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Tamu V1 5

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Technology

Published on January 26, 2009

Author: monacofamily

Source: slideshare.net

Description

Briefing "Role of the CIO in Large Projects" given during job interview at TAMU
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Project SPARTA Frank J. Monaco, CIO Chief Information Officer’s Role for an Important Information Technology Strategic Project

Leadership is getting someone to do what they don't want to do, to achieve what they want to achieve. - Tom Landry Search Committee, Deputy CIO and Director of Computing and Information Services Set Strategic Direction Build Teamwork and Morale Set HIGH Standards

Leadership is getting someone to do what they don't want to do, to achieve what they want to achieve.

- Tom Landry

Management (Budget, People, Customer Service) – build 24x7x365 infrastructure to support teaching, learning and research “ Do” –ing (Mission Driven, HIT Lists) Politician (Academic, Administrative, Research) while being Effective, Efficient and Innovative Strategic View at 50,000 feet @360 degrees (6400 mils for you Artillery folks in the audience) Tactical View at 5 feet Staying Current Saying “No” – avoiding “Salem Witch Trials”

Management (Budget, People, Customer Service) – build 24x7x365 infrastructure to support teaching, learning and research

“ Do” –ing (Mission Driven, HIT Lists)

Politician (Academic, Administrative, Research) while being Effective, Efficient and Innovative

Strategic View at 50,000 feet @360 degrees (6400 mils for you Artillery folks in the audience)

Tactical View at 5 feet

Staying Current

Saying “No” – avoiding “Salem Witch Trials”

Project Goals and Objectives Overall Plan Organizational Structure for the Project Project Players and Their Roles Stakeholders Method of Project Governance Approaches used for building consensus and buy-in Complexities and Challenges Results Achieved Lessons Learned

Project Goals and Objectives

Overall Plan

Organizational Structure for the Project

Project Players and Their Roles

Stakeholders

Method of Project Governance

Approaches used for building consensus and buy-in

Complexities and Challenges

Results Achieved

Lessons Learned

S ystems: All Pace University administrative systems (Finance, Human Resources, Financial Aid, Student, Philanthropy) as well as hundreds of “shadow” systems that supplement them. P ace University: Business processes will be owned by Pace University, streamlined and effective, with shared access by all constituents and will be in compliance with local, state and federal law. A ccurate: One copy of the “truth”. R eliable: 24x7x365 – 99.9% “uptime”; .1% unscheduled down time (about 9 hours per year). T imely : Immediate response to most queries/transactions. A vailable: Any client with a web browser or Wireless Access Protocol (WAP) enabled Personal Digital Assistant (PDA) should be able to access.

S ystems: All Pace University administrative systems (Finance, Human Resources, Financial Aid, Student, Philanthropy) as well as hundreds of “shadow” systems that supplement them.

P ace University: Business processes will be owned by Pace University, streamlined and effective, with shared access by all constituents and will be in compliance with local, state and federal law.

A ccurate: One copy of the “truth”.

R eliable: 24x7x365 – 99.9% “uptime”; .1% unscheduled down time (about 9 hours per year).

T imely : Immediate response to most queries/transactions.

A vailable: Any client with a web browser or Wireless Access Protocol (WAP) enabled Personal Digital Assistant (PDA) should be able to access.

Project SPARTA is NOT an Information Technology initiative – it is a Business Process Improvement initiative aimed at improving core business practices and ultimately providing the best services for our students and other constituents. Project SPARTA is the Pace University implementation of the Sungard/SCT Banner product and associated third party applications that are forming our Enterprise Resource Planning system and transforming our University into a Unified Digital Campus . Employing best higher education and business practices, Project SPARTA provides around-the-clock real-time access to all higher education administrative services and allows customized “constituent” experiences for prospective students , students , faculty/advisors , employees , alumni and the public , all world wide web accessible via the SCT/Luminis Portal. SPARTA’s goals are to make all administrative Systems at Pace more Accurate, Reliable, Timely and Available and to enable Enterprise Resource Planning .

Project SPARTA is NOT an Information Technology initiative – it is a Business Process Improvement initiative aimed at improving core business practices and ultimately providing the best services for our students and other constituents.

Project SPARTA is the Pace University implementation of the Sungard/SCT Banner product and associated third party applications that are forming our Enterprise Resource Planning system and transforming our University into a Unified Digital Campus .

Employing best higher education and business practices, Project SPARTA provides around-the-clock real-time access to all higher education administrative services and allows customized “constituent” experiences for prospective students , students , faculty/advisors , employees , alumni and the public , all world wide web accessible via the SCT/Luminis Portal.

SPARTA’s goals are to make all administrative Systems at Pace more Accurate, Reliable, Timely and Available and to enable Enterprise Resource Planning .



