Services

Please see Bruce Johnson's experience, career history and testimonials for further information, and examples of client engagements.

"Critical Friend"

Adopting the ‘critical friend’ model can add real value to projects, providing an independent and external view that is able to ask the challenging but constructive questions that enables an organisation to really test out the robustness of its decisions and direction. A critical friend can also provide an independent sounding board for further development and enhancement; can suggest ideas and facilitate external links; and can help to promote process robustness and sustainability. A JISC Critical Friend Infokit provides helpful context to the role

I am an ‘all-rounder’ who can relate my extensive experience across a range of areas within University administration and particularly the whole development project lifecycle for major programmes. I can bring content expertise, systematic thinking, organisational knowledge and a fresh perspective.

When acting as a critical friend, my aim is to support teams in achieving their agreed aims and outcomes i.e. for the project to succeed. Whilst I will be familiar with many of the constraints being faced, I can also be independent and objective - stepping back and asking questions from an outsider’s or cross-cutting perspective.

A variety of critical friend services can be provided including:

• • acting as the external member of the programme/project board;

  • contributing to business cases;

  • critiquing vision scope and objectives;

  • reviewing project proposals; 

  • critically evaluating project plans;

  • critiquing business process change ("as is" to "to be"), constructively challenging proposed solutions and suggesting alternatives and identifying risks/limitations;

  • reviewing approaches to communication and change management;

  • facilitating reflections on the management approach to programme delivery and change;

  • reviewing operational delivery of processes;

  • contributing to identification of recurrent post implementation costs for service delivery

  • and so on.

HESA Student Returns (and DLHE, NSS)

The HESA Student return is becoming ever more important; its accuracy and maximisation has a material impact on an institution financially (funding) and reputationally (league tables, use in student choices).

The requirements of the HESA Student Return should be a core and integrated element of an institution's business processes and student record system. Management of the outputs should neither be an incidental exercise (e.g. completed in haste in September) nor an unimportant chore.

Those who are responsible for managing  the return need to understand: the institution's business; the student record data structures and validation controls; the actual requirements of HESA; the context in which the data is requested; the use of the data - both individually and collectively, and spanning funding and its linkages into other returns (e.g. KIS) and other uses (e.g. league tables, unistats). HESA compilation should begin at student application stage and should be progressed throughout the year; August should merely be the culmination and closure.

HESA's validation kits cannot define quality fully - they can identify anomalies and aid monitoring. Maximisation is about improving accuracy and completeness where it really matters. Robust data used innovatively can gain competitive advantage.

I was responsible for submitting a HESA student return in the very first year (1994/1995 at Moray House), and was responsible for a HESA return every year since (until the final one in 2011/2012). I represented the sector on a number of HESA's review groups. HESA has used the University of Edinburgh's approach to managing and submitting the return as an example of good practice. The University has been used as a benchmark institution by a number of sector colleagues.

Whilst producing a HESA student return can never 'stress free', it can be 'stress light'. In my final year at the University of Edinburgh (a complex/devolved Russell Group institution with over 33,000 students returned), we managed to have the Student return signed off and passed credible before the end of August. This is achievable if the correct culture and processes (and people) are embedded.

Services offered include;

(i) designing an approach to managing the processes that generate the return (including e.g. validating the data on the way in, as stored in the database, prior to the extract out, against the extracted data, against the core date set etc); and/or

(ii) developing a return (e.g. during new student record implementation); and/or

(iii) managing a return (e.g. recurrently on behalf of an institution); and/or

(iv) auditing existing processes to ensure that an institution’s outcomes are being maximised; and/or

(v) auditing an institution's funding council and HESA returns to provide independent verification of their appropriateness.

Effective auditing - by someone with the relevant experience - is becoming an increasing aspect of an institution's risk management strategy. The scope and objectives of an audit for example might be to assess to what extent the student data returns are processed robustly and represent a complete and accurate record, and to test the robustness of the data itself.

HEFCE's recovery of £36.5m over 5 years from London Metropolitan University illustrates the potential worst case outcomes of 'weak' processes and practice in managing student data returns.

