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Operational Excellence submissions 2020

Submissions listed alphabetically by university.


The evolution of an IT Service Portal to an Enterprise Service Portal – Service Central.

Australian Catholic University

ACU logo

In a world before Service Central, ACU staff across seven campuses in four states and the ACT, had no consistent process for raising a service request or finding information about services. They were usually forced to contact one of several service desks via phone or email a group email address, with no visibility into the status of their ticket or whether it had even been received. To complicate matters, each Directorate (service area) had its own siloed processes. The lack of consistent processes led to massive inefficiencies across campuses and services, as well as staff frustration across the University.  Enter Service Central, an online enterprise service management portal that’s accessible from anywhere at any time and incorporates all nine ACU corporate services to provide a single place for staff to find information and raise requests via multiple channels (web, phone and chat) – which go directly to the team responsible. As a result, Service Central has significantly improved the service experience, reduced the work effort of service deliverers (fulfillers), and increased user satisfaction by over 30 percent in 12 months.


Staff Service Centre – Client Migration Project

Charles Sturt University

CSU logo

The University has a desire to make broader use of the Staff Service Centre Platform (Cherwell) for more general service request management across the enterprise. The platform is currently used as an ITSCM tool for incident, request and change management as well as CMDB. The University has an immediate need to migrate CSU Domestic Travel team, CSU Insurance, Finance Systems, HOC regional relations and HR service centre users out of the retiring Talisma CRM system into another enterprise level solution.   A recent review from KPMG around operational efficiency  also recommended the migration of the Division of Learning and Teaching Service Request System (SRS) into Cherwell.  This project is intended to capture the activities required to migrate the above workloads from their current inconsistent and inefficient request management solutions, into the Staff Service Centre Platform. It also will establish the framework to migrate workloads from The Division of Library Services and Planning and Analytics into the enterprise solution.


Deakin Shield – Deakin University’s Strategic Cybersecurity Program

Deakin University

Deakin logo

Throughout 2019 IDS (Information and Digital Services) Client Services team undertook a suite of initiatives towards Service Management Excellence. These initiatives were added to a roadmap and aligned broadly to improvements in four key areas that encompassed: ‘Systems and Data’, ‘People and Structure’, ‘Processes’ and ‘Customer Experience’ in order to ensure that improvements were addressed in all respective areas. The scope and target audience were also deliberately wide, allowing us to challenge anything that could lead to improvements.


Cloud Transition Project

Edith Cowan University

ECU logo

The Cloud Transition Project (CTP) team migrated ECU’s IT systems and services (circa 430 servers) from the existing ATOS Managed Data Centre to Microsoft Azure Public Cloud over a period of twelve months. The migration achieved significant ongoing operational savings, access to enhanced technologies as it is rolled out within Azure, and increased flexibility, scalability and security.  The project was delivered in three phases; Discovery, Migration and Optimise. Discovery: Complete a current-state assessment of existing systems and services to inform and establish a Migration Plan; Build the toolsets to enable the migration of workloads;  Identify on-campus services and systems that were not cloud compatible, to be hosted at a newly established on-premise ECU datacentre. Migration: Non-production and production workloads migrated to Azure in fortnightly waves during 2019. Optimise: Review, backup, disaster recovery, monitoring, security and billing, allowing resources to be adjusted and ensure environment is optimised for both operational and financial aspects as related to cloud services utilised.


Implementation of CAUDIT model aligned Data Infrastructure

Federation University Australia

Federation Uni

Over the last two years Federation University’s Data and Reporting and ITS’s Data and Infrastructure departments have been transitioning the University from an old inadequate data infrastructure based on access databases and ad hoc data queries, to new, supported, streamlined and efficient data infrastructure.  

Federation University operates dozens of information systems, including student management, learning management, marketing, staff databases, and analytics for load planning, student support, and reporting for external stakeholders.

The introduction of the new centralised Data Infrastructure, championed by Jeremy Egan, and modelled on the CAUDIT Data Reference Model, represents high business value by providing:

  • A single source of truth for data and reporting
  • Timely data access
  • Consistent, familiar, and protected data though governance
  • And Efficient data ingestion from internal systems and external sources using focused tools, people, and processes.

