3. www.slido.com
#UCDWST20FEB
Congratulation to UCD Green Belts Awardees
Emma Acton Supplier Selection & Management Process Finance Office
Elaine Hickey Improve Efficiency of Room Allocations Process UCD Estates Services
Colm Walsh Enhancing Student Recruitment Agency Management UCD Global
Catherine Convery Improve Efficiency of Outgoing Mobility Management UCD Global
Shelly Power UCD Exceptional Change of Grade Process Review UCD Registry
Martin Hurley Improve Efficiency of RPL Applications Process UCD Registry
Kevin Lohan Grade Approval Process Review and Enhancements UCD Registry
Vincenzo Di Grippo Improvement of Safety Assessments Practices UCD School of Agriculture and Food Science
Aoife Walshe Insurance Form Process Efficiency Veterinary Hospital
In absentia
Ryan Teevan Improve Efficiency of Fee Assessment Process UCD Registry
4. How Does an Agile
Approach Help Me in MY
Role?
Elaine Hickey
UCD Work Smarter
Together:
February 2020
5. “It’s always
been done this
way”
A LITTLE BIT ABOUT ME!
• UCD Quality Office
• In September 2018, I
moved to UCD Estate
Services
• Important to review
what we do to consider
what is working well
and what can be
improved
• Especially true when we
look at processes
6. • Room Allocations Team - small,
extremely hard-working team who
do an excellent job
• Allocation of Rooms for Timetabling
• Working ridiculous hours - not
sustainable
• “It’s always been done this way”
resulted in roll-over of processes
from year-to-year without review or
update.
OPPORTUNITY TO IMPROVE
We’re too busy to improve!
• Opportunity to look at what we do, why we do it and
think about what we can actually make more
straightforward!
7. IN MY EXPERIENCE CONVERSATIONS AT UCD
OFTEN SOUND LIKE THIS:
So it goes
A, B, C, D?
Well noooooo . . .
it’s not that
straightforward . . .
It goes A, Q, P,
then we check
with R, F and T,
and then it goes to
office N . . . after
they’ve checked it
then . . .
8. • This is where using an Agile Approach can be your friend!
• It might seem like tools that were originally used for engineering
and manufacturing processes are completely inappropriate for a
University setting – but you’d be wrong!
• It’s not about the tools themselves but what you use them to do.
• There is no doubt that the terminology can be off-putting - try not
to panic when you hear DMAIC, Charter, As-Is/To-Be, SIPOC,
Fishbone, CT-Tree, Relationship Diagraphs, Anti-Solutions
Exercises, PICK charts, Force Field Analysis!!
• But it’s all about taking a systematic, step-by-step common-sense
approach to solving problems and only using the tools you need.
WHY TAKE AN AGILE AND LEAN SIX SIGMA
APPROACH?
9. • At the start we knew we had an issue but we didn’t know exactly
what the problem was.
• We had ideas about things that could be changed but the risk
associated with making changes that we weren’t sure would work
was very high.
• So we used the tools to filter out all of the distractions and
identified:
• the overall process
• the part of the process that we control
• the break-down of the part that we control and key timesuck steps
• what is happening in those timesuck steps
• other ways to achieve the same result
• impact on colleagues who contribute to other parts of the process
• quick wins
• how we can measure success and how to sustain momentum
HOW IT HELPED ME IN MY ROLE
10. Systems and Data
create CMIS
Extract
Room Allocations
Edit and Format
Extract
Timetable Co-ordinators
liaise with Module Co-
ordinators and add
amendments
TTCs return
updated Extract
to RoomAlls
RoomAlls add
amendments to
CMIS
Sys&Data
Timetable
Verification
RoomAlls make
further requested
changes to CMIS
Timetable
available for
students
Module Co-
ordinators check
timetables
HIGH-LEVEL TIMETABLING PROCESS MAP
Abbreviations key:
Systems & Data = Sys&Data Room Allocations Team = RoomAlls Timetable Co-ordinators = TTC Module Co-ordinators = MCs
