Academic Affairs Department of Environmental Science and Management Online Minor in Sustainability

Transcription

1 Academic Affairs Department of Environmental Science and Management Online Minor in Sustainability Management Plan P a g e 1

2 Contents Management Plan Purpose Scope Deliverables Governance Roles and Responsibilities Staffing Plan Decision Making and Change Process Management Deliverables Monitoring and Control Communications Plan Assumptions P a g e 2

3 Purpose This project will improve flexibility for new students as well as existing PSU students. The project will continue to build upon practices established in the Environmental Science Management (ESM) Provost s Challenge project. The goals of the project include: Scope i. Develop a minor in sustainability in a set sequence that is optimal for scaffolding the learning outcomes; AND ii. Embed student outcomes within all courses are better prepared for internship opportunities. The Environmental Science and Management Department will design four (4) courses in the online modality for the Online Minor in Sustainability. Course design and development for the will receive support from OAI. The courses developed in this project will incorporate a design framework to support use of the credit for prior learning model, the Progress and Confidence Exercise ( PACE) matrix, and sequential development; in addition, the courses will map to the learning outcomes developed by the National Association for Colleges and Employers (NACE). Deliverables Key project deliverables include (as agreed by Leads and Vice Provost): i. OAI will support faculty in CLAS with design and development of four (4) courses offered in the program: convert three (3) courses from face-to-face to online and design one (1) new online course. ESM 222 Applied Environmental Studies: Policy Considerations ESM 356 Understanding Environmental Sustainability II ESM 357/MGMT 357 Business Solutions to Environmental Problems ESM 404 Cooperative Education Internship ii. iii. Formalize opportunities to incorporate a credit for prior learning processes that can be assessed into the program. OAI will co-develop and host a workshop for faculty members involved in this project as well as the Provost s Challenge project to discuss lessons learned and identify best practices to incorporate into the design framework for a full degree program. P a g e 3

4 Governance Roles and Responsibilities Role/Assigned Parties Vice Provost for Academic Innovation and Student Success Sukhwant Jhaj List of Responsibilities Ultimate authority and responsibility for the project budget, timeline and scope Provide high level leadership for the entirety of the project including ensuring that project is in line with Office of Academic Affairs needs/goals Ensure resolution of conflicts or issues raised by the Sponsor(s), Lead, Manager, and/or rethink PSU Implementation Team Participate in decision making per the RAPID framework (below) Responsible for executive-level communication of the project Assure availability of essential project P a g e 4

5 resources Sponsors John Rueter, Department Chair and Professor, Environmental Science and Management, CLAS Johannes De Gruyter, Executive Director, Office of Academic Innovation Lead John Rueter, Department Chair and Professor, Environmental Science and Management, CLAS Manager Samad Hinton, Associate Director of Course and Program Design, OAI Participate on the Steering Committee Participate in decision making per the RAPID framework (below) Responsible for executive-level communication of the project as applicable Responsible to ensure that project is in line with Office of Academic Innovation, Departmental, and/or Unit needs/goals Assure availability of essential project resources within Office of Academic Innovation and the specific Department Provide day-to-day leadership of the project and project team Participate on the Steering Committee Participate in decision making per the RAPID framework (below) Serve as central point of communication for the project, including serving as liaison to faculty Work with Manager and fiscal staff to manage the project s budget, helping to align project expenditures to achieve project outcomes Co-manage key project documentation with Manager Ensure project objectives are being met, in collaboration with the Steering Committee, Sponsors and/or Manager Mitigate issues & risks Support and execute project communications plan as defined Manage overall scope and schedule of the project Participate in decision making per the RAPID framework (below), including administering change requests Work with Lead and fiscal staff to manage the project s budget, helping to align project expenditures to achieve project P a g e 5

6 outcomes Own project management plan, workplan, processes, and project documentation, including owning the application of the Management Framework Make sure there are clear communication paths between all identified project roles Coordinate work of Assistant and/or Coordinator Own and manage/co-manage key project documentation Work closely with Leadership to ensure project objectives are being met Coordinate project communications Mitigate issues and risks Assistant and/or Coordinator Brandi Bergkvist, Coordinator, OAA Team Joe Maser, Assistant Professor, Environmental Sciences and Management, CLAS Arick Rouhe, Adjunct Professor, Environmental Sciences and Management, CLAS Darrell Brown, Professor, School of Business Administration Sydney Gonsalves, Teaching Assistant, Environmental Support project documentation, including project management plan, workplan, status reports, project log, and other project documentation Provide meeting support, including scheduling and documentation Coordinate the logistics of signatures and approvals for wage letters, contracts, and other documentation used to engage PSU faculty and staff and external contractors in projects, through close collaboration with fiscal staff, Manager, Lead and Team Support execution of the project communications plan as defined Carry out and responsible for daily project tasks Create/contribute to project deliverables as applicable Support requirements gathering process for business and systems requirements as applicable Contribute to creation and documentation of policies and procedures Serve as first line of defense in issue and risk P a g e 6

