Kody Everson Joins Research and Projects Workstream

As our Research and Projects Workstream enters its build phase, Kody Everson has joined the team to work on the build of the solution. He joins Cara Breingan the CiA Solution Architect who has been supporting the Workstream for some time now.

Australian native Kody is enjoying working in Scotland and he’s endeavouring to experience all the facets of our culture.

“The air quality up here is much better than in London, although the weather is not amazing. I’ve been seeing a bit of Dundee and am looking forward to visiting the Edinburgh Festival Fringe this weekend.”

He’s also tried traditional Scottish cuisine.

“Last night we tried a deep fried Mars Bar and Irn Bru ice cream. That was an experience!”

Top Five Tips on Expenses

As you will be aware, the way that we process our Finance and Procurement is changing.  Part of this change will involve submitting claims for expenses, which will be done online.  Here are some of the questions that we are frequently asked at drop in sessions on the new solution, OneUniversity.

Q: How do we deal with the expenses of volunteers and others who are external to the University?

A: For Go-Live these will continue to be processed in the same way as they are done at the moment i.e. fill in an external claim form which will be authorised and passed to Accounts Payable, we will continue to pay these as sundry payments.

Q: How will we deal with claims for expenses under £50?

A: This applies to staff only claims and this amount is still to be confirmed.   These claims will automatically be processed for payment unless a restricted item has been purchased. The staff member will be required to confirm that they have read and understood the reimbursement policy. There will be regular checks as part of the audit process.

Q: What do I do with my receipts?

A: OneUniversity requires valid line detail receipts to be attached, this can easily be carried out using a scanned image or a photo capture by smartphone. The original paper copy is not required to be kept but you may choose to keep them in the event of a query.

Q: What is the policy on alcohol?

A: • When a claim is submitted, the staff member has to confirm they have read and understood the reimbursement policy.  This includes a clear stance on alcohol. If you submit, process or approve expenses claims, you must ensure you are familiar with this.

Q: How will I claim mileage?

A: OneUniversity will have the mileage rate automatically applied.  Staff will be required to confirm to and from locations (preferably confirming post codes). Any claims over £50 will be checked by the relevant approver, with under £50 handled through the pre-approved expenses process.

For further information please contact the team on business-transformation@dundee.ac.uk

Student Administration set to be Transformed

OneUniversity Solution

The University of Dundee is aiming to transform the way that it works. In order to provide efficient and effective student management processes, it has signed an agreement with TechnologyOne who will provide a cloud based business solution called OneUniversity.

This contemporary, Web enabled, Software as a Service (SaaS) solution embraces mobile technology and will be available anytime, anywhere and on any device.

It will bring our Finance, Purchase to Pay, HR, Payroll/Pensions, Research and Student lifecycle activities into a single, integrated administrative solution with embedded, real time, reporting and analytics capability.
The current student records system (SITS) is based primarily round registry and admission.  A great deal of student administration takes place outwith this system and this means that data may need to be input multiple times and information held in local databases and spreadsheets.

The benefits of the new solution

The new solution aims to bring the entire relationship that a student has with the University, from prospect enquiry to offer, matriculation to graduation and alumni, into one place. As this will be part of the OneUniversity integrated solution, the student and curriculum management information will be input once and accessed by those who need it.  This will enhance the effectiveness of our business processes and ways of working, improve the student and staff experience and achieve our aim of having a single source of accurate student information.

Academic Activities

The new Student Management solution will provide greater support for a range of academic activities including a programme and module catalogue, programme and module approval system, attendance and engagement monitoring facility, and support for student placements, assessment, results, progression, retention, grades and classification. Those members of staff who currently use SITS or one of the bespoke services will notice the increased functionality.

Dr Jim McGeorge is the Programme Sponsor for the University of Dundee.
“We are delighted to be moving ahead with an effective, integrated product that will enhance the experience for the staff and students whilst streamlining our administration processes.”

Our students will have access to information about their course and their academic progress be through their mobile phones, laptops or tablets, no matter where they are and what time of day or night.  This will enhance their engagement with the University and their studies and further contribute to our reputation for delivering an outstanding student experience.

Frequently Asked Questions – Purchase Orders and Invoices


When we are speaking to staff, we are often asked about common subjects.  Here are some of the questions that we are asked frequently about purchase orders and invoices.

Invoices without POs

There will be a list of exceptions to the No PO No Pay rule, this list will be a combination of specific suppliers and good/services which we would find acceptable not to require a PO. There will also be a process issued to deal with these.

Warnings regarding reaching the ends of budgets

There are not any warnings regarding budget availability within the solution, however the BI Dashboard (Business Intelligence) can be set up to allow a live look at any budgets so they can be appropriately managed.

