Joan Angel Deputy Registrar, Student Administration HOSA 2018 Innovation by degrees Joan Angel Deputy Registrar, Student Administration HOSA 2018

Agenda What is the project? Project overview CMS Benefits CMS Preview The Challenges Lessons identified so far Questions

Curriculum Management System What is the project? Curriculum Management System Gap identified Reviewed the market against the business requirements Engaged an external vendor as a strategic partner to build a system Two projects Inform the build of the CMS Change management process to adapt ANU business processes to new system

Curriculum Management Project Overview A solution to streamline, enhance and provide a more agile response to the evolving requirements and complexities of curriculum management CMS supports 4 high level functions: Designing – create, modify, disestablish programs/plans, majors, minors, specialisations, courses and class outlines Collaboration – support review, track changes and comments of curriculum Mapping – create and modify mapping of curriculum to Skills and Knowledge / Competency tables (internal and external). Publishing – integration with Student Administration System then to P&C (online handbook), Record Management System; export curriculum design and maps Outcomes Single source of truth for design and development of curriculum throughout its lifecycle Support university committees and approval processes Implementation of an end-to-end, automated and seamlessly integrated process for the development, management and mapping of curriculum There are 3 major release each delivering functionality built on the previous release. We are now at the final release stage.

CMS Benefits Simplified, consistent and transparent curriculum design Single data source and entry Collaboration Integrated collaboration during development of curriculum History of consultation tracked Mapping Learning outcomes mapped against curriculum and linked within system Support accreditation (internal and external) / professional competencies Publishing End-to-end seamless integration ERMS records created on publication Improved student experience From ideation, through development and approval to publishing in a single system Simplified and transparent curriculum design remove inconsistent paper based forms single data entry remove duplicated systems (e.g. Concourse) Consistency in curriculum and assurance of single source of truth Integrated and transparent committee endorsement & approval processes Mapping of learning outcomes against set curriculum Support satisfaction of accreditation requirements (internal and external) Completeness of curriculum (program/plan, major/minor/specialisation, course, class) End-to-end seamless integration with SAS and P&C Record of all approved curriculum changes deposited in ERMS Improved student experience – published class outlines Transparency in decision making when enrolling in courses Reduced churn from enrolment activity

CMS Preview

Home Screen

Design

Design

Change Impact Report PROGRAM 1 PROGRAM 2 COURSE A PROGRAM 1 PROGRAM 2 COURSE B

Change Tracking

Mapping

Collaboration

Publish – P&C

Workflow and the approval process

The challenges Provide an review of the project so far and some of the challenges which invariably result from change.

Extensive engagement to define the broad business requirements External engagement with vendor Several months to scope and develop the business case to seek approval to proceed Providing direction to the way the higher education sector manages curriculum development Mapping requirements examples provided by professional organisations and ANU staff Internal engagement Before project commenced – at least 6 months with ANU staff and vendor to define high level requirements One college provided an example of the way they expected the system could be used Specific requirements for the collaboration and development of curriculum from academic staff While ANU requirements considered including our own inconsistent practices and structures, the overarching goal was to build a flexible and adaptable system to support changes and the variability that exists

Complexity and variability Some of the big challenges Detailed requirements Have held 19 workshops Engagement to streamline and adopt identified internal best practice Data migration From Student Administration system – repeatable and structured Complex integrations due to data structures but manageable Needed to define the rules of integration for each curriculum object under each circumstance eg new/modify/disestablishment of courses of study, units of study, majors, minors, specialisations From course/unit of study outline/content from localised systems – more challenging No central responsibility for this information – rest solely with the colleges Engagement with local area to map and verify Most content held in paper format only Supporting the migration of this data within the project but unable to do this post go live Lack of consistency in practices for processes not managed centrally Known issue – consistency gained through engagement in the workshops held Has to be addressed with this project due to the centralised support for local processes

Representation and relationships Satisfying each stakeholder area’s engagement Maintaining the appropriate representation Representation doesn’t mean that everyone needs to have representative Extensive engagement throughout led to an expectation of entitlement that part of project team and that all feedback would be result in delivery of requirements Changing relationships Changing roles and people Support from college dissipated as a key academic alliance Difficult to sustain for a long period of time due to changes

Changing nature of change Start of project Support High level of participation and engagement Embraced challenge to think outside the square when in theory Delivery of project as part of testing In practice, response is different change is difficult Change makes everyone nervous Despite clear description of stage of project, continuously expect to be able to make changes

Lessons identified so far Engagement Professional staff described previously Academic staff availability and support Appropriate representation at the governance level – have academic staff who substitute professional staff and not considered the strategic decision making responsibility of this role Support following go-live s/be included in project funding Typically not included in project funding – in kind resourcing identified Essential for the success of a project is time taken to embed new processes Previous successful projects have keep close engagement of key users to identify major issues and prioritise fixes immediately post go live Ownership, responsibility and accountability This project will shift ownership and responsibility of the functionality which has not been centrally supported previously New data governance considerations due to the use of new integrations being developed and a new database available Support arrangements with a cloud based product Breaking new ground for an enterprise system Need to navigate the fundamentals of support arrangements

Questions