Information Technology Reference
In-Depth Information
and student-facing administrative functions across the university's nine distinct
schools. Key functions supported by the envisioned platform included admis-
sions, financial aid, course selection and enrollment, grading, degree tracking,
and transcript management. The initial roll-out of the system was completed in
Fall 2008, with additional functionality rolled out over the course of the sub-
sequent academic year. The installation of the PeopleSoft SIS platform was
generally considered a successful effort, including the management of platform
requirements.
Background
. The studied university is a mid-size private university located in
the Midwestern United States. The university serves nearly 10,000 students (4,200
undergraduate, 2,147 graduate, and 3,490 professional students) across nine (9)
distinct schools. Traditionally, each school managed its own student records, with
some aggregation of basic student information in the university's legacy information
system, ISIS. Different administrative functions were managed using a collection
of distinct software applications. The SIS Project was undertaken in an effort
to integrate various student-related data sources and functions across the entire
university.
The SIS was the third phase of a broader ERP installation program. The uni-
versity had selected Oracle's PeopleSoft platform as the ERP package. In 2005
and 2006, the university had rolled out two installations of the platform, covering
the Financial and Human Capital Management components. The SIS was the final
major installation necessary for the achievement of a comprehensive enterprise-level
information system serving the university.
Project Structure.
Several roles and responsibilities were identified at the initi-
ation of the SIS Project. An executive steering committee and executive sponsor
position were established to provide oversight. The university's Vice Provost for
Undergraduate Education was given the status of executive sponsor. The executive
steering committee was made up of leading financial and administrative officers as
well as the lead members of the project team. Leadership of the internal project
team consisted of a Project Director, three project leads (i.e., covering Functional,
Technical, and Project Management domains), multiple functional leads, and a train-
ing team. Functional leads for the project reported to the Functional Project Lead.
The Functional Leads were responsible for coordinating the input of multiple func-
tional subject matter experts (SMEs). The project's Technical Lead oversaw the
work of a team of technical experts, who were responsible for the requirements
elicitation and specification. In addition, technical experts were tasked with sup-
porting the data mapping, system testing, and data conversion. The Technical Lead
also managed a technical support team which was responsible for the development
and implementation of the system. Specifically, the technical support team was
assigned to provide database and network administration, application support, data
warehouse development, and portal support. Finally, the Training team was tasked
with the design, scheduling, and delivery of training programs to user groups. This
role included identifying training needs; the development and maintenance of train-
ing materials, job aids, and tutorials; the management of help-desk functions; and
the formulation of a communication strategy related to system implementation and
roll out.
Search WWH ::
Custom Search