurs
FRS_E01
FRS_I02 Pourcentage de documents fournisseurs bloqués au paiement pour absence de réception
Qualité Centre régional / Approvisionneurs
Suivre la réactivité des approvisionneurs dans la résolution des litiges
(nombre de factures bloquées pour absence de réception) / (nombre total de factures)
mensuelle CC / Comptabilité Fournisseurs
FRS_E02
FRS_I03 Pourcentage de BAP communiqués hors délais
Délai Centre régional / Approvisionneurs
Contrôler le respect des délais par les approvisionneurs
(nombre de BAP validé renvoyé dans un délai > XX jours) / (nombre total de BAP envoyés pour validation par le centre comptable)
mensuelle CC / Comptabilité Fournisseurs
FRS_E04
FRS_I04 Pourcentage de factures comptabilisées dans les délais (X JO après réception au Centre)
Délai Centre Comptable / Comptabilité fournisseurs
Respecter les délais de comptabilisation
(nombre de factures avec commande PO comptabilisées dans les délais) / (nombre total de factures avec commande PO)
mensuelle CC / Comptabilité Fournisseurs
FRS_E05
FRS _I05 Pourcentage de règlements fournisseurs émis hors délais du fait du centre comptable
Délai Centre Comptable / Comptabilité fournisseurs
Contrôler le respect des échéances de règlements fournisseurs
(nombre de règlements fournisseurs émis hors délais du fait du centre comptable) / (nombre total de règlements émis)
mensuelle CC / Comptabilité Fournisseurs
FRS_E07
FRS_I06 Pourcentage de notes de frais non conformes
Qualité Centre régional / Responsables hiérarchiques
Contrôler les procédures de remboursement de notes de frais
Sur l'échantillon contrôlé, (nombre de notes de frais renvoyées car non conformes) / (nombre total de notes de frais contrôlées)
mensuelle CC / Comptabilité Fournisseurs
FRS_E13
Responsable du Suivi
CibleDéfinition de l'indicateurNo indicateur
Entité évaluée Objectifs de l'indicateur Fréquence de calcul
KPIs
Code Procédure de référence
Entité principale
Acteurs Entité principale
Acteurs Libellé de l'engagement Délai Domaine
FRS_E01 P_FN_FRS_3 Centre régional
Approvisionneurs Centre Comptable
Comptable fournisseur
Utiliser une commande SIMPAC pour les achats supérieurs à 150€ définis par les procédures Achats
Q FRS_I01
FRS_E02 P_FN_FRS_3 Centre régional
Approvisionneurs Centre Comptable
Comptabilité Fournisseurs
Effectuer les réceptions systèmes au plus tard dans les XX jours ouvrés qui suivent la réception réelle des produits / services
C FRS_I02
FRS_E03 P_FN_FRS_4 Centre Comptable
Comptabilité Fournisseurs
Centre régional
Approvisionneurs
Pré-saisir les factures dans SIMPAC avant envoi aux approvisionneurs pour validation du BAP manuel
Q
FRS_E04 P_FN_FRS_4 Centre régional
Approvisionneurs Centre Comptable
Comptabilité Fournisseurs
Communiquer le bon à payer manuel (sur original de la facture) au plus tard dans les XX jours ouvrés qui suivent l'envoi par la comptabilité fournisseurs.
C/D FRS_I03
FRS_E05 Centre Comptable
Comptabilité Fournisseurs
Centre régional
Demandeurs Assurer la comptabilisation des factures, avoirs et notes de frais au plus tard dans les XXX jours ouvrés qui suivent la réception des documents fournisseurs
D FRS_I04
FRS_E06 P_FN_FRS_5 Centre régional
Approvisionneurs Centre Comptable
Comptabilité Fournisseurs
Résoudre les écarts et autres motifs de blocage sur facture avec l'assistance des demandeurs.
D
FRS_E07 P_FN_FRS_7 Centre Comptable
Comptabilité Fournisseurs
Centre régional
Demandeurs Emettre les paiements aux fournisseurs à échéance pour les factures ayant fait l'objet d'un bon à payer (BAP manuel ou système)
D FRS_I05
Réf Indicateur
Entité engagée Vis-à-vis de Engagement
Split of Responsibilities
Service Level Agreements
- 13 -
Process standardizationKey activities include assembling cross-departmental teams, prioritization, development of procedures, and communication / training.
