Guiding Principles

Overview/Message from Project Encompass Leadership

We recognize and respect the valuable time and dedication of employees who will serve on the project. It is our hope that together the transition will be a seamless and positive change for all of us that will enhance our capacities, help in building efficient processes and support clear quality inputs and outputs. Focus and collaboration will be key to our success, and employees will be asked for uninterrupted blocks of time during which team members may focus their efforts in-person and on site at the dedicated project space. The physical relocation for work to be performed will allow collaborative opportunities with external consultants and across teams. Below are five guiding principles to help us navigate the implementation of our new software and technological infrastructures.

Executive Sponsors: Steven Holley and Noel Wilkin

Committee chairs and facilitators: Charlotte Pegues, Tony Ammeter, Andrea Jekabsons, Joy Shideler, and Nishanth Rodrigues. 

Guiding Principles

1. Deliver project on time, on budget and within scope.
   1. Project timeline, once agreed upon, must not change unless there are unanticipated delays or major complications (project showstoppers), which we do not expect. A project showstopper, if not addressed, will impact our goal of freedom from operational failure.
   2. Timeline changes to the critical path will shift the full project schedule, which is undesirable and will prolong the process.
2. Decisions will need to be made quickly and must not impact or delay the timeline of an upcoming deliverable.
   1. The team will be/is equipped with decision-making tools and ground rules to ensure timely and effective decisions and to avoid unanticipated downstream impact. Decisions, once made, will not be revisited, unless a major challenge emerges.
3. Vendor recommended best practices will be used unless distinct legal or regulatory requirements dictate otherwise.
   1. Business processes should be standardized across campus to the fullest extent possible.
   2. Functionality of selected SIS & HCM/FIN systems should be utilized to maximize recording, reporting, financial and operational efficiencies whenever possible rather than leveraging alternative products offering similar solutions.
4. Be aware of project scope creep which occurs when a project’s completion requirements increase past the planned project requirements. When this happens, the project runs the risk of being completed late, over budget and lacking in quality.
   1. Scope creep and additional requirements will be reviewed, documented and placed in a “parking lot” for consideration dfor future versions after the go-live implementation.
   2. “Go-live” is an evolution rather than a “big bang.” The product will not be complete and final. This is the norm for an iterative process which includes a continuous cycle of planning, analysis, implementation and evaluation.
5. Avoid duplication of system capabilities which will add to the long-term maintenance and support efforts.
   1. E.g.: The same report does not have to be built out of more than one system unless absolutely necessary.
   2. We will need to be clear on final process/outcomes selected plus the why and when of decisions.
6. Foster an environment of collaboration, respect and transparency.
   1. Seek input and feedback for functional needs from subject matter experts and stakeholder areas across the university to best align resources and meet needs.
   2. Empower project teams to work together to make thoughtful, deliberate and timely decisions in the best interest of the university.
   3. Ensure cross-functional representation in project governance.
   4. Communicate frequently and fully to ensure accurate and timely information and data are shared with project stakeholders and the wider campus community.