11. Systems and Data
create CMIS
Extract
Room Allocations
Edit and Format
Extract
Timetable Co-
ordinators liaise with
Module Co-ordinators
and add amendments
TTCs return
updated Extract
to RoomAlls
RoomAlls add
amendments to
CMIS
Sys&Data
Timetable
Verification
RoomAlls make
further requested
changes to CMIS
Timetable
available for
students
Module Co-
ordinators check
timetables
HIGH-LEVEL TIMETABLING PROCESS
MAP IDENTIFYING KEY DELAYS &
CHALLENGES FOR ROOM ALLOCATIONS
Abbreviations key:
Systems & Data = Sys&Data Room Allocations Team = RoomAlls Timetable Co-ordinators = TTC Module Co-ordinators = MCs
• Mostly out of RoomAlls
Control
• Inaccurate Information
Provided
• Missed Deadlines
Within RoomAlls
Control
• Line-by-line process
• Liaising with TTCs
• Minimal use of reports
Shared Control
• Module Co-ordinators check TT
very late and request changes
that are not viable
12. Systems and Data
create CMIS
Extract
Room Allocations
Edit and Format
Extract
Timetable Co-ordinators
liaise with Module Co-
ordinators and add
amendments
TTCs return
updated Extract
to RoomAlls
RoomAlls add
amendments to
CMIS
Sys&Data
Timetable
Verification
RoomAlls make
further requested
changes to CMIS
Timetable
available for
students
Module Co-
ordinators check
timetables
HIGH-LEVEL TIMETABLING PROCESS MAP
Abbreviations key:
Systems & Data = Sys&Data Room Allocations Team = RoomAlls Timetable Co-ordinators = TTC Module Co-ordinators = MCs
Project
Focus
13. Extract
Submitted
Allocated to
Team
Member
Saved to
P:drive and
dated
Added to
Board &
Summary
Sheet
Start
processing
change
requests
Add Capacity
Column to
Extract
Open CMS
Open Live
Timetable
Open
CMIS
Check
Overall
Places Field
Compare &
amend TT, if
different
Find Module
Check Code
matches
description
Is module
locked or
available?
Update
extract notes
Send to
Sys&Data to
unlock
Send TT Co-
ordinator
RoomAlls make
CRN & CMIS
changes
TTC liaise
Sys&Data to
change CMS
Check
Overall
Places Field
Make note
Compare to
CMS module
data
Find Module
Y
N
Y
N
AS-IS TIMETABLING PROCESS MAP
Complex
change?
Amendment to
CMS needed?
Amendment
to CMS
needed?
14. Extract
Submitted
Allocated to
Team
Member
Saved to
P:drive and
dated
Added to
Board &
Summary
Sheet
Start
processing
change
requests
Add Capacity
Column to
Extract
Open CMS
Open Live
Timetable
Open
CMIS
Check
Overall
Places Field
Compare &
amend TT, if
different
Find Module
Check Code
matches
description
Is module
locked or
available?
Update extract
notes
Send to
Sys&Data to
unlock
Send TT Co-
ordinator
RoomAlls make
CRN & CMIS
changes
TTC liaise
Sys&Data to
change CMS
Check
Overall
Places Field
Make note
Compare to
CMS module
data
Find Module
Y
N
Y
N
Note – all of these steps are taken to find out the total
module capacity to inform room size requirements.
This process includes redundant checks against data in
different systems. Actual need = one Access Report!
WHICH STEPS ARE NECESSARY?
Amendment to
CMS needed?
Amendment
to CMS
needed?
Complex
change?
15. Extract
Submitted
Allocated to
Team
Member
Saved to
P:drive and
dated
Added to
Board &
Summary
Sheet
Start processing
change requests
in CMIS
Update extract
notes
Send to
Sys&Data to
unlock
Send TT Co-
ordinator
RoomAlls make
CRN & CMIS
changes
TTC liaise
Sys&Data to
change CMS
Amendment to
CMS needed?
Complex
change?
Y
N
Y
N
NEW Add
CMS Access
Report Data
TO-BE TIMETABLING PROCESS MAP
Amendment
to CMS
needed?
16. ROOMALLS TEAM WORKLOAD HOURS BY MONTH
2018 VS 2019
625
725
825
925
1025
1125
1225
1325
APRIL MAY JUNE JULY AUGUST
2018 HOURS
2019 HOURS
Project aim –
15% reduction in hours
worked
Project delivery –
25% reduction in
hours worked
Note – smaller team
with fewer senior
members in 2019 so
overall cost
reduction on a
number of levels
17. • Clear process mapping, with consideration of time taken to
complete each stage of the process, meant that we focussed on
the problems we could do something about.