A process team leader should be assigned to each of the five process areas. This individual would be responsible for coordinating the development of the standardized business process procedures for each area. Each team leader would be supplemented by two to three staff members assigned to each team. Team members should have thorough knowledge of the relevant business processes.
Identify future state process teams
Validate prioritized processes
As highlighted on the next slide, we have provided a preliminary list of processes that should be standardized, streamlined, and documented. The processes have been categorized based on factors such as operational risk, current state degree of standardization, and overall opportunity for improvement. All of these are important, but the School should avoid trying to do all at once.
Develop procedure template
The use of a consistent template for business process procedures can facilitate development and execution, including staff training and communications of future procedures to key stakeholders. Key components include process description, inputs, outputs, applicable policies, roles and responsibilities, and procedure steps.
Communication / Training
Once the processes have been standardized and documented, the relevant staff should receive training and information about the changes should be communicated to the appropriate stakeholders.
Each team should develop a work plan to guide all activities related to the development, peer review, and validation of the standardized procedures. Develop work plan
for each area
Review and finalize business process
procedures
Each team will be responsible for developing, reviewing, and finalizing the standard set of procedures for their respective area, including obtaining comments from other colleagues within the School.
ProcurementCost
Reduction
OperatingModel
Implement New Processes
Develop Org Design, Governance Structure
& Workforce Plan
Implement New Org Structure & Transition Workforce
Standardize Processes Ongoing Monitoring and Improvement
Ongoing Monitoring and Improvement
Rationalize Suppliers & Establish Contracts
Institute Demand Management
FY ’12 – Ongoing FY ‘10 FY ‘11
Recommended Implementation Roadmap
Develop Demand Management Plan
Develop Supplier & Contract Plan
Ongoing Monitoring & Compliance Analysis
Ongoing Monitoring & Compliance Analysis
Project / Results Management Office
Procurement Cost Reduction “Quick Hits”
- 14 -
To support the development of standardized processes in the near term, we recommend an initial focus on highest priority areas
Deloitte has provided an initial prioritization of business processes based on factors such as level of operational risk, current state degree of standardization, visibility, and overall opportunity for improvement.
Annual Budget Development / Forecasting
Workforce Administration
HR / Compliance Reporting
I-9 / Visa Processing
Timekeeping
Personnel Management / Employee Relations
Administrative Support Services
High Priority (Months 1-2) Medium Priority (Months 3-4)
Account Monitoring and Reconciliation (all funds)
School-wide Management Reporting
Monthly Reporting for Principal Investigators
Purchasing (U-M Preferred Methods)
Research Grant Administration / Pre-Award Process
Non-Faculty Hiring and Recruitment
Student Services
The following slide provides a summary of the initial prioritization, along with a description of the evaluation criteria.
ProcurementCost
Reduction
OperatingModel
Implement New Processes
Develop Org Design, Governance Structure
& Workforce Plan
Implement New Org Structure & Transition Workforce
Standardize Processes Ongoing Monitoring and Improvement
Ongoing Monitoring and Improvement
Rationalize Suppliers & Establish Contracts
Institute Demand Management
FY ’12 – Ongoing FY ‘10 FY ‘11
Recommended Implementation Roadmap
Develop Demand Management Plan
Develop Supplier & Contract Plan
Ongoing Monitoring & Compliance Analysis
Ongoing Monitoring & Compliance Analysis
Project / Results Management Office
Procurement Cost Reduction “Quick Hits”
- 15 -
While standardizing and documenting all processes is important, this initial prioritization provides a starting point for internal review and validation
Process
Need for Process Standardization Visibility
Degree of Operational Risk
Overall Opportunity for Improvement
Account Monitoring / Reconciliation (all funds) High High Medium High
School-wide Management Reporting High High Medium High
Monthly Reporting for Principal Investigators Medium High Medium Medium
Purchasing (U-M Preferred Methods) High High Medium Medium - High
Research Grant Administration / Pre-Award Process Medium High Medium Medium
Non-Faculty Hiring and Recruitment Medium High Medium Medium
Student Services Medium High High Medium-High
Annual Budget Development / Forecasting Medium High Medium Medium
Workforce Administration Low -Medium Low-Medium Low Low-Medium
HR / Compliance Reporting Medium High High Medium-High
I9 / Visa Processing Medium Low-Medium Medium Medium
Timekeeping Medium High Medium Medium
Personnel Management / Employee Relations Medium High Medium Medium
Administrative Support Services Medium Medium Low-Medium Medium
Need for Process Standardization: Ratings based on the current state process flows and workshop discussions. Visibility: Ratings based on number of stakeholders impacted, importance to overall effective / efficient operations. Degree of Operational Risk: Ratings based on factors such as little/no existing documentation, processes relying on
specific individual knowledge, and overall risk exposure. Overall Opportunity for Improvement: Deloitte’s assessment based on our understanding of existing processes, key
improvement themes identified to date, and our knowledge of the School’s future priorities.