7 Sciences and Management, CLAS Marie Lewandowski, Instructional Designer, OAI Izabella Warner, Course Builder, OAI Toai Nguyen, Course Builder, OAI Kale Brewer, Instructional Multimedia Developer, OAI Vicki Wise, Associate Director of Teaching, Learning, and Assessment, OAI Elizabeth Beth Pickard, Subject Librarian, LIbrary Lisa Hatfield, Director of Learning Center, OAA rethink PSU Implementation Team Hans VanDerSchaaf, Senior Manager, Office of Academic Affairs Johannes De Gruyter, Director of Pedagogy & Platform, Office of Academic Innovation Randi Harris, Special Assistant to the Vice Provost for Academic Innovation and Student Success, Office of Academic Affairs Janelle Voegele, Director, Teaching, Learning and Assessment, Office of Academic Innovation Samad Hinton, Associate Director of Course and Program Design, Office of Academic Innovation Reagan Vincennes, Manager, Office of Academic Affairs Sarah Traxler, Manager, Office of Academic Affairs Molly Griffith, Instructional Designer, Office of Academic Innovation mitigation Serve as liaisons and project champions to all project stakeholders Participate in solutions scoring and selection process Make final solution recommendation to the Steering Committee Supports the Vice Provost For Academic Innovation and Student Success with the implementation of rethink PSU projects Participate in decision making per the RAPID framework (below) Act as a collection of champions for rethink PSU Provide support for executive-level communications Support resolution of issues P a g e 7

8 Fiscal staff Thuy Vu, Fiscal Officer, OAA Ensure that project expenditures are in line with University policies Document project expenditures Work with Lead and Manager to manage the project s budget, helping to align project expenditures to achieve project outcomes Provide monthly, and as requested, expenditure reports for projects Write wage letters, contracts, and other documentation for engaging PSU faculty and staff and external contractors in projects Make purchases on behalf of projects Participate in decision making per the RAPID framework (below) Staffing Plan It might be helpful in this section to articulate an approximate percentage of time that key project participants will engage in the project. Name Role Percent Allocation to (FTE) Lead 25% Team member 20% Manager 10% Decision Making and Change Process Decision making for projects will use the RAPID framework, developed by Bain & Company ( and as articulated in the table below. The RAPID acronym represents: Recommend (R) - Making a proposal on a key decision, gathering input, and providing data and analysis to make a sensible choice in a timely fashion. Consulting with input providers - hearing and incorporating their views, and winning their buy-in. Agree (A) - Negotiating a modified proposal with the recommender if they have concerns about the original proposal. Escalating unresolved issues to the decider if the A and R cannot resolve differences. In certain projects, the A might exercise veto power over the recommendation. P a g e 8

9 Perform (P) - Executing a decision once it is made. Seeing that the decision is implemented properly and effectively. Input (I) - Providing relevant facts to the recommender that shed light on the proposal s feasibility and practical implications. Decide (D) - Serving as the single point of accountability. Bringing the decision to closure by resolving any impasse in the decision-making process. Committing the organization to implementing the decision. The project change process will follow the RAPID framework as outlined below, including using Change Request Forms where indicated. As indicated by the P below, Managers will be responsible for managing and documenting the change process. RAPID decision making for rethink PSU curricular and Provost s Challenge project decisions Sponsors Lead Manager Fiscal Staff rethink Impleme ntation Team Vice Provost Change Request Form Required Executive Director, OAI Sr. Manager Other team members Budget Changes of $5,001 or more to proposed use of funds that would move funding to another budget category (such as Personnel, Materials & Supplies, etc.) Allocating $5,001 or more of rethink contingency funds Changes of $5,000 or less to proposed use of funds that would move funding to another budget category (such as Personnel, Materials & Supplies, etc.) Allocating $5,000 or less of rethink contingency funds Any changes related to reallocation of funds within established budget categories A R/P I A A I D Yes A R/P I A A I D Yes D R/P I I No A R/P I D A A I Yes D R/P I No P a g e 9