• Using the tools, especially the CT Tree, the Cause & Effect
Fishbone with Cause Screening, the Relationship Diagraph and the
Anti-Solutions exercises all made a significant difference to
clarifying possible solutions.
• The key obstacles to the project were:
o external factors out of our control
o team culture
o fear of change
LESSONS LEARNED
18. ‘SACRED COWS’
• “This is how timetabling should happen because it’s always
been done this way.”
• “We have to go through every extract and do a line-by-line check
to catch everything.”
19. ‘SACRED COWS - LAID TO REST’
• “This is how timetabling should happen because it’s always
been done this way.”
• “We have to go through every extract and do a line-by-line check
to catch everything.”
X
20. Colm D. Walsh
International Operations Manager,
UCD Global
Enhancing Student Recruitment Agency Management
(Process Management)
21. Purpose of the Project
1. Reduce timeline to make commission payments
(December 31st deadline) without removing accuracy
2. Reduce effort days (right first-time data)
3. Reduce variance in actual costs vs. forecast (<%)
Problem/Opportunity Statement Desired-State (SMART Goal)
The Census Dates of 1 Nov
and 1 Feb are the critical
dates for re-charging of
Fee-Related Expenditure But …Recruitment
Agents won’t change
their processes!
But we can’t delay the
publishing of Fee Income
information to schools &
Colleges! Nov & Feb figures
should be sufficiently close!
But we don’t have
all the information
in time!
No further recharges
after Feb 1st !
1. Lack of accurate reporting and transparency
2. Necessity of several manual interventions
3. Increases likelihood of error and delays in
payment
22. Introducing Agile
a support resource!
"I want to do something
about a problem we have in
one of our processes but
there is no agreement on
what to do!"
“Use DMAIC – a
methodology in
delivering process
enhancements and
improved services!”
“Ok, I’m going to start
this project and we are
looking for a methodical
approach to take."
“We love
problems!”
We’re really busy at
Global, how am I going
to get my team to look
at this problem?
Time to bust
some myths by
collecting data
and garnering
support!
I’m being told we can’t
change this process, and
we can’t hire additional
staff to meet growing
workload!
It only takes a small
number of two-
hour interactive
sessions if done
correctly!
23. Yes
No
No
Yes
No
Yes
No
Yes
College
Finance
Managers
Agent
Regional
Manager
Ops Team
UCD Finance
RM checkslist
and Enrollment
Statuses
AgentSends
Invoice
Are the
details
correct?
RM amendslist
of students,and
sendsback
Raise
Requisition
Checksupplier
setupdetails
CheckTax
Clearance onROS
Is it
Compl
-iant? Payment
Processed
AgentPaid
PaymentNot
Processed
CheckInfohub
Reportto
troubleshoot
payments
Paid?
Agent
agrees
with
list?
Requestsproof
of
representation
for eachnew
student
Agentamends
listwithproof
PO
Generated.
Buyersends
PO to Supplier
SendsInvoice withPO
clearlywrittenonitto
invoices@ucd.ie
Reonciliationof
Agent
CommissionCC
Investigate &
Troubleshoot
RM
communicates
Issue with
Agent
Reissue
RequiredDocs
Passeson
New Docs
Passon New
Docs
Feedsinto
eFinancials&
Budgetsare
updated
Forecastingof
Agency
Commissionfor
Bursar Office
Nov1st
Check#PO &
Invoice Format
End-End Map of the Process Project Focus
The critical focus of this project is to look at the commission invoice
‘verification loop’ which is causing significant workload for the
Admissions & Recruitment Team and delaying the payment and as a
result forecasting….
Finding the Critical Focus of the Project:
24. Yes
No
No
Yes
Agent
Regional
Manager
Ops Team
UCD Finance
RM checkslist
and Enrollment
Statuses
AgentSends
Invoice
Are the
details
correct?
RM amendslist
of students,and
sendsback
Raise
Requisition
Agent
agrees
with
list?
Requestsproof
of
representation
for eachnew
student
Agentamends
listwithproof
PO
Generated.