ProcurementCost
Reduction
OperatingModel
Implement New Processes
Develop Org Design, Governance Structure
& Workforce Plan
Implement New Org Structure & Transition Workforce
Standardize Processes Ongoing Monitoring and Improvement
Ongoing Monitoring and Improvement
Rationalize Suppliers & Establish Contracts
Institute Demand Management
FY ’12 – Ongoing FY ‘10 FY ‘11
Recommended Implementation Roadmap
Develop Demand Management Plan
Develop Supplier & Contract Plan
Ongoing Monitoring & Compliance Analysis
Ongoing Monitoring & Compliance Analysis
Project / Results Management Office
Procurement Cost Reduction “Quick Hits”
There are some existing school-wide procedures, mostly for HR-related processes.
- 16 -
Current State: Research Grant Administration Pre-Award Process
Numerous staff across departments and
competency levels involved in proposal preparation
Duplicate documentation checks occur at various
stages
Departments with high volumes of proposal submissions have adapted to the submission process. Departments that do not submit proposals frequently spend additional time re-learning the process each time.
- 17 -
Future Process Straw Model: Research Grant Administration Pre-Award Process
Key Characteristics:• All Principal Investigators will have dedicated, experienced staff to support pre-award processes• Pre-award processes will be standardized and streamlined• Single unit responsible for more pro-active coordination of all external funding opportunities• On-going collaboration between ASC Pre-Award staff and ASC Finance Operations staff
Organization Design, Staffing, and Workforce Transition
- 19 -
Future state organization design & management structureKey activities include designing the organization and identifying the roles and responsibilities, location, and reporting structure of the future state org.
The charter sets out the vision, goals, and scope components of the new organization and describes high-level work and activities. The charter establishes a Customer Service Advisory Board and a Process Forum for ongoing performance measurement and oversight, and issue resolution. Define charter
Validate work activities and org
size
Based on the work done during the Current State Assessment, work activities will need to be thoroughly vetted and validated to be sure that all activities are accounted for within the future state operating model. Translating these work activities into an understanding of how much work is done today and how it will be accomplished in the new model will allow the School to finalize the staffing numbers for the future state organization.
Design organization
Once work activities and organization size are finalized and processes are standardized and documented, the organization structure for accomplishing these activities should be defined. This includes identifying roles and competencies for each of the activities and creating job descriptions for each position in the new organization. An illustrative sample of templates that can be used for this process are included on a following slide. Transitioning new and existing staff and training them in their new roles are critical aspects of the implementation. Workforce transition and training planning and execution are addressed on slides that following.
Define reporting structure
Once roles are defined, a high-level reporting structure can be developed, as well as an approach for evaluating and managing performance within the new organization. Service level agreements (SLAs) should be developed to help govern the relationship between the ASC and the academic departments and administrative offices. Further detail on SLAs is provided on slides that follow.
Decisions on where to locate staff are made based on criteria established to meet the service requirements of the organization. An analysis of the space available, the services to be delivered, and the locations of the customers receiving the services should be conducted as part of the planning process in order to efficiently align locations with service delivery.
Determinelocation
ProcurementCost
Reduction
OperatingModel
Implement New Processes
Develop Org Design, Governance Structure
& Workforce Plan
Implement New Org Structure & Transition Workforce
Standardize Processes Ongoing Monitoring and Improvement
Ongoing Monitoring and Improvement
Rationalize Suppliers & Establish Contracts
Institute Demand Management
FY ’12 – Ongoing FY ‘10 FY ‘11
Recommended Implementation Roadmap
Develop Demand Management Plan
Develop Supplier & Contract Plan
Ongoing Monitoring & Compliance Analysis
Ongoing Monitoring & Compliance Analysis
Project / Results Management Office
Procurement Cost Reduction “Quick Hits”
- 20 -
Organization design and creation of job descriptionsStandardized templates can be used throughout the organization design process to capture work activities, roles, responsibilities and competencies, and to formalize and document job descriptions.