 


Service Management Excellence

Flinders University

Flinders University

Throughout 2019 IDS (Information and Digital Services) Client Services team undertook a suite of initiatives towards Service Management Excellence. These initiatives were added to a roadmap and aligned broadly to improvements in four key areas that encompassed: ‘Systems and Data’, ‘People and Structure’, ‘Processes’ and ‘Customer Experience’ in order to ensure that improvements were addressed in all respective areas. The scope and target audience were also deliberately wide, allowing us to challenge anything that could lead to improvements.


Legal Services Digital Office

Griffith University

Griffith Uni logo

A collaborative digital transformation initiative between Digital Solutions and Legal Services, the Digital Legal Office initiative focussed on digital productivity outcomes for legal professionals working in the University. The scope included:  Digital devices– with upgrades to pen-enabled touch-screen laptops for increased mobility;  Document management– with migration to Microsoft O365 SharePoint Online document libraries for increased collaboration;  Forms– with transition to digital Microsoft O365 Forms enabling speed of service delivery; Workflow– with Microsoft O365 SharePoint Online workflows introduced; Introduction of digital signatures (Adobe Sign) across the office – resulting in speed of service delivery; Recordkeeping practices– with the introduction of 100% digital recordkeeping (outside of wet signatures);  Mail management– with Azure Information Protection and Data Loss Protection measures introduced; and the introduction of new Microsoft Office 365 productivity tools– including a new O365 SharePoint Online site, Microsoft OneNote used with digital pens for document mark-up, and Microsoft Teams adoption for internal communications.  


Monash University - Assessment Timing Tracker

Monash University

Monash Uni logo

Students are suffering ‘student load stress’ as a result of multiple assessments from different units due or scheduled on or around the same date,  a recent student survey revealed. This manifested in student difficulties with both assignment and exam preparation. 

An interactive dashboard known as the Assessment Timing Tracker (ATT) was developed in Power BI to display a calendar visualisation of all the student’s commitments, assessment weight and due dates from all of their enrolled units.  This allows academics to review the dates that their enrolled students are already committed to for other subjects (highlighted by low to significant impact) and plan their own assessments accordingly to ensure the student’s load is spread across semester. This implementation in January 2020  has transformed the way that Academics operate and the way they engage and interact with their students while at the same time increasing productivity of students and Academics.


Integration of CAUDIT Higher Education Business Reference Model into Monash University’s Service Delivery work practices

Monash University

Monash Uni logo

University centric communication is key to operational excellence at Monash, particluary in regards to IT operational performance. 

Monash’s eSolutions has integrated CAUDIT’s Higher Education Business Reference (HEBR) Model into their Service Delivery practices to improve communications with the University and to enable better informed decsions regarding applications and Infrastructure.

Each University Capability within the HEBR model is held as  a “University Function“ within the Service Management toolset. This enables change activity and major incidents to be related to applications and “University Functions”

Key value delivered, as a result, include:
1) Providing IT staff, real time access to the interdependencies between applications and University operations,
 through relating all University Functions (Capabilities) to the applications underpinning them. 

2) Equipping IT staff & management with a commonly understood connection between key IT activities and University operations, through incorporating University functions in communications/reports.


Murdoch Business Process Optimisation Program – Enterprise Service Factory Model

Murdoch University

Murdoch University

The Business Process Optimisation team is responsible for centralising, streamlining and digitising service offerings to improve service efficiency and communication across the whole of the university.  Historically, custom applications and unique service request items were developed within ServiceNow to support each business area. More focus towards service excellence, enhanced user experience and greater value creation prompted the creation of a repeatable, predictable and sustainable model to enable fast delivery of service request catalogue items across both IT and wider University services (College Services, IT Services, Procurement, Marketing, Articulations, People & Culture, Library, Learning & Teaching and Finance). This enterprise service ‘factory model’ has enabled the rapid development of new catalogue items, improving service provision efficiency and increasing customer satisfaction.  With a 2020 goal of further enhancing service excellence capability across the university, the BPO team are planning to implement a value-driven, persona-based user experience to enable intuitive, streamlined service delivery through the ServiceNow platform to academics, researchers, students and external customers.