Buyersends
PO to Supplier
End-End Map of the Process
Value Add
Non Value Add BUT Necessary
Non Value Add
25. Garnering Support
& Myth Busting
0 2 4 6 8 10
India
China
MENA
Asia Pacific
Average # E-mails Until Invoice Correct?
0
10
20
30
40
50
60
70
On
Time
Late On
Time
Late On
Time
Late
2016/2017 2017/2018 2018/2019
Payment to Agents
13%
4%
25%
29%
29%
COMMISSION PROCESS
1 - Extremley Dissatisfied 2 3 4 5 - Extremely
satisfied
17%
8%
17%
37%
21%
PAYMENT TIMELINES
1 - Extremley Dissatisfied 2 3 4 5 - Extremely
satisfied
Source: Survey issued March 2019 to all Recruitment Agencies
26. Proposed proactive solution was suggested
by Recruitment Agents !
“At the moment, it is
unclear who should
initiate the process,
and where the
invoices should go.”
“Best would be that after 1st Nov., the
university compiles a list of students by
agency and sends it out to the agency. The
university will not have to wait for different
agencies to send the list of students
separately. On one day, and within a week,
the process could be done with.”
“If your university can
generate a commission
report and send them to
agents, this would be very
much time saving & save
communication back and
forth.
“It is ideal to get paid
before Christmas …
before new financial
year”
Recruitment Agency
Survey
27. Enhancing Student Recruitment Agency Management
(a proactive approach to processing agency commission)
No
Yes
Agent
Regional
Manager
Ops Team
UCD Finance
August& September
RM sendslistsand
PromptsAgentsto
add missingdata
OpsTeam rasie all requistions
on Nov1st basedonMaster
CommissionSpreadsheetand
Census
Agent
agrees
with
list?
Agentamendslist
before November
PO
Generated.
BuyerSends
PO to supplier
Invoicesare sentto
Agentsincorrect
formatwithPO
number
RM updates Agent
Portal once proof
providedby
student
Agentsends
preformattedinvoice
withPOto
invoices@ucd.ie
28. Thank you to the Team & other Stakeholders
Project Sponsor
• Dr. Douglas Proctor (UCD Global)
Project Mentor
• Mr. Michael Sinnott (UCD Agile)
Core Team Members
• Deirdre Healy
• Juliette Mora
• Patrick Brophy
• Lauren Feeney
• Chiara Zaccheo
• Michelle Morice
“It’s a data driven approach
to identifying issues with
existing processes. It
facilitates questioning to
solve problems. It facilitates
engaging with stakeholders
and producing solutions
that have necessary buy in.”
31. Student Experience Mapping: ‘Seeing through
the eyes of our students’
By developing a shared understanding of our student's perspective
of UCD we will develop a common, unifying, agenda to improve
what matters most to our students
Today
Why we did the Student Experience Mapping Project
How we did it
What was achieved
32.
33.
34.
35. Academic Structure
2019/2020
UCD School of
Agriculture and
Food Science
Headof School/Dean
Prof.Alexander Evans
UCD School of
Medicine
Headof School/Dean
Prof. Michael Keane
UCD School
of Nursing,
Midw ifery and
Health Systems
Headof School/Dean
Prof.Gerard Fealy
UCD School
of Veterinary
Medicine
Headof School/Dean
Prof. Michael Doherty
UCD School of
Public Health,
Physiotherapy
and Sports Science
Headof School/Dean
Assoc. Prof.CatherineBlake
UCD School
of Civil
Engineering
Headof School
Assoc.Prof.AmandaGibney
UCD School of
Electrical and
Electronic
Engineering
Headof School
Prof.Peter Kennedy
UCD School
of Mechanical
and Materials
Engineering
Headof School
Prof. Kenneth Stanton
UCD College of Social
Sciences and Law
CollegePrincipal/Dean of Social
Sciences/Vice-President for Equality,
Diversityand Inclusion
Prof.Colin Scott
UCD College
of Business
CollegePrincipal /
Deanof Business
Prof.Anthony Brabazon
UCD College of
Engineering and
Architecture
College Principal /
Deanof Engineering
Prof.AoifeAhern
UCD College
of Health and
Agricultural
Sciences
CollegePrincipal
Prof.Cecily Kelleher
UCD College of Science
CollegePrincipal/Dean of Science
Prof.JoeCarthy
Bursar
Mr David Kelly
UCD College of
Arts and Humanities
CollegePrincipal/Dean of Arts
Prof.Sarah Prescott
Deputy President,
Vice-President
for Academic
Affairs and
Registrar
Prof.Mark Rogers
Director of Human Resources,
S.I.R.C. & Legal Affairs
Mr Tristan Aitken
Vice-President for
Global Engagement
Prof. DoloresO’Riordan
Vice-President for Research,
Innovation and Impact
Prof.Orla Feely
UCD School of
Archaeology
Headof School
Prof.GraemeWarren
UCD School of
Economics
Headof School
Prof. Ronald Davies
UCD School of
Education
Headof School
Assoc. Prof.
