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

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

3. 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

4. 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.

5. 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

6. CMS Preview

7. Home Screen

8. Design

9. Design

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

11. Change Tracking

12. Mapping

13. Collaboration

14. Publish – P&C

15. Workflow and the approval process

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

17. 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

18. 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

19. 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

20. 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

21. 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

22. Questions