Carnegie Mellon University seeks to revitalize processes inherent in the work of the University Registrar’s Office (URO) with positive impacts anticipated for department administrators, academic advisors and associate deans, students, URO staff, and faculty. Building on a history of continual improvement, the project will spearhead efficiencies, investigate contemporary IT tools and systems, and renew business processes to aid the URO in achieving its mission and vision. This effort will:

• advance standardization and automation
• reduce administrative burden on advisors and administrators
• increase time dedicated to advising, and special case management
• reduce and standardize exception handling
• improve cycle time and transparency for students, staff, and administrators

View the Project Charter

Project Leadership

Sponsors

• Jim Garrett, Provost & Chief Academic Officer
• Stan Waddell, Vice President for Information Technology & Chief Information Officer

Leads

• Krist Wong Davis, Vice Provost for Enrollment Management & Dean of Admission
• Keith Gehres, Associate Vice Provost for Enrollment Innovation and Student Experience
• Amy Coutu, Assistant Vice President, Enterprise Applications

Core Team

• Kris Wong Davis, Vice Provost for Enrollment Management & Dean of AdmissionV
• Keith Gehres, Associate Vice Provost for Enrollment Innovation and Student Experience
• Amy Coutu, Assistant Vice President, Enterprise Applications
• Vidya Krishnaswamy, Software Development Manager, Enterprise Applications (project manager)
• Alessandro Molteni, Business and Service Management Analyst, Enterprise Applications
• Roman Mitz, Senor Director for Data and Digital Enablement Technologies, Enterprise Applications 
• Trey Marshall, Director for Business Applications and Operations, Enterprise Applications
• Dan Derflinger, Executive Director of Strategic Enrollment Initiatives, Enrollment Management 
• John Papinchak, University Registrar, Enrollment Management
• Jason Radigan, Student Systems Business Analyst, Enrollment Management

Steering Committee

• Maggie Braun, MCS Associate Dean for Undergraduate Affairs
• Jen Wegner,  Assistant Dean, Tepper Undergraduate Programs
• Kelli Maxwell, Associate Dean for Student Success, Dietrich College
• Patience Whitworth, Associate Vice Provost for Student Success and Strategic Initiatives
• Brian Hill, Associate Vice Provost for Student Financials and Enrollment Systems

Project Advisory Council

Through ongoing conversations with the Core Project Team and Steering Committee, we have identified a Project Advisory Council that we will engage to support the goals of this project. This includes advisor, central administration, DOSA, and associate dean representation from each college, including engaging with staff at CMUQ. This representation will also allow for perspectives for undergraduate and graduate students.

General/Collaboration

• Building on prior work; focusing on trust, accuracy, automation, responsiveness, and transparency through intentional and collaborative engagement with all campus stakeholders.

Curriculum Management 

• Ability to review and understand new programs while tracking and updating changes to existing programs.

Courses and Scheduling

• Coordination of the creation of the schedule of classes across campus/level; support reporting needs around course conflicts, use of vouchers; support a unified waitlisting experience.

Classroom Inventory

• Comprehensive inventory of all academic instruction space to support the ability to run what-if scenarios; report on space optimization and utilization rates.

College to College Credit

• Transparent and equitable policies guiding automated processes supporting the consumption and application of transcripted credit and credit by examination.

Non-Degree Credentials

• Accurately and comprehensively capture student-learner data regarding all types of programs and credentials to reflect student records and experience related to not-for-credit and for-credit opportunities.

Degree Audit/Degree Planning

• Source of truth for degree audits based on accurate and transparent degree requirements; trusted and validated degree clearance; leverage data for course demand and schedule planning.

Academic Record

• Student academic records driven by policies and procedures, not manual manipulation, and consistent for all students; transparent and equitable application of FERPA policies; communication and collaboration as student data steward.