William Kinsella
UCD School of
Geography
Headof School
Prof.Jacky Croke
UCD School of
Information and
Communication
Studies
Headof School
Prof. EugeniaSiapera
UCD School of
Philosophy
Headof School
Prof.BrianO’Connor
UCD School of
Politics and
International
Relations
Headof School
Prof. David Farrell
UCD School of
Psychology
Headof School
Assoc. Prof.
SuzanneGuerin
UCD School of
Social Policy,
Social Work and
Social Justice
Headof School
Prof.Jim Campbell
UCD School of
Sociology
Headof School
Assoc. Prof.
IarfhlaithWatson
UCD School of
Biology and
Environmental
Science
Headof School
Assoc. Prof. Evelyn Doyle
UCD School of
Biomolecular
and Biomedical
Science
Headof School
Prof.Wim Meijer
UCD School
of Chemistry
Headof School
Assoc.Prof.
Michael Casey
UCD School
of Computer
Science
Headof School
Assoc. Prof.
ChrisBleakley
UCD School of
Earth Sciences
Headof School
Assoc. Prof.
PatrickOrr
UCD School of
Mathematics
and Statistics
Headof School
Prof. Brendan Murphy
UCD School
of Physics
Headof School
Prof.MartinGrunewald
Dean of
Architecture
Prof. Hugh Campbell
Dean of
Undergraduate
Studies
Prof. MarieClarke
Dean of Students
Prof.Jason Last
Dean of Graduate
Studies and
Deputy Registrar
Prof.BarbaraDooley
UCD School
of Law
Headof School/Dean
Prof. ImeldaMaher
Vice-President for
Campus Development
Prof. Michael Monaghan
UNIVERSITY MANAGEMENT TEAM
Prof.Andrew Deeks
President
Published by Cultureand Engagement ,UCD HR, September 2019.. For updatesto thisposter visit www.ucd.ie/structureor to request ahard copy contact Mark Simpson (mark.simpson@ucd.ie)
UCD
School
of Music
Headof School
Dr CiaranCrilly
UCD School
of Languages,
Cultures and
Linguistics
Headof School
Prof.BettinaMigge
UCD School
of Irish, Celtic
Studies and
Folklore
Headof School
Prof.ReginaUíChollatáin
UCD School
of History
Headof School
Prof.Robert Gerwarth
UCD School
of English,
Drama
and Film
Headof School
Prof.John Brannigan
UCD School
of Art History
and Cultural
Policy
Headof School
Assoc.Prof Emily Mark-Fitzgerald
UCD School
of Classics
Headof School
Dr Alexander Thein
Grow ing through people
UCD School of
Architecture,
Planning and
Environmental
Policy
Headof School
Assoc. Prof. Eoin O’Neill
15694akgraphics.ie
UCD School
of Biosystems
and Food
Engineering
Headof School
Prof.Colm O’Donnell
UCD School of
Chemical and
Bioprocess
Engineering
Headof School
Prof. EoinCasey
36.
37.
38.
39.
40. Student Experience Mapping
By developing a shared understanding of our
student's perspective of UCD we will develop a
common, unifying, agenda to improve what
matters most to our students
• How can we develop empathy with our
students?
• A broad understanding of their overall UCD
experience
• What is most important to UCD students?
• How do they navigate the University?
• How do they feel?
• How can we use this to drive a common
agenda?