Murdoch Identity and Access Management Program

Murdoch University

Murdoch University

Murdoch University’s successful implementation of the Microsoft Identity Platform (Azure Active Directory) represents the first significant implementation of Microsoft’s next generation, cloud identity management platform within Australian Higher Education.

Now supporting Murdoch’s 340,000 users and hundreds of applications, this CAUDIT and Microsoft sponsored initiative has provided a reference framework and implementation for other universities to adopt. The Microsoft Identity Platoform is the most sighted IAM platform CAUDIT institutions wish to migrate to and many are watching Murdoch’s implementation to inform their own journey.

The initiative has also worked closely with the Australian Access Federation (AAF) to pioneer a re-useable integration pattern for any cloud identity solution to integrate with AAF services and has since been successfully implemented by other Universities (e.g. Monash).

This initiative has worked closely with Microsoft global product teams and contributed significantly to building new capabilities into their platform to close the gap necessarily to make this a platform fit for purpose for Higher Education adoption.


Murdoch Integration Competency Centre

Murdoch University

Murdoch University

Over the last 50 years Murdoch University has purchased and developed applications which support business activities like managing student information, curriculum, finance, payroll, and research projects.  Each time a new application was added to the landscape it was linked to other systems to share information, frequently using bespoke, point to point mechanisms.  Over time, this landscape has become more and more complex with multiple threads and systems of record. This complexity causes low access to data, low confidence in its quality, and is expensive, ultimately unsustainable and next to impossible to protect from loss or unauthorised disclosure. 

The establishment of the Integration Competency Centre (ICC) has enabled information to flow from each system through a central hub and be shared and re-used across multiple systems without developing individual, point to point integrations. This gives the University a single source of truth for data as well as a single point to secure our data and protect from loss, all built in a sustainable and efficient manner. The scope of this project included establishing a centre of excellence for integration, team recruitment, data and technical architecture, Agile Scrum delivery methodology and governance, and uses several components of the Microsoft Azure Integration stack.


Process improvement and automation of the sessional academic appointment process

Queensland University of Technology

QUT logo

In 2019 QUT raised 20,000 jobs for sessional academic apointments. Using an aged system, the old process required a high degree of manual effort. Much of this work occurring in a brief window at the beginning of each Semester, placing considerable demand on Faculties, HR and Payroll during an already busy period, leading to increased workloads and the hiring of casual employees to deal with the additional work.

The nominated initiative redesigned and improved the sessional academic appointments process at QUT, delivering end to end automated processing from appointment initiation to data entry into the payroll system.  The scope included form and workflow redesign, replacing the old solution with an intelligent form that draws data from other systems to pre-populate fields, validates data and automates workflow and also uses robotic process automation (RPA) to replace the manual data entry of sessional academic appointments from the appointment system into the payroll application.


SharePoint Consolidation Project 

Queensland University of Technology

QUT logo

The SharePoint Consolidation Project created a coherent Office 365 transition, aligned with organisational objectives, through the consolidation of three existing SharePoint platforms into a single experience. During the 12 month project, the team engaged all faculties, institutes and divisions to review and redefine the purpose of their SharePoint presence, migrated their content into new O365 solutions, engaged and trained their teams, upskilled their leaders in the digital capabilities available and created a new level of digital literacy across the organisation. The project delivered a coherent O365 presence, supported through a staff-led community, with the capability to transform education and research through locally owned and driven solutions. The team efficiently managed the migration of sites from older platforms to the SharePoint Online experience, translating the cumbersome 2500 existing sites into an effective 380, with actively engaged owners who gained extensive digital management skills to communicate with their audience of 12,000 staff. 


Student Internship Program – User Experience (UX) Design

Queensland University of Technology

QUT logo

A user experience (UX) designer internship program was run in 2019, where design students were given the opportunity to work on a real-world project in the UX team within the Digital Business Solutions (DBS) department at QUT. Students were each assigned a design problem in which they needed to solve within their three-month placement. With support from other team members throughout the process, the students were responsible for defining the problem, conducting user research and facilitating workshops with stakeholders in order to design and test a viable solution for the university. The students engaged with SMEs across various areas of the university and worked within the technical constraints of the IT infrastructure which resulted in two bodies of work that align with QUT’s drive for digital innovation. While the internship program provided these students with real-world opportunities to equip them with valuable skills for their future careers, it also set a new precedent for how students could contribute by working directly with university IT teams to provide valuable insights to help better support the student community. The program supported two students who completed the analysis and design of a Library Study Space Finder application, and a new Physical and Digital Student ID card for the university.  


