Preparing for change. If you're concerned about how the Project X initiative is likely to affect your working environment, there are several places you can turn for up-to-date information on the status of the initiative to streamline Yale's financial and administrative systems.
First, there are periodic articles about Project X in this paper, as well as in working@yale.edu, published by Human Resource Services; and the project's own bimonthly newsletter, titled Project X-tra. In addition, the latest news and developments appear on the Project X website at www.yale.edu/pjx. The web site also lists the names of individuals working on the various teams in the event that someone wants to share concerns or get more involved. Those who do not have web access or are not sure how to use it should take this opportunity to talk with their Information Technology Services (ITS) support resource and get some hands-on experience, since most Yale administrators will need to be familiar with using Internet browsers once Project X is fully up and running.
Yale community members can also get a glimpse into the future by visiting the Online Business Office Environment (OBOE) web site at www.yale.edu/oboe. Among the many useful features located there are: lists of upcoming training events and scheduled courses; a reference library, which will feature links to Project X information and materials as they are developed; a bulletin board for posting questions and concerns; a users' forum featuring a live, threaded discussion moderated by a Project X team member; interactive learning modules, including online tutorials, policy and procedure reference, self-test, and helpful tips and guidelines; and a search function that allows users to locate information on any topic by typing in key words and/or phrases. While many of these features are still in the development stage, users can see what many of the features will look like and can tour the learning module for the new Travel & Entertainment process by going to the OBOE site, double-clicking on the "learning modules" icon and selecting "Purchasing" and then "Travel & Entertainment Reimbursements."
Bring on the training. In early February, Project X launched a series of Implementation Planning Seminars, which will continue through the various rollouts scheduled for Phase I and II of the project (in July of 1998 and January of 1999, respectively). These seminars will focus on what Yale employees can expect in the coming six months and how to determine which type of training individual staff members need. There will also be briefings for larger audiences covering various aspects of Yale's future operating environment. These will include such topics as POETA, the General Accounting team's solution for replacement of the 15-digit charging instructions, and the phasing-out of Rainbow Statements and DMS financial reports later this spring. Almost everyone who has an administrative role will be included in formal training classes. An updated version of the course list will be the subject of a Project X-tra newsletter later this month.
Professional outlook on leadership and development. In conjunction with Project X training efforts, an initiative is taking shape that will spotlight the area of professional development for business managers. Sponsored jointly by the Finance Office and Human Resource Services, the "Leadership and Professional Development" series will promote leadership for managing change in the areas of finance and human resource administration. This program is directed at administrators and staff members who will play a key role in managing the changes associated with Project X, particularly implementation coordination and readiness planning. The goal of the program is to make the transition period to Project X as painless as possible for all users.
The program will focus on identifying major goals and challenges, strengthening leadership skills and knowledge, establishing a capacity for utilizing the Business Support Center described later in this article, and aligning departmental initiatives with the strategic plans laid out for Project X implementation. Among the various financial topics being considered for inclusion are accounting principles and theories, financial statements, changes in oversight and accountability, and understanding the differences between fund accounting and project accounting. Human Resource topics will examine the factors that business administrators can control and those that need to be managed when major organizational change is affecting the work environment, as well as the challenges and solutions of staff management, the importance of performance management, and competencies as an important management tool.
The initial offerings, scheduled to begin in March, will consist of eight two-hour sessions. This first round is being offered on an invitation-only basis and with a limited enrollment so workshops can be tailored to each group's needs. Additional sessions will be added on an ongoing basis.
Improving performance, developing competencies. Another area receiving major attention is the shift toward a competency-based model for human resource practices. Competencies, also known as "success factors," is a term for skills that employees need for superior performance on the job. They will form the basis for the whole array of Human Resource programs that tie in with employee behavior and results. Communications skills, analytic skills and leadership skills fall into this category, as do technical expertise, financial and accounting aptitudes and problem-solving skills.
At Yale, competencies will relate to "those types of behavior that add value to the core mission of the University, and to the strategic mission of the specific unit," according to Peter Vallone, associate vice president for administration. Vallone is spearheading the initiative to establish a set of core competencies from which to assess and develop an employee's effectiveness in a given area. "The competencies communicated throughout the organization will form the basis for how the workforce skill level is evaluated and developed," explains Vallone, adding that competencies will vary from department to department. An employee working in the Human Resource Services department, for example, needs to demonstrate good customer service skills; while a systems programmer is more likely to rely on technical skills to succeed in his or her role.
The competency framework covers the entire spectrum of Human Resource programs -- including placement and recruiting, performance assessment, compensation and reward, and training and development. The long-term goal -- to be implemented over a period of two to three years -- is to change all programs in these areas to an integrated, competency-based system. New job descriptions will concentrate on those skills that top performers have and that support the organizational goals of the University. It is anticipated that by July 1, a competency-based performance assessment tool will be in place in many parts of campus so that development of behavioral goals can be set for a given department.
Support -- a way of doing business. A number of support mechanisms are being put into motion as both a follow-up to training and a way for individuals to get questions answered and issues resolved. Beginning in February, drop-in clinics will be held every Friday at two locations on campus: at the Project X office, One Century Tower, 265 Church Street, 9th floor, 1-3 p.m.; and at the Hope Building, 315 Cedar St., Rm. 212, 9-11 a.m..
With the start of training, the project office will provide phone assistance for project-related support issues. Individuals will be able to phone in questions and receive follow-up on post-classroom training by speaking directly with a member of the training program. As implementations draw closer, on-site assistance will also be possible.
One term that will receive more attention in the upcoming briefing series is the "Business Support Center" concept. The system changes being implemented through Project X will make many transactions, such as travel expense reimbursement requests and purchasing transactions, much simpler by allowing department staff to conduct business using their desktop computers. Processes are also being streamlined to remove as many repetitive tasks and multiple levels of approval as possible. The "Business Support Center" will bring many administrative and financial functions closer to the department, allowing for faster and better service. The Yale Bulletin & Calendar will carry more information about this model as it gets tested throughout the summer and fall.
-- By Donna Pintek
A longer version of this article is available on the Project X website at www.yale.edu/pjx