41. 1. Agree audience (who are we talking about?) 2. Recruit an indicative sample 3. Use an unstructured workshop approach
4 Identify common themes5. Agree actions/ recommendations6. Keep insights alive
42. ‘Seeing through the eyes of our students’
Live and learn as one Focus most on the
‘here and now’
Self-navigate the UCD
landscape, as and
when needs arise
Needs are highest
when capacity to
navigate UCD is least
developed
43. Students are proud of their UCD connections
Students live and learn as one
Students self-navigate the UCD
landscape, as and when needs arise
Students live and learn in UCD,
outside 9-5
Students believe that, in the main,
the University environment
enhances their experience
Students want to be self sufficient
within the UCD environment
Transport and accommodation
issues have an impact
The cumulative cost of being a UCD
student has an impact
Students trust in the expertise of
UCD faculty
Students appreciate the
opportunities they have as UCD
students
Students perceive a variation in
their learning experiences
Students focus most on the ‘here
and now’
Students appreciate UCD’s
comprehensive offering of services
and supports and the UCD staff
they encounter
Students needs are highest when
their capacity to navigate UCD is
least developed
Students are overwhelmed by the
amount of information they receive
Students prefer to receive
information through word of mouth
Students turn to their ‘trusted
person’ for guidance and support
44. A common agenda – focused on by students
Better enable students to shape their UCD
environment to their needs
‘Shaping
living and
learning’
Improve our ability to connect students to the
information and supports they need when they
look for it
‘Findability’
Make it easier to be a ‘trusted person’ and
thereby improve our ability to connect
students to the information and supports they
need
‘Trusted
Person’
Analyse where variation in the learning
experience is valuable and where
inconsistencies must be avoided to ensure a
minimum standard for our students’
experience of UCD
‘Variation’
45. Some reflections from the UCD community
• We knew this already – why has it taken this project for us to act?
• It is a helpful framework for discussion about the student experience,
shaping what we do, and sharing our innovations
• Common language
• Shared understanding
• Being focused by the students rather than the organisation results in
the need to ask difficult questions - but this is a good thing
• We should do this for Staff…. Academics…. Management….
46. Thank you!
For more information…
Web:
http://www.ucd.ie/agile/agilesd
oing/mappingourstudentsexperi
ence/
Email:
Olga.Murdoch@ucd.ie
Acknowledgements
Project Sponsor:
• Prof Jason Last, Dean of Students
Project Team:
• Aisling O'Grady, Head of Student Advisers
• Emma Caron, Communications Officer, Registry
• Irene Rose, Programme Manager, School of
Agriculture and Food Science
• Kieran Moloney, Student Advisor
• Lynn Foster, Student Engagement Manager
• Mags D'Arcy, Communications, Student Services
• Peter Hickey, Head of Client Services, UCD
Library
48. www.slido.com
#UCDWST20FEB
Smart Cards
‘The Smart Card idea was born to showcase all the good ideas across
UCD, to encourage people to experiment and to demonstrate the
success in a simple way.
It is not about whether you invented something new, it is about
recognising that what you (or your team) did to make things better for
you, your colleagues, your unit or other staff, faculty and students that
you interact with.’
49. SMART
CARD
Full Name: Amy Fox
Email: amy.fox@ucd.ie
Unit/School: UCD Careers Network
Challenge Is there a way of reaching students, who currently don’t attend Careers
workshops on campus? How can we reach more students? Can we use
technology?
Idea Approx. 70% of 18-29-year olds are using Instagram for an average of 1
hour per day but some even checking the app on an hourly basis. Let’s
use the UCD Careers Network Instagram account and use the ‘Live’
streaming feature to talk to students about Careers topics and for Q&A’s.
Making it
happen
We promoted two ‘Instagram Live’ times, to chat about CV’s and
Preparing for Interviews. To ‘go live’ all we needed was to open the app
on our phone and start recording our ‘live story’ and any of our followers
could watch us ‘live’ and ask us questions as we went along. Like a
webinar but using Instagram which students already have on their
phones.
Benefit Over our 2 sessions so far, around 300 followers have watched our
videos, and we got some great questions. We plan to continue using
Instagram Live, once a week during term, to discuss current Careers
topics and answer queries.