Evidence Of Participation (EoP)

RMIT

RMIT logo

The Evidence of Participation (EoP) initiative scope was to provide students participation insights at every phase of VE enrolled programme and automate Higher Education Skills Group (HESG) compliance reporting for the Office of DVCE. The EoP initiative benefits includes staff productivity improvemnts (Approx 80%+ improvement for every program), reduced funding leakage (Approx opportunity to claim $1M/Year) and simplified information integration requirements for extended HESG contracts compliance reporting. The EoP programme key stakehokders are the VE Deans, VE Program Managers, Office of VE Executive Leadership, RMIT Quality and Compliance Teams and Academic Services Management staff to ensure student success and ongoing participation in enrolled RMIT programmes.


Business Capability Roadmapping

The University of Auckland

Auckland Uni logo

The University of Auckland has reimagined its approach to creating and communicating enterprise business-outcome value roadmaps to ensure the best-possible initiatives are identified and driven into the strategic investment portfolio.

Using the CAUDIT Higher Education Business Reference Model, the resulting business-capability roadmaps have proven hugely successful, affording strong advantages over previous approaches — particularly because the business capabilities themselves are independent of organisational structure, and, together, provide a joined-up view across the University that helps identify hitherto-unseen connections, gaps, and opportunities.

The methodology used is highly-consultative and inclusive, beginning with director-level workshops that identify strategic drivers before working closely with core stakeholders to realise business-capability roadmaps and their underpinning initiatives. The resulting artefacts consider the one-to-five-year view and seek early opportunities to understand and embrace digital-business futures, bringing to life the University’s Digital Business Strategy.


New Ways of Working

The University of Auckland

Auckland Uni logo

To accelerate our transformation to a more responsive and flexible service provider, we have successfully adopted many ‘new ways of working’ across Connect and our closest stakeholders and suppliers.  Our IT Transformation programme, working closely with our newly founded agile practice and our people leaders, have co-ordinated and calibrated the changes. Whilst adoption of agile principles, working practices and ‘ceremonies’ have been a key component and emphasis on developing a consistent understanding of value an important aspect, the initiative has primarily been designed and led out from a mindset and behavioural change perspective. Seeding and growing a ‘growth mindset’ culture is essential to success.  We have been able to identify, prioritise and deliver more value, more quickly for our customers by increasing the autonomy of our value streams, removing impediments and adopting a new operating rhythm, including planning as a single team in a ‘big room planning’ session every quarter. 


Interactive Business Capability Heatmap for Faculty and Technology Strategy (PowerBI)

UNSW Sydney

UNSW logo

The UNSW Business Capability Model represents high level views of UNSW from the perspective of its business capabilities. It is overlaid with mappings to applications around the faculties/university, which can be used by business stakeholders to discuss the effectiveness of the organisation, its needs and challenges and support application consolidation.


Business and Engineering Faculty Academic Management Systems Development

UNSW Sydney

UNSW logo

Business Academic Management System (BAMS) is a web-based platform for managing casual academic staff in UNSW Business School. It streamlines the current casual academic administration process, with better track of record and reportability. The pilot went live in School of Banking & Finance and School of Management for Term 3 2019 casual academic administration. It replaced the current excel-based payment tool in Term 1 2020 across 8 schools in the Faculty of Business and the UNSW Centre for Social Impact. CASTLE (CASual Timesheet Log for Educators) is a new user-friendly tool developed with the same outcomes in the Faculty of Engineering.  


Remote Desktop Services (RDS)

University of Technology Sydney

UTS logo

The scope was to implement a “New Way of Working” to improve the overall response and resolution of Desktop support jobs across all of the Faculties and divisions at UTS. About 12, 000 jobs arrived in our Desktop queues in 2018, 35% of these jobs were resolved by a personal visit and 65% of these were completed via a remote method. A vast majority of these jobs can be resolved quickly. Our problem was that jobs tended to become buried within queues that can at times balloon to large numbers, thus response and resolution KPIs were not being achieved. An opportunity presented itself to improve response and resolution times for these Desktop jobs especially the ‘quick-win’ ones: By having a team dedicated to address these jobs, shifting only the complex jobs to the Desktop teams, providing them with the focus without the distractions of the simpler remote tickets.