ProcurementCost
Reduction
OperatingModel
Implement New Processes
Develop Org Design, Governance Structure
& Workforce Plan
Implement New Org Structure & Transition Workforce
Standardize Processes Ongoing Monitoring and Improvement
Ongoing Monitoring and Improvement
Rationalize Suppliers & Establish Contracts
Institute Demand Management
FY ’12 – Ongoing FY ‘10 FY ‘11
Recommended Implementation Roadmap
Develop Demand Management Plan
Develop Supplier & Contract Plan
Ongoing Monitoring & Compliance Analysis
Ongoing Monitoring & Compliance Analysis
Project / Results Management Office
Procurement Cost Reduction “Quick Hits”
A
Job Title:
Roles/Responsibilities Reporting Relationships
The key tasks for the job, which processes the job will own or contribute to, and any additional reporting or managerial requirements.
Brief Job Description Potential Career Paths
A few sentences highlighting the main duties performed in the job, and the primary organizational responsibilities.
The other positions within the organization for which a person may be a good fit after mastering the current job.
Competencies Individual Performance Metrics
The knowledge, skills, abilities and behaviors necessary to be successful in the job.
The measures by which the person in the job will be evaluated, specifically relating to how successfully the person completes the tasks in the job.
Organization Design & Job Description Creation
Finalized Process Documentation and Work Activities
Roles, Responsibilities and Competencies Matrix
Organization Design and Job Descriptions
The roles and responsibilities portions of such a matrix include key tasks for the job, which processes the job will own or contribute to, and any additional reporting or managerial requirements.
The competencies portion contains the knowledge, skills, abilities and behaviors necessary to be successful in the job.
Process flows and work activity profiles provide detailed descriptions of all the steps required to execute an activity.
The org design compiles the organizational structure of the centralized units and the ASC, roles and responsibilities, job descriptions, and FTE estimates for whole organization.
The job descriptions created will contain the specific roles and responsibilities associated with the position, a few sentences highlighting the main duties to be performed, where the job fits into the organizational structure, including direct reports and to which positions the job reports, potential career paths, and individual performance metrics by which performance will be measured.
- 21 -
Workforce transition plan & executionAs part of designing and implementing the new organizational structure, the School should develop a plan for managing and leveraging the existing workforce and filling resource requirements to the required levels.
Provide fair treatment of all employees impacted by the future state operating model implementation
Include accurate, timely and targeted communications, keeping staff well informed of any changes and minimizing rumors and speculation
Strengthen commitment to successful transition, including transfer of critical knowledge, processes, and staff
Minimize business disruption and productivity decrease
Stabilize key employees identified as critical for transition
Target activities in a manner which allows employees to transition smoothly to the new operating model
Create and deliver effective training on new processes for all employees
Once information about the transformation begins to move through the organization, employees will be motivated to secure a role in the new structure
The long implementation period makes it more difficult to maintain standard productivity
The skills necessary to run daily operations are difficult and timely to replace
Loss in critical business knowledge due to the unexpected departures of key resources may occur without sufficient knowledge transfer
Business processes in the new structure will require new skills and capabilities
New and retained staff will need to be trained to perform job duties under the new operating model
The School’s Leadership Needs to Consider:A Well-Planned Workforce Transition
Strategy Will:
An effective workforce transition plan should address all potential workforce actions, including change in role, change in competency requirements, change in
reporting relationship, and loss of job.
ProcurementCost
Reduction
OperatingModel
Implement New Processes
Develop Org Design, Governance Structure
& Workforce Plan
Implement New Org Structure & Transition Workforce
Standardize Processes Ongoing Monitoring and Improvement
Ongoing Monitoring and Improvement
Rationalize Suppliers & Establish Contracts
Institute Demand Management
FY ’12 – Ongoing FY ‘10 FY ‘11
Recommended Implementation Roadmap
Develop Demand Management Plan
Develop Supplier & Contract Plan
Ongoing Monitoring & Compliance Analysis
Ongoing Monitoring & Compliance Analysis
Project / Results Management Office
Procurement Cost Reduction “Quick Hits”
Communication, Training, and Change Management
- 23 -
Training plan development & executionThe workforce transition strategy should include a detailed training plan. This plan should include position-specific training for each job created in the new organization, as well as overall training to be provided to all employees providing context as to how they fit into the larger organization.
