University of Calgary

iS2 project

July 21, 2009

iS2 project weekly update

Human Resources

The analysis of the "as is" state was completed for several high-priority areas in the workstream:

  • Recruiting
  • Timekeeping
  • Pension and Benefits
  • Help Desk

An analysis of the present state of things-the as-is state-is fundamental background for any redesign of business processes. Using the identified present state as a base, Human Resources will identify the gaps between now and where the team wants to go in the future. This will contribute to the solid redesign of processes within these high-priority areas.

Information Technology

Activity 1 in the workstream is in the area of IT Cost and Service Management. The objectives of work in this area include:

  • Consolidation and reduction in spending on IT products and external services through standardization of spending and leverage of suppliers (tied to the Supply Chain Management Policy);
  • Implementation of a single way of providing commodity IT services to the university; and
  • Increased transparency of how the demand for IT services and projects drives spending.

Like other workstream teams, IT is developing Key Performance Indicators (KPIs). KPIs are measurements of the performance of essential tasks, operations, or processes. Properly developed KPIs help identify opportunities for improvement and provide staff with clearer goals and objectives. Consistent with the goals of the overall iS2 Project, the top-level KPIs in IT will measure quality of service delivery and the associated levels of customer satisfaction, overall cost and cost per service, and the effectiveness of controls to protect important university information assets.

Facilities and Spend Management

Facilities Management and Development

Activity 1 in the workstream is within the Project Management Office (PMO). The outcome of the activity will be the development of a high-performance team through the:

  • Integration into WORKSPACE, a software solution for enterprise and asset management (short-term goal); and
  • Identification and implementation of an organizational and service delivery model (long-term goal).

The PMO has an obligation to be efficient and effective given the publicly-funded nature of the university, and an outstanding PMO will contribute to cost efficiencies for the university. In this way, the PMO will help the U of C maximize every dollar for teaching and research.

Supply Chain Management

Activity 6 in the workstream is within the Accounts Payable area and relates to rapid improvements in the procure-to-pay cycle. These improvements were underway before the iS2 Project. However, iS2 afforded the opportunity to ramp up the speed of change and quickly address a number of priorities.

The Accounts Payable team is enhancing their understanding of what their customers value and, based on this, they are working on efficiencies to better serve their customers. For example, the team now meets briefly every morning to assess their performance metrics for the day. They identify and discuss issues, then assign or realign resources to resolve them.


Activity 4 in the workstream relates to financial authorization and controls. The goal of this activity is to develop approvals of financial transactions that are "owned" at the proper levels for accountability. Work in this area will result in a new model for financial controls to support efficient and effective financial processes for the University of Calgary.

This past week's work on activity 4 included presentations to iS² Project Sponsors, Team Leads, the Project Leadership Team and the President and Vice-Presidents Group about an authority and accountability model for the University. Briefly, benefits of this model include:

  • Improved ability to create timely and accurate access to financial information;
  • Opportunities to reduce costs associated with inefficient processes and inaccurate / erroneous information;
  • Opportunities to improve service in terms of financial analysis, financial reporting, and flexibility to meet cost allocation requirements; and,
  • Opportunities to improve financial and budgetary controls.

Strategic recommendations about the model were approved by the iS² Project Sponsors and the President and Vice-Presidents Group.

Transition Team

Each workstream is drafting baseline Key Performance Indicators (KPIs). To facilitate this work, the Transition team will meet with all Transition team representatives to discuss and develop a common language around KPIs, decide each stream's level 1 (high-level) KPIs, and ensure all representatives have the same level of understanding about KPIs as the workstreams move forward.

The Transition team also met with other leads to review and discuss their stakeholder mapping plans. The team will monitor and assist with the progress of workstreams in developing stakeholder and change management plans as these plans will play a fundamental role in the support of overall change.

Bookmark and Share