NOTE: Final letter grade will be assigned on a +/- basis. Project grade will consist of a client evaluation, a peer evaluation, and an intructor's evaluation. The weight of each evaluation will be determined by the instructor at the end of each semester. Grades will range from 0-100. Participation will be evaluated on the basis of quality of verbal contributions made to each class. Grades will range from 0-100.

IV. TENTATIVE CLASS SCHEDULE - FALL 1996

(Date, Topic, Assignment)

8/28 Introduction to Course & Project

9/2 Reengineering; The Reengineering Revolution-read through background material

9/4 Client Organizational Overview

9/9 Process Management/Improvement; Eating the Chocolate Elephant

9/11 Work on Project; Project Managment Plan Due

9/16 Process Management/Improvement (cont'd); Communication Plan Due

9/18 Work on Project

9/23 BPR Methods

9/25 Work on Project

9/30 Metrics

10/2 Work on Project

10/7 Reading Holiday

10/9 Work on Project; Interim Report Due

10/14 Client Presentation

10/16 Work on Project

10/21 Change Management

10/23 Work on Project

10/28 Change Management (cont'd)

10/30 Work on Project

11/4 Getting the Right Process Right!

11/6 Work on Project

11/11 Implementation Issues

11/13 Work on Project

11/18 Reengineering IS

11/20 Work on Project

11/25 FINAL REPORT DUE

11/27 Thanksgiving Break

12/2 Client Presentation

12/4 Course Wrap-Up

BUSINESS PROCESS REENGINEERING

PROJECT DESCRIPTION

The primary purpose of this project is to provide an opportunity for each student to explore the application of Business Process Reengineering (BPR) concepts, methods and tools in a real world setting. More specifically, each student will be expected to apply such tools and techniques as process modeling, metrics, simulation, interviewing, facilitated workshops, and change management within UVa's Facilities Management organization.

The scope of the project will include an evaluation of alternative methods of facilities mainenance service delivery throughout the academic division of the University of Virginia. This analysis should include both a centralized, trade-based structure as well as a decentralized, zone-based structure. In addition, recommendations for process improvement should be made which consider customer responsiveness, cost effectiveness, and change management.

During the course of the semester-long engagement, the instructor will act as the partner, the students will function as consultants, and Facilities Management will serve as the client. Project milestones and end products will be defined by the three constituencies during the course of the project engagement.

Each team is required to keep a project management log desscribing major activities, milestones, and time expended on the project. The purpose of the log is to capture information on the process of BPR undertaken by each team. In addition, the log should function as an ongoing report of progress by team member(s) for each activity/task on a weekly basis. It is expected that each team will make extensive use of Microsoft Project project management software to achieve those objectives.