Instagram Live – the modern webinar
50. SMART
CARD
Full Name: Kaisu Healy
Email: kaisu.healy@ucd.ie
Unit/School: Assessment, Registry
Challenge Collate feedback and requests from Schools for the end of
trimester exam timetable
Idea Use Google sheets to streamline and simplify the sending and
recording of timetabling requests
Making it
happen
Each School had a Google sheet shared with them where exams
times and dates requests were recorded against modules in the
timetable by a deadline. These sheets were then locked, and the
requests were processed one by one onto students SISweb
Benefit Resulted in a significant reduction in emails, fewer errors and
less time spent organising and processing communications
received from Schools
Collection and processing of
exam timetable requests
51. SMART
CARD
Student Email Content
Personalised Content
Personalised Content
Personalised Content
Signposted Trusted Person
Trusted Person Details
Other Support Links
Other Support Links
- reflects institutional learning
Name: John Wyatt
Email: john.wyatt@ucd.ie
School of Veterinary Medicine
Challenge Key project goal is enabling proactive student interventions by
identifying early student disengagement.
Idea Signpost student support services, integrating existing UCD
learning in area to improve efficacy of activity.
Making it
happen
Linked with colleagues across UCD. SEMP found students use
support on evolving needs basis & prefer liaising with specific
Trusted Persons.
Benefit Team modified signposting to reflect SEMP findings with
Trusted Persons highlighted first. Other listed support evolves
during year to reflect needs.
Improving Signposting of Student Support
Services in UCD LEAP Project
52. SMART
CARD
Full Name: Arts & Humanities College Office
Email: bastaff@ucd.ie
Unit/School: UCD College of Arts and Humanities
Challenge Student supports at Programme level were not informed by
what was happening at modular level in
Schools. Programme Managers were meeting with students
without the School/modular input i.e.
why the student failed. It was also difficult for Schools to have a
programme level view of how a
student was performing.
Idea To create a system to allow Schools to submit comments on
failed modules quickly and easily.
Making it
happen
Reports were created that allowed us to identify students who
had failed modules and provided details on how many modules
they failed. Students who fail 3 or 4 modules are highlighted
and reports are sent to Schools as Google Sheets. (3 or 4 fails
are highlighted as these are the students who meet
programme managers). Schools enter comments on why
students failed. This informs the meetings the programme
managers hold with students.
Benefit We can now discuss the reasons behind the failing grades with
students. Meetings are far more beneficial for both students
and staff as a result.
BA Student Support Process
53. SMART
CARD
Full Name: Gregori Meakin
Email: gregori.meakin@ucd.ie
Unit/School: Arts & Humanites Desk
Challenge To be able to analyse and interpret student records quickly and
precisely.
Idea Process exported data from UView to and use Conditional
Formatting, Search & Replace, Sorting and Filtering to present
data in Excel and to remove unnecessary information at the
click of a button!
Making it
happen
Using Excel, with some design and discovery, to create the tools
to get the data into Excel and process it. ‘One click’ after pasting
runs a series of mostly ‘keystroke’ macros to complete a
transformation of data!
Benefit with ‘cleaned’ data reflected across different sheets an analysis
of each students’ record is much more accurate and
informative. It can show record by year, stage & term, subject
and filtered by fails, passes, or registered.
Manipulating UView Data in an Excel
Worksheet for Analysis of Student Records
54. www.slido.com
#UCDWST20FEB
Share Your Smart Card
Smart Card Gallery is available at Work Smarter Together (WST) website
http://worksmartertogether.ucd.ie/ucd-smart-cards-gallery/
To share your Smart Card download the one-page template from WST
website http://worksmartertogether.ucd.ie/smart-card/
Simply fill it out and email it to agile@ucd.ie
It is that easy!
60. 1. Establish a University Wide Understanding of
Public Engagement through Education Training
and Recognition
#UCDPE
@UCDPublicEngage
61. • July 2019 – Prof. Richard Holliman, Professor of Engaged Research, Open
University:
• Workshop - Developing strategies for engagement:
• exploring co-ordination, capacity building, creativity, communication &
capture .
