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The University has initiated an Enterprise Resource Planning (ERP) project, a University-wide initiative which that 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 , including project management services as well as and functional area training and consulting.
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- 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 constituentsDrew University offices, executive staff and trustees
- 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 advisers 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
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- 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 according to the 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.
- Use of manual or paper-based administrative processes has been significantly reduced.
Project Scope
Banner modules and other Sungard Higher Education software purchased are:
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- 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 but not necessarily 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 highest 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.
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The project organization is comprised of a top-level executive steering committeeExecutive 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.
The role of the executive steering committee Executive Steering Committee is to provide executive level leadership for the overall project. The steering committee makes the final decision on any policy recommendations or issue resolution. This committee will be chaired by Alan Candiotti, Assistant Vice President, University Technology. Project Sponsors are Howard Buxbaum, Vice President for Finance and Business Affairs, and Pamela Gunter-Smith, Provost and Academic Vice President.
The Team Leads Committee (cross-functional leadership team) reports to the executive steering committeeExecutive Steering Committee. The Team Leads Committee co-chairs are chair is the Drew University Project Manager, Axel Larsson and the , assisted by the Strata Information Group (SIG) Project Manager, Monica Crawford. The Project Managers project managers will provide implementation status reports to the executive steering committee as well as identify issues or policies that may require action by the executive steering committeeExecutive Steering Committee.
The project managers' role is to create or monitor project task lists and project plans, serve as a resource to the module implementation team leaders, serve as liaison to the vendors, and manage resources to keep the project on track to meet production live dates.
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Each module implementation team leader is a member of the Team Leads committee Committee to ensure appropriate communication throughout the organization structure. The team leader's responsibilities include:
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The team leader is also responsible for identifying and escalating any implementation issues to the Team Leads committee Committee and/or the Project Managersproject managers. Any decision or recommendation that will delay the overall timeline or require additional resources must be approved by the executive steering committee.
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The Board of Trustees have approved a budget for the ERP implementation project based upon the above assumptions and project scope. The budget includes funds for the procurement of hardware and the core SunGard software, as well as the above-mentioned ancillary systems to accompany the ERP system. The budget includes funding for the SIG, SunGard, and third-party consulting resources based on the projected number of service hours required to successfully execute the project. In addition, the project budget includes some funding for a certian amount of staff supplementation and/or additional compensation. Finally, the project budget includes a 10% contingency line to accommodate any unforeseen consequencescircumstances.
The Project Managers project managers (Drew and SIG) will be responsible for the day to day administration of the project budget. They will monitor the use of consulting and other resources to ensure that the project stays within its budget. The Project Managers project managers will report regularly on the project budget status to the Executive Steering Committee.
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