HESA Staff Return

I have supported two institutions in submitting their HESA Staff Return from a perspective of optimising the data for league tables, whilst ensuring compliance with the HESA guidelines. This has included developing processes (using the generated xml file and other personal data extracts from the HR system) to effectively review the data groupings for anomalies.

League Tables and Optimisation

I have significant experience of the Guardian, Times and Complete University Guide league tables and their measures, of optimising data across Student, Staff and Finance Returns, and reviewing DDS outputs produced by HESA.

Key Information Sets (KIS)

I was a member of the core group that led the introduction of KIS into the University of Edinburgh.

Having identified risks and challenges (internal and external), I framed the integrated approach adopted and managed effective implementation. I was responsible for submission and sign-off of the return (on behalf of the Principal).

I liaised with Scottish sector colleagues and SFC/Universities Scotland during year 1, sharing best practice.  I was a member of HESA's KIS Review Group that considered and recommended changes for year 2.

I can therefore offer support across the full range of KIS functions, including audit of the existing processes to ensure robustness and justifiability.

Funding Council Returns

I have experience of submitting Early Statistics and Final Figure returns to the Funding Council, and reconciliation against the HESA student return. I represented the sector on SFC's Institutional Group on Statistics.

Student Survey Management

Student Surveys across the sector are increasing, both of the student experience and post departure employment. Nationally, NSS, DLHE and DLHE longitudinal are the most public, but PTES, PRES and ISB are becoming prevalent. Locally, surveys may be undertaken of pre-final year (non-NSS) undergraduates, applicant decliners, UF applicants (related to relationship management), alumni and so on.

Some of these require limited University involvement to progress; others require active management and promotion. All require post survey activity. Partnership with the Students' Union is critical.

I was heavily involved in NSS for the University of Edinburgh from year 1, and have supported DLHE, PTES and PRES. tecsar ltd's first engagement was working with the University of Edinburgh to manage the first central survey of non-final year undergraduate students (early 2013).

The University subsequently asked tecsar to manage the purchase and implementation of Electric Paper's EvaSys Survey Software, in order to pilot centrally-managed surveys of courses (modules).This included policy development and producing a report highlighting strengths and weaknesses, and recommending how the processes (business and system configuration) should be implemented on a pan-University basis i.e. learning lessons. I also delivered a pilot of EvaSys at the University of Stirling.

I can offer services around survey management (including project management and policy development) and specific implementation services for EvaSys.

Audit / Independent Review of Business and/or System Processes

Independent  audit and review business and IT processes are sought in a range of circumstances - often when processes are failing. The usual outcome is an evidenced-based report, containing practical recommendations (based on achievability and benefit) to enable an institutions to effect change.

Whilst each approach varies in practice, my approach is to work through a process documenting observations on the current status evidenced from (i) discussions with a range of  stakeholders; (ii) reviewing the system itself; and (ii)  reviewing associated business and systems documentation. Findings would be grouped under holistic headings, with recommendations developed, justified by the issues and challenges recorded.

Gateway Reviews

Independent Reviews at key decision points during a programme's lifecycle are considered best practice. They are commissioned by/conducted on behalf of the programme/project's Senior Responsible Owner (SRO).

As a member of a team of independent practitioners - external to the programme/project - we use our experience and expertise to assess progress and the likelihood of success. We provide valuable additional perspective on the issues facing the institution and the programme, and provide an external challenge to the robustness of plans and processes.

Following a planning meeting with the programme's leadership to confirm scope, to identify key stakeholders and available documentation, the process involves a series of interviews with key stakeholders, and a review of available documentation.

An evidenced-based report is produced documenting findings and making prioritised recommendations. The review is a snap-shot of the programme/project as it is at the point at which the review takes place. As such, recommendations are based on the evidence presented and on the interviews that take place.

Project Delivery

I have significant experience of project delivery - not just of IT projects, but a wide spectrum of University projects which require similar disciplines.

I can contribute to project delivery across the full life-cycle - including

• strategic case development

• defining vision, scope and boundaries

• project initiation/terms of references

• project planning

• procurement (e.g. contributing to schedule of requirements, evaluation criteria and evaluation process)

• business analysis

• requirements specification and business process re-engineering and design,

• liaison/interface with technical teams

• testing (first line and managing end user acceptance testing)

• stakeholder communication and change management

• roll-out/implementation

• post implementation support

• closure

• benefits review

Business Process Re-engineering (BPR) and Change Management

I have significant experience of designing and delivering business process change - both business process re-engineering (business analysis through to business process redesign) and change management. This includes specification of requirements for IT development, as well as the human, management and organisational issues relating to change e.g. change management and all the associated cultural and resistance to change challenges.