10 Schedule Schedule changes that would increase the length of the project Schedule changes that would not increase the length of the project Changes that would impact the timing of a major project milestone Changes that would not impact the timing of a major project milestone A R/P A A I D Yes D R/P No A R/P A A I D Yes D R/P No Scope and Deliverables Changes that would significantly change a project s scope or deliverables Changes that would not significantly change a project s scope or deliverables Key Documentation Memorandum of Understanding I A R/P A A I D Yes D R/P No I A R/P A A I D No Other project documentation - Steering Committee Charter, Management Plan, Workplan, End-of- Report, Budget I A R/P I (for budg et) A A I D No Status Report A D /P I (when sensitiv e risk or issue related to OAI) I (when sensitiv e risk or issue) No Management Deliverables The project management deliverables for the project include the following: Management Plan P a g e 10

11 Log Work Breakdown Structure (WBS) Workplan Cross s Status Report Status Reports Course Production Agreements Supplemental Wage Agreements Meeting Documents Requirements for Redesigned Courses (i.e. blueprint document from OAI) Sustainability Plan End-of- Report Monitoring and Control The Online Minor in Sustainability project will utilize the following practices to support monitoring and controlling the project in an effort to continuously evaluate project health and its work toward meeting project deliverables. The practices will focus on controlling the project s scope, deliverables, schedule, risks or issues, and expenditures by using and maintaining key project documentation, including the Workplan, Log, Management Plan, and expenditures as compared to the Budget. Practices will include: Bi-weekly meetings between project lead and project manager Monthly expenditures reports Monthly project team meetings status reports, including monthly status reports and the Cross-s Status Report Monthly meetings with project lead, project manager, Associate Director of Course and Program Design, and Instructional Designer Recurring meetings between Instructional Designer and faculty course developers Communications Plan Tool Purpose Audience Owner Distributor/ Channel Frequency Status Report Provide status on project Sponsor(s) / Steering Committee/ Team Manager Manager / Monthly Meeting Docs Facilitate efficient meetings and project Meeting Attendees Manager Manager / Ideally with in 24 hours after meeting P a g e 11

12 follow-through; capture notes Actions and issues follow-up Facilitate completing actions and resolving issues All Participants Manager/P roject Lead Manager / & Phone Calls As needed Cross s Status Report A roll-up of the individual status reports designated to communicate rethink PSU Program status Sponsor(s), Academic and University Leadership, Leads, teams Sr. Manager Vice Provost for Academic Innovation and Student Success / Twice per academic term Assumptions This project has explicit support from PSU executive leadership including the ongoing guidance, support and resources needed to keep the project moving forward within the time provided. The three (3) courses and one (1) internship developed in this project will afford the PSU student community with the ability to complete a minor in sustainability in the online environment. The project participants and identified stakeholders have the time to accommodate this project in addition to their daily workload. Guidelines, practices, and resources used in the Provost s Challenge ( #67 - Ten Fully Online Courses) will be applied towards the design and development of courses within this project. The project team is highly adept at working independently after clear goals are established. General trend of curriculum development, technology and assessment are converging. Change Process A change request may be submitted by any project participant. If the change does not impact the project scope as defined by project documentation (MOU, Management Plan and any additional statements of scope), the schedule, or the budget of the project as assigned to various categories, then the change can simply be a conversation between the Lead and the Requestor. The Lead may then determine whether or not the change requires additional input P a g e 12

13 from any member of project leadership, including the Steering Committee and Sponsors. leadership ( Lead and Sponsors) may then, at their discretion, determine if a formal change request is needed. If the change being requested will have or has the potential to have an impact on the project scope, schedule or budget then the following formal change process must be initiated: 1. The Requestor will fill out a Change Request Form as completely as possible. 2. Requestor submits the Change Request Form to the Manager and the Lead via , who then convenes the Steering Committee if one exists. 3. The Steering Committee, if one exists, will make a recommendation to the Vice Provost for Academic Innovation and Student Success, who is the final decision-maker on all change requests. The Vice Provost for Academic Innovation and Student Success will determine the overall impact of the change, vet the change with relevant parties/stakeholders and make a decision as to whether or not the change will be approved. 4. If no Steering Committee exists, the Lead will share the Change Request Form with the Sponsors for their review and input. The Lead and Sponsors will then will make a recommendation to the Vice Provost for Academic Innovation and Student Success, who is the final decision-maker on all change requests. The Vice Provost for Academic Innovation and Student Success will determine the overall impact of the change, vet the change with relevant parties/stakeholders and make a decision as to whether or not the change will be approved. 5. The Vice Provost for Academic Innovation and Student Success or Sponsors will communicate the decision back to the requestor and will, subsequently, communicate any changes that were made to the scope, timeline or budget to all the appropriate parties. This will include distributing the completed request to the project team. P a g e 13