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Institutional Priorities

Structure and Stakeholders

Academic Transformation (AT) operates within a structure that includes governance, management, implementation and advice at both the program and project level. Here’s how it works.

Program Level

The Academic Transformation Program (the AT Program) is governed by a small Program Board (the Board) comprised of the following senior leadership team members:

  1. Vice President Finance and Administration (Co-Chair)
  2. Vice President Academic and Research (Co-Chair)
  3. Executive Director, Academic
  4. Executive Director, Student Services and Global Partnerships
  5. Comptroller
  6. Chief Information Officer

The Board provides oversight and direction, including the creation of principles, identification of priorities, approval of projects and provision of program resources. The Board receives status updates on the health of all projects and manages risks and issues across the Program.

The AT Program also requires management by a trio of complimentary disciplines, which are resourced to Academic Transformation through the following roles:

  • Program Manager – provided by Senior Program Manager and Practice Lead
  • Change Manager – provided by Change Management Consultant
  • Business Architect – provided by Director, Institutional Analysis and Planning

Implementation is driven through the projects set up within the AT Program.

Finally, an Advisory Council consisting of Deans, Directors and Subject Matter Experts (SMEs) as required, will provide input, context, and recommendations to the Board.

Project Level

The Projects within the AT Program each achieve specific results. Each Project has a Project Board of decision-makers who provide direction, tackle issues, provide resources, and approve the solution design.

The Project Board is intentionally small (e.g. three people) and is typically chaired by a member of the Program Board. This approach facilitates an effective flow of information between the Program and Projects.

Each AT Project requires management (to varying degrees) from the following complementary disciplines:

  • Project Management – oversees schedule, scope and budget to implement a solution and achieve project results
  • Business Analysis – describes an accurate representation of the problem, determines the requirements for the solution, and helps design the solution
  • Change Management – drives the components of project results that depend on people adopting and using the solution

Meanwhile, each Project Team tackles the work of developing and implementing the solution for that Project. This group of stakeholders meets regularly to provide status updates, raise issues and problem-solve. Meetings are chaired by the Project Manager.

Finally, Advisory Councils are engaged to support each Project. These individuals may contribute ideas or recommendations that help inform a better solution. Advisory Councils can be set up either informally (ad-hoc) or formally to support each Project Board.

How Information Flows

The Academic Transformation Program Board approves the mandates for all AT Project Boards. From a governance lens, if there are material changes or issues that may affect a Project’s mandate, the Chair of the Project Board brings them forward to the AT Program Board.

On the management side, the various Project Managers work together and are in touch regularly with the Program Manager.

The Program Manager brings forward status updates to the AT Program Board on behalf of the various AT Project Managers as approved by each Project Board. The Project Manager and Program Manager are agents of their respective boards and act within that authority.

See a visual representation of the information flow regarding issues and decisions between program and projects.