Over a period of approximately 12 weeks, the group will develop a set of recommendations on improving University efficiency and productivity. The administrators and faculty also will discuss with the Andersen representatives how to sustain the project's objectives once the plan is implemented.
Project administrators said this new phase of Delta will continue the project's outreach to the University community through interviews with students, parents and faculty, for example, and the establishment of a World Wide Web site to provide reports on Delta's progress. The group's work over the next few months, they said, will help Boston College adopt practices and procedures to remain competitive in a drastically changed marketplace.
"This is an exciting time, one we've been anticipating for several months," said Project Delta Manager James Kreinbring. "We're looking to accomplish a few things through the work of this Core Reengineering Team. We want to have a solid, detail-oriented master plan in place by the fall. But we also want to learn and institutionalize this process, to get good at it ourselves.
"The idea is," Kreinbring added, "that this self-examination and renewal will continue even after the interviewing, planning and implementation concludes."
Boston College representatives to the core team are: Graduate School of Arts and Sciences Associate Dean Patricia DeLeeuw, Management Information Systems Director J. Joseph Harrington, Human Resources Director for Employee Relations Richard Jefferson, Enrollment Systems Director Rita Owens, Assistant Controller John Krieg, and Carroll School of Management associate professors Hossein Safizadeh and Edward Sciore.
Information Technology Executive Director Bernard Gleason, a member of the Project Delta Executive Committee, also will work with the group on a part-time basis, Kreinbring said.
Under the direction of a project management team, which includes Kreinbring and two Andersen representatives, the core team first will compile information to provide it with an overview of the University's "shared vision," Kreinbring said. This will involve discussions with the University's "stakeholders," such as students and parents, to ascertain their views on how effectively Boston College fulfills its mission in organizational, as well as educational, terms.
The team, which is headquartered in the Service Building, will use that information to define the University's organizational strengths and weaknesses, explore ways it can improve its internal and external services, and begin determining the strategies and priorities necessary to realize the "shared vision," he said.
Once that is accomplished, Kreinbring added, the team can assess how current University operations and procedures support or inhibit the change. This will enable Project Delta members to formulate project costs and benefits as they enter the last stage of preparation, in which they will outline the specific projects encompassing Delta and the time frames for implementing each.
Kreinbring emphasized that the core team and other Delta members will continue soliciting members of the University community for their views on how Boston College works, and how it could work better.
"When we want information about the way an office or a department does something, we're going to be asking the people who know it best," he said.
"Our impression is that by and large the University community is quite excited by the prospect of Project Delta," said Lisa Bruni '89, a manager at Andersen Consulting who is the firm's senior core team member. "There is a positive attitude about the project, which will make for a good environment in which to lay the groundwork for Delta."
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