Looking at the university as a whole organisation gives an opportunity to identify indirect opportunity and risk for software implementation projects. But these organisational development projects also show continuous references within the overall development of the university: With any software implementation these days, cooperation between central and de-centralised administration has to be considered as well as harmonization of similar tasks beyond disciplinary boundaries, roles and responsibilities, allocating resources and the changes in the organisational culture.
The participants prompt a range of issues far beyond the software. The coordinatingand guiding assistance in dealing with these considerations and issues is thebackbone of the offering from the strategic university advisor Datenlotsen, whereasthe advisors can rely on their past experience when working in key roles in universityadministration.
Inspired by how CampusNet® integrates logic with data, the offering for highereducation administration strategically targets the integration of relevant data andinformation. This central core can be designed and aligned to the specific needs ofeach university, to stimulate important academic discussions and to drive necessarycommunication processes.
Primary objectives are pursued to develop the internal resources managementfurther (with a scientific approach and an objective foundation). Away from‘historically’ allocated resources and underfunded organisational charts towards atask-orientated design for the prevalent working conditions. When merging relevantdata and information, it might be necessary to deduce data sources and to validatedata quality. Both can seamlessly be integrated into the advisors offering.
Introducing CampusNet® affects support processes at universities on a regularbasis, which bridges the gap between classical core administration on one side andthe academic administration on the other. Once administrative services for the corestudy and learning tasks have been set, universities would often then like to spanthese approaches further onto other administrative processes. To intensify this, thecentral processes of a classic administration can be analysed and optimisedconsidering their performance and focus on the core tasks “research and learning”.For larger universities the question arises about analysis and optimisation ofadministration functions, in what way administrative tasks should be split anddistributed between organisational levels – with well-balanced centralised and decentralisedresources. In the course of this, internal “clients“ of the administrationservices (as well as administrative staff) are consulted. Also communication withpractitioners of other university administrations is taken into consideration. Themutual recognition of good solutions and models of similar tasks enriches theoptimisation process effectively as an exciting variant of benchmarking.