Raising Internal Invoices

We are currently establishing the process which will allow for internal trade to take place within the system, and to allow for the internal charge requests to be raised in conjunction with other tools.

University Purchase Orders for NHS

The current situation will not change in the immediate future. Procurement are liaising with our NHS colleagues regarding this.

We hope these will prove helpful.

We will be collating frequently asked questions on the other workstreams as they become apparent.
If you wish any further information please contact us on business-transformation@dundee.ac.uk.


What Is a Change Champion?

What is a Change Champion?

You’ve probably heard about Change Champions, and you should know the change champion in your functional area.

But what do they actually do?

Change Champions are an essential part of any Change Programme.  They are key people within each School or Directorate who act as a liaison between the Programme Team and their own teams.   By communicating the aims, objectives and outputs to the end users in their business units/Directorate or School area, they are able to both raise awareness of the Programme and feedback the impact of the change to those who are responsible for managing it.
Change Champions are positive about the change, they believe in the need for change and have the confidence to talk to their peers about change.
But that isn’t all.

Working with Their Teams

They work with their teams to ensure they are informed and prepared for the change.
You may see your Change Champion giving a short presentation at a team meeting, holding an information session or helping the Business Transformation team. They will be a useful source of knowledge about the Change Programme and will distribute information regarding this.
Change Champions are integral to the success of any Change Programme and are immensely helpful to their teams.

If you are interested in learning more about Change Champions please contact business-transformation@dundee.ac.uk.

Medical School Drop In Session

Medical School Drop In Session

The team visited the Medical School at Ninewells recently, to talk to staff about the OneUniversity solution for Finance and Procurement and Research and Projects.

To help explain the changes, the team have a number of charts that they can take users through, there is a presentation and short videos are available to explain specific parts of the process, in addition to key members of the Project Team on hand to answer more complex questions.
The topics that proved of most interest were how to ensure that all costs involved in a research project are put against a project budget, how online expenses will work and details of the new online expenses system.

Help From The Change Champions

Angela Hamilton, Change Manager:
“The Change Champions did a great job in ensuring that people knew we were coming along and encouraging them to take a look at the OneUniversity solution.
“It is important that people are prepared for the changes, and having as much information as possible is helpful in this.”

Glossary of terms

Here are a few terms that you will see us using frequently when you hear us talking about key activities in Business Transformation. You will find more in the shared folder on box here.

Benefits Realisation The practice of ensuring that benefits are derived from outputs and outcomes
Change Champion This role is a ‘people’ role rather than a ‘systems’ one. Change champions will help communicate the aims, objectives and outputs of the Programme to end users within their own functional area
Data Cleanse Looking at a set of data and remove/editing/archiving old or irrelevant data
Data Migration Moving large amounts of data from one IT system to another
Output The tangible or intangible product typically delivered by a project
Risk The potential of an action or event to impact on the achievement of objectives
Solution Design Document In the preliminary stages, the SDD will scope the parameters of the project, in later stages it will detail how the various processes will fit together.
Stakeholder An individual, group, or organisation, who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a change initiative
Stakeholder Management The systematic identification, analysis, planning and implementation of actions designed to engage with stakeholders
Target Operating Model (TOM) This defines the way we should work once the new ways of working are implemented. It provides a benchmark to make sure we’re doing the right things. 
TechnologyOne This is the software provider that is building our cloud based integrated software system
OneUniversity This is the name given to the solution that we are adopting



What Is a Change Ambassador?

What is a Change Ambassador?

Change Ambassadors are senior members of the University who are committed to visibly supporting the Programme and cascading change programme information to their teams. They work closely with the Change Champions.  They are usually School Managers, Deans, Associate Deans, Directors and Senior Directorate Managers.

The Change Ambassador needs to be aware of how business transformation is linked to the successful delivery of the University’s strategic priorities and objectives as identified in the Strategy to 2022.

Change Ambassador’s Role

The Change Ambassador’s role is to provide advice and guidance to the programme team, with their understanding of University policies and procedures. They may also assist with assessments of the impact of the change upon their staff and any whether adjustment to the proposed new solution or training is required as a result.  Additionally they ensure that the relevant information is cascaded to all staff in their school or directorate. Ambassadors are critical to the success of the Programme.
They are also in a position to support the programme by ensuring that their staff are released to undertake Programme duties such as training.
Ambassadors are given information about the progress of the Change Programme so they can communicate it through their management structure or at team meetings.  They also support the Change Champions, ensuring they are able to fulfil their Change Management duties.
The Programme Team provide the Ambassadors with monthly communications briefings that highlight programme activity and provide assistance on help them manage change in their School/Directorate.
If you wish to know more about the Change Ambassador Programme, please contact business-transformation@dundee.ac.uk.