ProcurementCost
Reduction
OperatingModel
Implement New Processes
Develop Org Design, Governance Structure
& Workforce Plan
Implement New Org Structure & Transition Workforce
Standardize Processes Ongoing Monitoring and Improvement
Ongoing Monitoring and Improvement
Rationalize Suppliers & Establish Contracts
Institute Demand Management
FY ’12 – Ongoing FY ‘10 FY ‘11
Recommended Implementation Roadmap
Develop Demand Management Plan
Develop Supplier & Contract Plan
Ongoing Monitoring & Compliance Analysis
Ongoing Monitoring & Compliance Analysis
Project / Results Management Office
Procurement Cost Reduction “Quick Hits”
Define training scope and needs
Develop training materials
Deliver trainingMaintain training
plan
Define the intent of the training, identify the audience, incorporate newly standardized and documented processes and procedures
Conduct an assessment of the skill levels of all transitioning staff based the new job descriptions and defined competencies
Identify gaps between the newly defined skill sets and current skill levels
Consider additional organization-wide training needs to assist new and transitioning employees understand their role within the larger organization
Establish the structure and content to be delivered in the trainings
Define the roles of instructors and identify potential instructors from within the School – this provides the School with a valuable opportunity to transfer existing knowledge from individuals currently performing certain tasks to those who will be responsible for them going forward
Develop the curriculum and materials for position-specific and organization-wide trainings
Develop and follow an approval process for all training materials
Identify the methods to be used in delivering the training
Identify and arrange the logistics associated with delivering each training
Develop a training schedule and deliver appropriate communications related to upcoming trainings
Conduct trainings according to the schedule
Incorporate an evaluation and feedback mechanism in the training curriculum to allow participants to critique the on-the-job usefulness of the training and allow for ongoing updates and improvements
Update and improve training materials and courses as appropriate based on participant feedback and the evolving needs of the organization
Deliver training as necessary to transition staff to the new operating model throughout the transition
Schedule ongoing training events and activities for new employees as they are hired and for existing employees to continue to develop their skills and competencies
As the future state organization is staffed and becomes operational, ongoing training and development of staff will become a vital aspect of gaining ongoing efficiencies.
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Stakeholder engagement & management
The School of Dentistry will have to identify, assess and engage a range of stakeholders, all of whom will be impacted by the transition in different ways. Bringing stakeholders along in terms of their vision of and commitment to the future state operating model will be critical to the transition.
OwnershipIndividuals
acknowledge that the project belongs to them
and create innovative ways
to use and improve it
EngagementIndividuals are
actively involved in and contribute
to project activities
AcceptanceIndividuals are
receptive to working with and
implementing project changes amid uncertainty
UnderstandingIndividuals have an appreciation for the impacts
and benefits that the project will have on the
School
AwarenessIndividuals have heard that the project exists
and are aware of the basic impact
it will have on them and the
School
Co
mm
itm
ent
Status Quo Time Vision
School of Dentistry’s Stakeholders
Chairs, Deans, Directors
Employees
Faculty
University-level Offices
Suppliers
Existing Students
Prospective Students
Communicating a clear change imperative and vision and providing visible and consistent leadership involvement will help guide stakeholders through the process.
ProcurementCost
Reduction
OperatingModel
Implement New Processes
Develop Org Design, Governance Structure
& Workforce Plan
Implement New Org Structure & Transition Workforce
Standardize Processes Ongoing Monitoring and Improvement
Ongoing Monitoring and Improvement
Rationalize Suppliers & Establish Contracts
Institute Demand Management
FY ’12 – Ongoing FY ‘10 FY ‘11
Recommended Implementation Roadmap
Develop Demand Management Plan
Develop Supplier & Contract Plan
Ongoing Monitoring & Compliance Analysis
Ongoing Monitoring & Compliance Analysis
Project / Results Management Office
Procurement Cost Reduction “Quick Hits”
Q&A / Next Steps