Bi-Modal Project Governance & Delivery Framework (Agile & Waterfall IT Capital Projects)

University of Technology Sydney

UTS logo

The development and implementation of a new Bi-modal framework, that offers the flexibility to govern and deliver IT capital project investments using either a Waterfall or Agile methodology as most suited to the characteristics and risk profile of such investments.


Grades Submission Automation project

University of Technology Sydney

UTS logo

The Grades Submission project automated the submission of student marks and grades. Replacing the old spreadsheet process, grades are now captured and submitted directly from Blackboard or CANVAS subject sites, as part of a complete digital home for each course. The new process is paperless and streamlined, reducing effort for academics to allow them to spend more time on higher value work. The new process safeguards student grade information and provides UTS with a single source of truth for marks. In 2019 the new grades process was successfully rolled out to all faculties. The project set the bar for successful cross-functional collaborations and showcased the effectiveness of change management, communications and training. It succeeded in embedding positive behavioural change by proactively engaging all stakeholders. University staff and students benefited from the new process.


CAUDIT MTC Data Platform

The university of Western Australia

UWA logo

Creating a common data platform for the higher education sector:  The University of Western Australia in partnership with the Council of Australasian University Directors of Information Technology (CAUDIT), University of Canberra, Australian Catholic University and Microsoft completed the first phase of a proof of concept that demonstrates how a Data Lake can be used to share higher education data sets to provide important institutional insights and the opportunity for individual universities to benchmark themselves.


VU Customer Relationship Management (CRM) Project

Victoria University

Victoria Uni logo

VU has implemented an integrated Customer Relationship Management (CRM) platform encompassing marketing automation, engagement and service optimisation capabilities. This offers a centralised 360-degree view of the student journey from first contact to application, enrolment, course completion and their continued engagement as alumni. All of a student’s interactions with the University, along with their digital body language, are captured by the platform, providing ultimate personalisation of communication for recruitment advantage and an enhanced student experience. Implementing the platform required integration with numerous legacy systems to ensure student data was carried across correctly to the new central location.  In 2019, the CRM project: successfully delivered integration between the CX platform and VU’s StudentOne student management system for VU Polytechnic customised the system to capture all VU engagement with secondary schools completed a prototype for a new eBrochure capability for VU International  established an engagement framework for our Government Relations department.


Establishment of VU SAP Academic Competence Centre (SAP ACC)

Victoria University

Victoria Uni logo

Founded in May 2019, the Victoria University SAP Academic Competence Centre (SAP ACC) is a joint partnership between VU IT Services and VU Business School that delivers a wide range of SAP products and services to academic institutions across the entire Asia-Pacific region.  A new team was formed within IT Services, consisting of senior SAP administrators and top students in VU’s Master of Business Analysis and Enterprise Resource Management, who collaborated on establishing the Centre. Responsible for customer onboarding and service management, the team inducted more than 140 educational institutions generating over $800K in revenue during 2019. Being one of the few self-funding teams in VU IT Services (funding responsibility is shared by all SAP ACC staff), this is an incredible achievement. The success of VU’s SAP ACC represents a new model for technological innovation in the SAP space, powered by collaboration between IT employees, academic colleges and their students.


Project Portfolio Management (PPM) Project

Western Sydney University

Western Sydney University

Western Sydney University (WSU) delivers a wide range of projects each year, including construction, technology, business transformation, learning and research projects. The Project Portfolio Management (PPM) system has been implemented to facilitate the end-to-end management of projects, from ideation, execution and to closure. It provides a centralised platform to enable the university to improve the maturity and standardisation of its processes and tools for project and program prioritisation and delivery. The PPM project was delivered in collaboration between Information Technology and Digital Services (ITDS) and the business. The PPM tool is built on the ServiceNow platform. Deloitte Consulting was engaged as the implementation partner. In less than 4 months, the team has delivered a PPM tool that will help improve our project management practices, improve visibility and consistency of our projects and portfolio management, and position Western Sydney University to transform our customer service and improve our operational efficiency