Five Facts About the Programme

As we get closer to implementation we thought we’d share some of the things that are going to change as a result of Business Transformation and the implementation of the OneUniversity solution.

Top 5 things you need to know

  1. The programme is designed to make our administrative tasks easier
  2. Its about empowerment and secure, role based access to information where and when you need it
  3. We’ll deliver the solution from Day One, but adoption of the new ways of working will take time
  4. The solution will evolve over the coming years, with the additional functionality delivered through regular software upgrades
  5. The move to being able to use any device from any location, at any time is going to make a fundamental difference to our working lives

Top 3 Changes

  1. We’ll use less paper, and move to a system of online approvals, rather than paper based authorisations
  2. Our core information will be held centrally and not in local spreadsheets or databases
  3. The introduction of self-service functionality will empower staff to take control of their own information.

For more information on the Change Programme contact business-transformation@dundee.ac.uk.

Glossary of Terms

Acceptance criteria The requirements and essential conditions that have to be achieved before a deliverable is accepted.
Assumption An event or circumstance expected to happen during the project lifecycle based on previous experience or high level historical data. Project assumptions are potential risks as they may not be true. Assumption analysis is therefore one of the techniques used in risk identification.
Benefit The quantifiable and measurable improvement following from the completion of deliverables and resultant business change that is perceived as positive by a stakeholder. It will normally have a tangible value that will justify the investment.
Benefits management The identification, definition, planning, tracking and realisation of business benefits.
Benefits realisation The practice of ensuring that benefits are derived from outputs and outcomes.
Board A body that provides sponsorship to a project, programme or portfolio. The board will represent financial, provider and user interests.
Bottleneck Any resource or process whose capacity is less than or equal to the demand placed on it, thus constraining the flow of work or information through the process
Bottom-up estimating An estimating technique that uses detailed specifications to estimate time and cost for each product or activity.
Business analysis A research discipline of identifying business needs and determining solutions to business problems. Solutions often include software-systems, improved processes, organisational change or policy development.
Business-as-usual  An organisation’s normal day-to-day operations.
Capability The completed set of project outputs required to deliver an outcome; this exists prior to transition. It is a service, function or operation that enables the organisation to exploit opportunities.
Centre of expertise (COE) A coordinating function ensuring change is delivered consistently and well, through standard processes and competent staff. It may provide standards, consistency of methods and processes, knowledge management, assurance and training. It may also provide strategic oversight, scrutiny and challenge across an organisation’s portfolio of programmes and projects. This function provides a focal point for driving the implementation of improvements to increase the organisation’s capability and capacity in programme and project delivery.
Change Champion This role is a ‘people’ role rather than a ‘systems’ one.  Change champions will help communicate the aims, objectives and outputs of the Programme to end users within their own functional area
Change control The process through which all requests to change the baseline scope, schedule and budget of a project, programme or portfolio are captured, evaluated and then approved, rejected or deferred.
Change request A request to obtain formal approval for changes to the scope of work.
Communication The means by which information or instructions are exchanged. Successful communication occurs when the received meaning is the same as the transmitted meaning.
Comparative estimating An estimating technique based on the comparison with, and factoring from, the cost of similar, previous work.
Complexity Complexity relates to the degree of interaction of all the elements that comprise P3 management and is dependent on such factors as the level of risk, range of stakeholders and degree of innovation.
Data Cleanse Looking at a set of data and remove/editing/archiving old ir irrelevant data
Data Migration Moving large amounts of data from one IT system to another
Deliverable A product, set of products or package of work that will be delivered to, and formally accepted by, a stakeholder.
Disbenefit A consequence of change perceived as negative by one or more stakeholders.
Escalation The process by which issues are drawn to the attention of a higher level of management.
Estimating The use of a range of tools and techniques to produce estimates.
Gate The point between stages where a go/no go decision can be made about the remainder of the work.
Governance The set of policies, regulations, functions, processes, procedures and responsibilities that define the establishment, management and control of projects, programmes or portfolios.
Issue A formal issue occurs when the tolerances of delegated work are predicted to be exceeded or have been exceeded. This triggers the escalation of the issue from one level of management to the next in order to seek a solution.
Issue register A document listing and describing identified issues.
Lessons learned Documented experiences that can be used to improve the future management of projects, programmes and portfolios.
Objectives Predetermined results towards which effort is directed. Objectives may be defined in terms of outputs, outcomes and/or benefits.
Outcome The changed circumstances or behaviour that results from the use of a capability. Outcomes are desired when a change is conceived. Outcomes are achieved as a result of the activities undertaken to affect the change.
