Project Board

The Academic Council and University Management Team (Strategic) (UMTS) will fulfil the functions of project board for the project. At key milestones they will review the project to ensure that it is on course to achieve all of its objectives. They will also be responsible for approving the project approach and plan as outlined here and any significant changes to it. 


Project Sponsor

The Registrar and Senior Vice President Academic, Professor Paul Giller, will fulfil the sponsorship role for the project. As project sponsor he will help provide resources for the project. Any significant risk, issues or changes to the project schedule will be escalated to the project sponsor for feedback and/or approval.


Project Working Group

The working group will act on two levels:

At the University level:

As per the recommendation of the Academic Council on 07 December 2012, a project “working group will be established for the duration of the project to help formulate guidelines and timelines to support the implementation of the project”. The working group will play a critical role in ensuring implementation of the project plan and overall success of the project.

At the Functional Area level:

With representation from all of the Colleges, the Students’ Union and key functional areas of the University, this group will have an important role to play in ensuring overall project objectives are being met and supported in each of their respective areas. The working group will report progress and highlight issues, concerns or risks that could impact on the success of the project.

If the project demands it then additional members may be co-opted on to the group at different stages of the project. The group will meet at least once per month until the project goes live.

Working Group

  1. Buckley, Jerry
  2. Burke, Francis
  3. Creedon, Aideen
  4. Curtin, Anne-Marie
  5. Flynn, Áine
  6. Foster, Marita
  7. Fouhy, Eleanor (deputies -  Fiona Crowley and Clare Daly)
  8. Lee, Felicity
  9. MacDonald, Mary (deputy - Margo Hill)
  10. Marnane, Liam
  11. McKenna, Colette
  12. McNulty, John (deputy Kevin Harrington)
  13. McSweeney, Cormac
  14. McSweeney, Paul    
  15. Mee, John 
  16. Neville, Kathryn
  17. Dochartaigh, Caitriona
  18. O'Brien, Kate
  19. O'Donovan, Paul      
  20. O'Sullivan, Majella   
  21. Pickup, Ian  
  22. Power, Noreen  
  23. Shinnick, Edward      
  24. Student Union Education      

Programme Manager

Overall programme management responsibility will reside with the Academic Secretary, Paul O’Donovan. He will be responsible for planning and executing all phases of the programme, ensuring that project controls including risk management are applied and that the communications plan is delivered.

He will escalate significant impediments to progress, changes to the project plan and requests for additional resourcing to the project sponsor and/or project board.

Part of his responsibilities will also include chairing of the semesterisation working group.


Project Academic Lead

Dr Liam Marnane, Chair of the Academic Development and Standards Committee, with fulfil an academic leadership role for the project. With assistance and input from other members of the semesterisation working group he will play a lead role in formulating and documenting an appropriate suite of guidelines that will aid academic colleagues prepare the curriculum for semesterisation.


Project Co-Ordinator

A project co-ordinator, Ms Aine Flynn, was assigned to the project to ensure that all project artefacts are provided and properly maintained. Key artefacts for this project will include detailed phase plans, risk register, issue log, status reports, academic guidelines, meeting minutes, project web-site etc.

In addition, the project co-ordinator will ensure all working group meetings are scheduled with sufficient notice for members and meeting agendas and relevant documents are circulated well in advance. The project co-ordinator will also help record actual progress against plans, identify slippages and follow up on outstanding actions items. 


Colleges

Each of the four colleges will identify a College Manager (or alternate) and an academic lead to manage and implement semesterisation in each of their respective areas. It is envisaged that the College Managers will lead the development, operation and implementation of the Semesterisation plan within the Colleges and the Academic lead will manage discussion and guidance on pedagogical and academic aspects of semesterisation. Colleges will mobilise and manage a local project that is aligned with the overall semesterisation project objectives and schedule as outlined here.

The manager of the Centre for Adult and Continuing Education (CACE) will similarly manage the development, implementation and operation of the semesterisation plan within CACE.

As members of the working group they will be expected to report progress at each meeting and to alert the group to any issues or concerns they may have encountered locally.

They will each work closely with their academic programme directors, the Chair of their College Curriculum Committee, or equivalent, and other relevant academic colleagues to ensure that the transition to semesterisation works well for all the programmes within the College.


Registrar’s Offices

All of the offices within the Registrar’s area will be impacted by semesterisation. Working closely with each other it is their collective responsibility to ensure that they are adequately prepared to support all aspects of the student life cycle under semesterisation.

It is envisaged that much of this support will be provided through changes that will be made to the student records system. However, the change in structure to the academic year may also have unforeseen impacts on other business processes. Again, these impacts will need to be identified, measured and managed appropriately.


Other Departments and Functional Areas

As explained previously the impact of semesterisation is far reaching. Changes to the structure of the academic year will impact almost everything we do. Managers and Heads of the various service areas not mentioned above will also need to actively consider how the change impacts their own areas.

 

 

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