Transformation and Change Management

Transformation and Change Management

UBC has embarked on a process of transformation with IRP Student that involves transitioning our student administrative practices to a modern student ecosystem. Successful implementation of this project requires the resourcefulness, creativity and determination of our UBC community. The IRP Student TCM Team is dedicated to supporting our community members through this academic transformation and organizational transition.

To get in touch with members of the TCM Team, please send an email to IRP Student.

 

Community Engagement in Design

The IRP Student teams are relying on the support and participation of our UBC community to inform the design and configuration of the student solution ecosystem. We are gathering this input through various channels, including the IRP Student governance structure, the Transformation Advisory Network and IRP Student community design consultants. See below for more information on each of these channels.

IRP Student Governance

The IRP Student governance framework provides program direction and is structured to enable the program teams to deliver requirements by assisting in decision-making and staying informed on the program’s progress. Governance bodies for IRP Student include groups such as the Executive Sponsors Committee, the Steering Committee and the Student Processes and Outcomes Committee. More information on IRP Student governance can be found on the IRP Student Governance and Team page.

Transformation Advisory Network

The IRP Student Transformation Advisory Network is composed of UBC groups and committees. The IRP Student teams consult with this network by presenting relevant design and transformation concepts and seeking advice, validation, and feedback, which is then considered in subsequent design and configuration work. Many other relevant groups and committees across both campuses are being engaged and informed at key junctures in the program.

The primary committees in this network include the following:

Academic Model & Transformation Advisory Committee (AMTAC) Academic Services Advisory Committee Students (Student Advisory Group)

The AMTAC is a cross-disciplinary, cross-campus academic advisory group composed of faculty academic leaders with the responsibility of providing academic guidance on multiple dimensions of solution design, curricular representation, data definitions, academic transformation, and change management.

Click here for a list of the AMTAC members.

The Academic Services Advisory Committee is a student administration advisory body that comprises representatives from the academic advising and student services leadership of the faculties and student service units on both UBC campuses. This group addresses topics related to student academic advising services as part of the IRP Student implementation, including functional design, solutioning, configuration, reporting, integrations, security, data, testing, and related academic/business transformation and change management implications.

Click here for a list of the Academic Services Advisory Committee membership.

This group consists of representatives from student leadership groups (AMS, GSS, Student Senate, UBCSUO)

Student Engagement Advisory Group:

  • Provides consultation and feedback on planned IRP Student communications and engagements for students.
  • Makes recommendations for the best ways to achieve communications and engagement goals with students.
  • Attends regular meetings.
  • Supports communications and engagement activities by amplifying messaging on existing and trusted channels.

 

Community Design Consultants

Community design consultants (CDCs) are community subject matter experts from various units across the University that the IRP Student Solution Team works with to complete the following: augment team expertise; identify use cases; evaluate design options; assist in arriving at recommendations for configuration; identify potential workarounds, when needed; validate configurations; and source additional expertise from colleagues. The CDCs on our roster have been identified based on their subject matter expertise related to upcoming design and configuration topics. The roster will continue to grow as needed.

 

Transition Network

The Transition Network played a critical role in enabling the Workday HCM/Finance system implementation. Building on that success, we are evolving the Transition Network to focus on the renewal of the renewed student information system. The Transition Network will consist of primary and local transition leads for each faculty or unit at UBC that will be impacted by the IRP Student.

Read more about the Transition Network here

Transition leads will be supported by dedicated community engagement partners – senior change management specialists on the TCM team – who will work with the leads to build and implement local transformation and transition plans. Community change specialists, many of whom will be seconded from within the UBC community, will provide further support to transition leads starting in 2022. The diagram below depicts the relationship between the TCM Team and primary and local transition leads, although the actual number of faculty or units supported by each community engagement partner will vary.

 

Change Support Materials: The TCM Team will continually develop and update support materials for the Transition Network, such as monthly updates, key messages, presentations, FAQs, and action plans.

 

Community Events and Communications

IRP Student team members and representatives will host events to keep our community informed on program plans and implementation, including town halls, call-ins, and system demonstrations. For a list of upcoming events or to register for an event, please visit our Community Events page.

You can get the latest information on IRP Student several other ways. Announcements and updates will be posted regularly to our Blog.  

 

Transformation and Change Approach

IRP Student has a comprehensive transformation and change management approach that includes five key strategic areas, each with its own detailed plan and activities. See below for a visual representation of this approach.

 

The TCM Team will work with the Transition Network to ensure each of the focus areas is reflected in the local transformation and change management plans.