Output The tangible or intangible product typically delivered by a project.
People, organisation, processes, information and technology (POPIT) model The POPIT model provides a holistic framework for considering the different aspects of a business system when analysing opportunities for improvement. For each aspect area, some examples of things to be considered during the analysis are:
People – roles and job descriptions, skills and competencies, staff development, motivation, culture
Organisation – management style, business values, strategy, structure
Processes – value streams, core processes, procedures
Information – data, content, policies
Technology – software, hardware, applications, equipment, accommodation
Planning Determines what is to be delivered, how much it will cost, when it will be delivered, how it will be delivered and who will carry it out.
Portfolio The totality of an organisation’s investment (or segment thereof) in the changes required to achieve is strategic objectives.
Portfolios can be managed at an organisational or functional level and address three questions:
Are these the projects and programmes needed to deliver the strategic objectives, subject to risk, resource constraints and affordability?
Is the organisation delivering them effectively and efficiently?
Are the full potential benefits from the organisation’s investment being realised?
Portfolio management A coordinated collection of strategic processes and decisions that together enable the most effective balance of organisational change and business as usual.
Portfolio, programme and project management (PPM) PPM is the accepted term that covers portfolio as well as programme and project management.
Portfolio, programme, and project offices (P3O) The decision-enabling and support business model for all business change within an organisation. This will include single or multiple physical or virtual structures i.e. offices (permanent or temporary), providing a mix of centralised and localised functions and services, and integration with governance arrangement and the wider business such as corporate support functions.
Product A tangible or intangible component of a project’s output. Synonymous with deliverable.
Programme A temporary flexible organisation or structure created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation’s strategic objectives. A programme is likely to have a life that spans several years.
Programme management The coordinated organisation, direction and implementation of a dossier of projects and transformation activities (i.e. the programme) to achieve outcomes and realise benefits of strategic importance.
Project A temporary organisation that is created for the purpose of delivering one or more business products according to an agreed business case.
Project management The planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks.
RAG reporting Red, amber, green reporting is used to indicate how well an initiative is progressing. It is often linked to tolerances set around critical success criteria to ensure more than just a subjective assessment of the initiative status is taking place.
Reports 1. The presentation of information in an appropriate format (e.g. management report).
2. A written record or summary, a detailed account or statement, or a verbal account.
Requirements management The process of capturing, assessing and justifying stakeholders’ wants and needs.
Resource management The acquisition and deployment of the internal and external resources required to deliver the project, programme or portfolio.
Resource scheduling A collection of techniques used to calculate the resources required to deliver the work and when they will be required.
RAID A RAID log is an effective tool to keep control of the project. It contains Risks, Assumptions, Issues and Dependencies.
Risks Events that will have an adverse impact on your project if they occur. Risk refers to the combined likelihood the event will occur and the impact on the project if it does occur. If the likelihood of the event happening and impact to the project are both high, you identify the event as a risk. The log includes descriptions of each risk, full analysis and a plan to mitigate them.
Assumptions Any factors that you are assuming to be in place that will contribute to the successful result of your project. The log includes details of the assumption, the reason it is assumed, and the action needed to confirm whether the assumption is valid.
Issues Something that is going wrong on your project and needs managing. Failure to manage issues may result in a poor delivery or even complete failure. The log includes descriptions of each issue, its impact, its seriousness and actions needed to contain and remove it.
Dependencies Any event or work that are either dependent on the result of your project, or on which your project will be dependent. The log captures whom you are dependent on, what they should deliver and when. It may also include who is dependent on you.
Risk management A process that allows individual risk events and overall risk to be understood and managed proactively, optimising success by minimising threats and maximising opportunities.
Risk register A document listing identified risk events and their corresponding planned responses.
Stage The major subdivision of the gated business change life cycle.
Stakeholder An individual, group, or organisation, who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a change initiative.
Stakeholder management The systematic identification, analysis, planning and implementation of actions designed to engage with stakeholders.
TechnologyOne This is the company that is providing the solution software
Timebox The production of project deliverables in circumstances where time and resources, including funding, are fixed and the requirements are prioritised and vary depending on what can be achieved within the timebox.
Target Operating Model (TOM) This defines the way we should work once the new ways of working are implemented. It provides a benchmark to make sure we’re doing the right things.
Tolerance A permissible variation in performance parameters often set in terms of time, cost, scope, quality, risk and benefits.
Workflow The series of activities that are necessary to complete a task.