Student Record Development and Implementation (inc data migration)

I have significant experience of the full student life-cycle. I co-led the business-side development of an in-house student record systems, project managed purchase of third-party systems, and was part of the management group that, as part of a multi-million pound institutional project to transform student administration, procured and implemented a third-party system (SITS) over a 5-year period. I led or delivered a number of major data migrations, including student record merger of two institutions.

I have sound understanding of IT/technical principles and of practical solutions i.e. what is sensible and sustainable.

Software Procurement

I project managed the procurement of a new UCAS admissions system in 2002 and was part of the management group that procured and implemented a third-party student record package. I have been involved in a range of other procurement exercises.

Services offered include: liaising with procurement department; procurement planning; roles definition; managing

schedule of requirements for ITT; defining evaluation criteria; managing evaluation process; co-ordinating negotiations leading to selection of a preferred bidder etc.

Tribal's SITS:Vision

The University of Edinburgh purchased the SITS UCAS Admissions software in 2002, and the full suite of software in 2007. The University has one of the most complex and heavily customised implementations of SITS.

I have extensive experience of managing SITS and its attendant challenges and complexities. This includes taking strategic and operational decisions pragmatically, taking cognisance of the strengths and weaknesses of the software, and general business process delivery via the client and the web.

Interim Management

I am a manager, administrator and (student record) systems manager with extensive experience of Academic Registry-related functions and IS systems, and of University administration generally.

As such, interim management can be provided across many functions. Short-term engagements are particularly welcome (for example, in the event of staff departures or to backfill for secondments to projects, or where new demands require additional effort), where my knowledge and experience could enable immediate contribution.

Project Management

I can manage projects leading to successful outcomes.

I worked for many years within a PRINCE2 framework. The (IT) projects in which involved have principally followed an adaption of the waterfall project methodology. Whilst this has its place (for very large projects where requirements are stable and timescales are not tight), the sector has no option but to be far more agile and responsive (using informed judgement about risk and cost v benefit) in delivering its projects. I have concluded that, for projects involving software development, agile as a project methodology (and agility as a cultural approach) within a PRINCE2-lite framework is a more effective approach.

Interfaces between Systems (internal and external)

I have specified multiple internal interfaces over the years, and contributed to the technical design of approaches (data hubs, SOA, real-time, nightly cron jobs etc)

Interfaces to other systems across the University include to the Library (Voyager), Accommodation Services (Kx), WebCT, Identity Management System, Student Portal, Research Management System (for RAE2008), Card System, UG and PG prospectuses (complex integration of multiple strands of data), and Degree Regulations and Programmes of Study.

I specified interfaces and/or managed the University's relationship with multiple external organisations including UCAS, SLC, SAAS, HESA, and UKBA.

Student Managed Migration (UKBA and ATAS)

I was a member of the University's Managed Migration Group (charged with ensuring that the University fulfils its current and future obligations to the UK Border Agency as a licensed sponsor of international students). I had a key role in ensuring delivery through the student record of ever-changing requirements. My team was responsible for delivering integrated business processes relating to new applicant CASs, and for submitting and paying for all CASs.

Admissions Management

I was responsible for actual admissions decision-making at Moray House. Responsible for the systems that managed the University's admissions processing (over 45,000 UCAS applicants, 35,000 PG and Visiting Applicants). Represented the University on various admissions groups; in late 2012 represented the sector on UCAS 2014 Admissions Process Review Groups.

I can provide business process or policy advice.

Institutional Mergers 

I contributed to the mergers of both Moray House in 1998 and Edinburgh College of Art in 2011. The former provided an entirely different perspective (smaller institution merging with somewhat larger) from the latter.

.....and so much more

Over the years, I have been involved in many facets of University administration and in many University projects and initiatives. My knowledge and experience is extensive and could contribute in many areas of University administration.