Academic & Event Scheduling Tool & Integrated Workplace Management SystemProgram Implementation
University Managers Work GroupNovember 2, 2017
• Academic & Event Scheduling (AES) Tool Implementation Project Update
• Integrated Workplace Management System (IWMS) Vendor Selection Update
• Overall Program Implementation – Communications, Resources
Topics
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Academic & Event Scheduling Tool
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• Improve scheduling of space for both classes and events• Enhance user experience with more embedded
workflow/automation of related processes• Integrate with related University systems • Provide robust analytic and reporting functionality • Provide standardized space data • Increase the ability to drive space-related strategic
decision-making throughout the entire organization
AES Objectives
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• Data alignment and data governance through new Space-Related Data Elements Stewardship Advisory Group
• Policy implementation ✭• Sustainment
− Ongoing business practice evaluation and improvement− Governance− Help!− Training
Related Objectives
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• Meets academic scheduling needs significantly better than primary competitor (EMS)
• Meets events scheduling needs • Supports reporting needs• Demonstrated ability to serve as a university-wide
integrated solution• Reputation for responsiveness and support• Many positive relevant peer references that use the
product institution-wide• User interface completely web-based• Near real-time integration with PeopleSoft
AES Vendor Selection: CollegeNET 25Live
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• Space Management Principles− Provides a basis for making consistent decisions about space management throughout the
University− States that ownership of space begins with the President and Provost and is delegated out to the
units, and that accountability for space management begins locally and proceeds upward through organizational hierarchies
• Space Management Principles as applied to Cornell Instructional Space− Defines the Provost as the steward for all instructional space and the final decision-maker
regarding best use of instructional space− States the need for the provost and deans to work together to optimize the use of these spaces
• Fees for Internal Users of Cornell Physical Space− Increase access to space or mission-driven activities− Promote more efficient use of space− Fees for internal users must be justified and approved
Policy Implementation – Existing, Unchanged
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• Advance Scheduling Policy re-proposed as Access to Space for Events− Confirms ability to schedule event spaces after 4:30 on weekdays, on weekends,
during breaks, summer, etc. based on group size− Proposed revisions attempt to simplify the overall procedure while emphasizing that
this is a general policy regarding access to space for events, and not constrained to advance scheduling issues alone, esp. related to the summer
• Use of Central Scheduling Tools− Defines rooms that should have been included in R25− Will be updated to reflect 25Live implementation and rooms will be loaded in
accordance with this policy− Vice Provost with oversight for OUR will provide oversight
Policy Implementation – Existing, Under Revision
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• Instructional Space Scheduling Policy− Classes scheduled to encourage fuller use of day and week, meeting pattern
compliance, and scheduling order by enrollment (largest first)− Revision discussion led through Associate Deans with Interim Vice Provost for
Undergraduate Education stewarding
Policy Implementation – New in Development
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Milestone Start FinishAES Contract Signed PO issued Mon 8/30/17 Mon 8/30/17Implementation Phase I Project Kickoff Wed 10/11/17 Wed 10/11/17R25 migration to SaaS Tue 9/11/17 Jan-Feb 2018Upgrade to 25Live Kickoff Feb 2018 Feb 2018Communication and Campus Readiness Tue 8/8/17 Apr 2019User Acceptance Testing Aug 2018 Oct-Nov 2018Roll out Sep 2018 Oct-Nov 2018Go-Live Oct-Nov 2018 Oct-Nov 2018Stabilization Period Oct-Nov 2018 Mar Apr 2019Project Closed Apr 2019 Apr 2019
Integrated Workplace Management System
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IWMS Vendor Selection Approach
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• RFP to 4 vendors• Evaluated RFP responses, selected finalists (2)• Created demo scenarios and scripts• Created demo survey• Held FM:Systems demos on 9/26-27• Met with Planon to discuss concerns over fit with
Cornell• Evaluated survey responses• Held project leadership vendor consensus meeting• Advisory Group and Executive Sponsor Group
endorsed proceeding with advanced demonstration/pilots
Demo Results
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Vendor Strengths/Weaknesses Cost in Thousands
FM:Systems Strengths:• Highly configurable• Space inventory, indirect cost recovery• Best price• Higher-ed experienceWeaknesses:• FASB accounting, mineral rights
$237
Planon (findings from conference call with vendor)
Strengths:• Property management Weaknesses:• Inability to support indirect cost recovery – this alone is a deal
breaker for Cornell.• Lack of a graphical user interface with CADD drawings to do
queries and maintenance• Lack of mineral rights and other real estate functionality• Limited ability to add functionality without customization• Price
$746
Demo Survey Results
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Definitelyyes:6:25%
Probablyyes:11:46%
Mightormightnot:7:29%
Would FMSystemsworkforCornell(AllRespondents)
FM:Systems Pilot Decision Table
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Determination Action ResultFM:Systems is a fit
• Negotiate contract• Implementation SPAR approval• Begin implementation
• One integrated solution that meets Cornell’s needs
• 3-6 month elongation of timeline
FM:Systems is a partial fit
• Negotiate contract• Implementation SPAR approval• Implement subset of FM:Systems
modules• Conduct vendor selection for
necessary point solutions• Integrate FM:Systems with point
solutions
• Multiple solutions must be implemented, integrated and maintained
• Higher cost• Timeline pushed out 6-12
months
FM:Systems is not a fit
• Reissue RFP • Consider point solutions (best of
breed)
• Timeline pushed out timeline impact tbd
• Conduct FM:Systems reference checks with peer institutions
• Create IWMS pilot SPAR and circulate for approval (if needed)
• Negotiate contract and SOW for pilot (if needed)• Facilitate discussion re. Cornell’s response to FASB
compliance requirements and role of IWMS
IWMS Next Steps
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Overall Program Implementation
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• Updates at standing meetings: COG, UMWG, ITSG, SFG/SBG
• Advisory Committees• Town Hall meetings and demos• Project Functional Leads listening tours• Project team email lists• Project website• Testing team• Training
Stakeholder Engagement
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Space policies:http://dbp.cornell.edu/home/offices/space-planning/resources/
Project website:http://www.it.cornell.edu/spacetools
Email contact:Andy Slusar, Project Manager [email protected]
Resources
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DISCUSSION
Thank You
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