• Sept 2019 – Training with Graphic Science:
• Planning your Public Engagement Logic Model
• Successful grant writing for public engagement
• Evaluation to Impact
What we have Done:
• April 7th 2020: Media Training
• Survey to capture further training needs to be launched in February 2020
What We are Planning:
68. UCD Public Engagement records per College in
2019
Arts and
Humanities
50%
Social Sciences
and Law
17%
Health and
Agricultural
Sciences
10%
Science
8%
Engineering and
Architecture
7%
Business
5%
Others
3%
69. 3. Develop a Web Portal and Resources for
Public Engagement Activities Across the
University
#UCDPE
@UCDPublicEngage
75. 5. Establish an Expanded Public Engagement
Working Group to Ensure the Provision and
Development of Such Proposals
#UCDPE
@UCDPublicEngage
76. Expanded Public Engagement Working Group
Éidín
Ní Shé
Aoibhinn
Ní Shúilleabháin
Fergus
McAuliffe
Alex
Boyd
Thilo
Kroll
Liam
Gallagher
77. Expanded Public Engagement Working Group
Éidín
Ní Shé
Aoibhinn
Ní Shúilleabháin
Fergus
McAuliffe
Alex
Boyd
Thilo
Kroll
Liam
Gallagher
Kelly
Fitzgerald
Shane
Bergin
Sylvia
Leatham
Kate
Frazer
Liam Cleere
78. Up-coming events:
#UCDPE
@UCDPublicEngage
How to talk to media about your research
April 7th
11am – 2pm
Dr Claire O’Connell
School of Biomolecular &
Biomedical Science
Dr Aoibhinn Ní Shúilleabháin
School of Mathematics &
Statistics
80. Why organise a CoP?
• Encourage exchange of knowledge/experience across campus
• Create a forum to exchange ideas between all users:
Technical Staff – Research (Post-grad/Post-doc) – Academic
• Encourage collaborations between schools/collages
• Create space for joint learning through seminars, etc.
82. CoP – Mass Spectrometry
• Launched with the intention of promoting networking between
diverse Mass Spectrometry labs in UCD
• Attended by ~ 30 staff, researchers and faculty
• Several equipment manufacturers & suppliers were in attendance
incl. Agilent, Apex Scientific, PerkinElmer & Thermo Fisher
83. CoP – Mass Spectrometry
• Promotes
• Mutual awareness of equipment and expertise
• Discussion of general MS matters
• Efficiencies in accessing and sharing training opportunities
• Continual improvement through peer interaction
84. CoP – Mass Spectrometry
• Aspirations
• To work with external and national organisations (e.g. IMSS)
• To promote workshops and vendor-led training opportunities
• To promote workshops on lab management pertaining to MS (e.g. Booking
and Scheduling, Financial management)
• To promote standard use of methods and techniques within UCD consistent
with best practice in the field of Mass Spectrometry
85. CoP - Chromatography
• Launched in July 2019 with 2 hour event
• Presentation on “Tips & Tricks for LC Method Development” by Dr.
Sabine Harrison
• Attended by ~ 15 staff, researchers and faculty
86. CoP - Chromatography
• Try to meet 3 – 4 times a year
• Enable exchange of ideas between all levels of users, from novice to
seasoned chromtographer
• Aim to have professional training opportunities from equipment
suppliers
87. CoP - Chromatography
• Dedicated Yammer page: https://bit.ly/2uIeU7F
• Message board to share interesting articles
• Quick way to find assistance in times of need
• Dedicated page on UCD Agile’s Work Smarter Together website:
http://worksmartertogether.ucd.ie/chromatography-and-mass-
spectrometry-communities-of-practice/
88. UCD PROJECT MANAGERS
COMMUNITIES OF PRACTICE
Brídín Walsh
Head of IT Programme & Risk Management, UCD
bridin.walsh@ucd.ie
Work Smarter Together, February 2020
89. Purpose
an informal network of UCD project
managers, share knowledge & experience
Project Managers CoP – The Story so Far
Communication
Google+ - collaboration tool, group noticeboard
CoP meetings every 2 months – meet PM
colleagues, presentations, group discussions
Presentations on PM experiences, tools, training
& qualifications, and other spotlights such as
GDPR, IT PMO
PM CoP Launched October 2019
Contact
Iseult Ó’ Síocháin in Registry
Marian O’ Connor in Student Advisors
Brídín Walsh in IT Services
People
3 founder members, currently 43 members
20 Schools & Units, academics & professionals
92. www.slido.com
#UCDWST20FEB
THANK YOU
for joining us at the Work Smarter
Together October Event -UCD Agile team
Please feel free to contact UCD Agile if you would like to discuss any training or
support options at agile@ucd.ie
