Versions Compared

Old Version 5

changes.mady.by.user E. Axel Larsson

Saved on

compared with

New Version 6

changes.mady.by.user E. Axel Larsson

Saved on

Key

  • This line was added.
  • This line was removed.
  • Formatting was changed.

Executive Summary

The University has initiated an Enterprise Resource Planning (ERP) project, a University-wide initiative which was recommended by the Administrative Technology Committee and approved by the Board of Trustees. With a wide consensus in a participatory selection process, SunGard Banner has been selected as the core software to replace AIMS, along with various other software products that will support University business objectives. The University has also selected Strata Information Group to provide implementation services which includes both project management services as well as functional area training and consulting.

...

June 28, 2010

Dear Colleagues,

This week, the university will embark on an Enterprise Resource Planning (ERP) project, a long overdue campus-wide initiative that will replace AIMS, our 30-year-old administrative software, with SunGard Banner, a suite of newer, more advanced programs. Some of the benefits we can expect from this new system include:

  • A portal that allows individual students, faculty and staff to see information that is specific to their identities and interests
  • An online purchasing and procurement process, including online approvals
  • A degree planning tool that allows students and advisors to plan and manage a student's entire program of study
  • Online applications that tie directly into our admission databases
  • The ability to offer students online room selection

The implementation effort will be overseen by an executive committee, which I have asked Alan Candiotti, assistant vice president, university technology, to chair. It will include members of both his staff and Cabinet.

The ERP Executive Committee's first task will be to identify project leaders for each of the major administrative areas. These individuals will serve on the front line throughout the process as members of a cross-functional Implementation Lead Team. I ask that vice presidents, deans and directors support this effort by making sure their departments are represented as needed and participate fully. The project includes a budget for supplemental staffing in areas that are severely impacted by the increased workload.

I have also asked the executive committee to ensure that the conversion process includes a thorough review and updating of our business processes. We would be missing a major and multifaceted opportunity if we did not explore how they might be streamlined or improved upon to better serve students, staff and faculty.

While we have a lot of work ahead of us, I am confident in our community's ability to meet the challenge and am excited about the enormous benefits it will yield for Drew. The leadership of the project is committed to its successful completion and will do its best to keep everyone informed about progress. Alan will be writing with more detailed information in the coming weeks.

Best,

Bob

Project Objectives

The expectations and objectives for the ERP project are:

  • Replace functionality provided by AIMS and to retire the AIMS system by December, 2012
  • Preserve the security and integrity of University data
  • Leverage the investment in a new system by assessing and improving current practices and policies wherever practical and possible
  • Improve staff access to reliable, consistent, and timely data; and eliminate redundancies
  • Provide timely and accurate reports to the Board of Trustees, Executive Staff, and other Drew University constituents
  • Enhance decision-making capabilities via accurate and timely access to appropriate data
  • Deliver individualized information to students, faculty, and staff via a portal
  • Preserve identity management and single sign-on functionality via a portal
  • Streamline the purchasing and procurement process with online procedures, including online approvals
  • Provide a degree planning tool that allows students and advisors to plan and manage a student's entire program of study
  • Tie online application data directly into the admissions database
  • Provide user offices with the tools for self-reliance, including reporting tools and distributed printing
  • Create an environment that encourages quality and continuous improvement

Measures of Success

The Banner ERP implementation will be deemed successful when:

  • The University's faculty and staff can perform their job responsibilities effectively in Banner or other ancillary software without making use of AIMS by the production live dates described under Project Timeline.
  • The need for duplicate data entry and shadow databases has been greatly reduced or eliminated.
  • Ad hoc reporting capabilities are made available to departments.
  • All students, faculty and staff are provided direct access to a single integrated view of personalized information from the Luminis portal.
  • The University is able to communicate effectively with prospective students and applicants.

Project Scope

Banner modules and other Sungard Higher Education software purchased are:

...

"Not phase one" refers to implementation software or activities that will be deferred beyond the go-live dates for the core software modules. These items will not appear in the initial project timeline.

Project Timeline

Key implementation go-live dates are:

  • July 1, 2011 – Finance
  • July 1, 2011 – reporting tool and ODS
  • August, 2011 – Admissions (and Relationship Management)
  • October, 2011 – Luminis (prospects, applicants)
  • January 1, 2012 – HR/Payroll
  • January, 2012 – Financial Aid (question)
  • March, 2012 – Student (registration, accounts receivable, catalog/schedule)
  • October, 2012 or February 2013 – DegreeWorks (question)

Project Assumptions

  • The Banner implementation will be 'vanilla' – no modifications of the program source code will be made.
  • The project will be limited in scope as described under Project Scope; Except where otherwise noted, implementation will be limited to replacement functionality. Other approved initiatives will be included in not-phase-one planning.
  • Replacement functionality refers to the ability to achieve required business objectives, rather than to replicate current procedures. Assessment and improvement of practices and policies is expected.
  • No development, modification, or report development will be done on AIMS unless it is mandated by a government body or the Board of Trustees.
  • Given the necessity of meeting implementation goals to support the University's mission, Banner and its associated components will be the number one priority for University Technology. All other projects will be deferred or assigned a lower priority.
  • Interfaces will be written as needed to achieve continuity and maintain functionality through the implementation cycle.
  • Printing of reports and forms will be done locally in user offices using a laser printing strategy.
  • Ad hoc reporting capabilities will be available to end-users.
  • End-user training will be conducted by University staff.
  • Shared codes will be determined by the Data Standards team.
  • Project documents will be posted on U-KNOW.

Project Risks

Project constraints and challenges ("boundary conditions") include:

...

  • Staff turnover for key personnel
  • Unforeseen events
  • Scope creep

Project Organization and Project Governance

The project organization is comprised of a top-level executive steering committee, an implementation cross-functional leadership team (Team Leads Committee), and various project teams and work groups. See Project Organization for an organizational chart and complete list of teams.

...