Project Goals and Objectives Overall Plan Organizational Structure for the Project Project Players and Their Roles Stakeholders Method of Project Governance Approaches used for building consensus and buy-in Complexities and Challenges Results Achieved Lessons Learned

Project Goals and Objectives

Overall Plan

Organizational Structure for the Project

Project Players and Their Roles

Stakeholders

Method of Project Governance

Approaches used for building consensus and buy-in

Complexities and Challenges

Results Achieved

Lessons Learned

DELIVERABLES G E N E R A L K I C K | O F F Validate Key Project Participants Best Practice Requirements Schedule Requirements Analysis Workshops Project Management Office and Administrative Setup WE B | B A S E D V I S I O N I N G W E B | B A S E D R E Q G A T H E R I N G Requirements Analysis Tool Workshops for Key Users Repository Tool Overview Project Next Steps Intro to Best Practices Portal Focus Group (IT) Data Warehouse Focus Group (IT) HR Kick-off Meeting IT Kick-off Meeting Academic Kick-off Meeting Philanthropy Kick-off Meeting Finance Kick-off Meeting Phase I-Business Requirements Analysis Validation of HR Req. Validation of IT Req. Validation of Academic Req. Validation of Philanthropy Req. Validation of Finance Req. Focus Groups Review Req. Analysis Create Scripted Scenarios “ To-Be” Process Mapping WE B | B A S E D V A L I D A T I O N CLEAN UP Project Plan Shared Vision Process Maps & Scripted Scenarios Bi-Weekly Status Reports Requirements Document: Shared Vision Validated Requirements High-Level Maps Scripts

Requirements Analysis Tool Workshops for Key Users

Repository

Tool Overview

Project Next

Steps

Intro to Best

Practices

Requirements Document:

Shared Vision

Validated

Requirements

High-Level

Maps

Scripts

DELIVERABLES Issue Web-Based & Hard Copy RFP to Short-Listed Vendors Prepare Vendor Scoring & Analysis ERP Vendor &Imp. Service Provider Proposals Due Vendor Proposal & Scoring Analysis Vendor Management Schedule Vendor Demonstrations Complete the RFP & Validate Findings with the PMO Develop Vendor “Short-List” Update Project Plan Demos Academic 1 Demos Philanthropy Demos Human Resources Demos Financial Demos Academic 2 ERP Vendor & Imp. Service Provider Analysis& Selection Updated Project Plan / Vendor Short-List Vendor Analysis Q & A Distribution of Proposals Demos Information Technology Final Vendor Selection & Contract Neg. Final Selection Bi-Weekly Status Reports RFP Phase I – Vendor Selection

Month 5 Month 1 Month 2 Month 3 Month 4 Month 6 Project Plan Validated Shared Vision Status Reports High-Level “To-Be” Process Maps for Core Processes Analysis Document of Business Requirements Phase I Revised Project Plan Status Reports Short-List of ERP Vendors Request for Proposals ERP Vendor and Implementation Service Provider Evaluation Report Phase II

Project Plan

Validated Shared Vision

Status Reports

High-Level “To-Be” Process Maps for Core Processes

Analysis Document of Business Requirements

Revised Project Plan

Status Reports

Short-List of ERP Vendors

Request for Proposals

ERP Vendor and Implementation Service Provider Evaluation Report

ImplementationRoad Map All systems are/will be accessible through the Pace portal – MyPace FINANCE SYSTEM & MyPace PORTAL June 2004 HUMAN RESOURCES SYSTEM January 2005 FINANCIAL AID SYSTEM- Phased Feb 2005 – Aug 2005 STUDENT SYSTEM Phased Mar 2005 – Sept 2005 PHILANTHROPY SYSTEM June 2008

Project Goals and Objectives Overall Plan Organizational Structure for the Project Project Players and Their Roles Stakeholders Method of Project Governance Approaches used for building consensus and buy-in Complexities and Challenges Results Achieved Lessons Learned

Project Goals and Objectives

Overall Plan

Organizational Structure for the Project

Project Players and Their Roles

Stakeholders

Method of Project Governance

Approaches used for building consensus and buy-in

Complexities and Challenges

Results Achieved

Lessons Learned

PMO = Project Management Office Executive Sponsors and PMO Executive Sponsors Yvonne Ramirez, VP, HR Frank Monaco, CIO Finance Team Nicole Thompson Human Resources Team Pedro Figueroa Financial Aid Team Noel Whearty Pace PMO Carlton Murray Chris Elarde SCT PMO Patricia Stewart Student Team Maria Strzelcyzk Philanthropy Team Roch Kelly Technology Team Jerry Tarpey Frank Tramontano

Project Goals and Objectives Overall Plan Organizational Structure for the Project Project Players and Their Roles Stakeholders Method of Project Governance Approaches used for building consensus and buy-in Complexities and Challenges Results Achieved Lessons Learned

Project Goals and Objectives

Overall Plan

Organizational Structure for the Project

Project Players and Their Roles

Stakeholders

Method of Project Governance

Approaches used for building consensus and buy-in

Complexities and Challenges

Results Achieved

Lessons Learned

Academic (Student) Functional Team (TL: John Sharkey) Philanthropy (Advancement/Alumni) Functional Team (TL: Rose London) Human Resources Functional Team (TL: Joyce Rindner) Finance Functional Team (TL: Len Sippel) Information Technology Functional Team (TL: Jerry Tarpey) SPARTA Steering Committee Dr. David Caputo, Pace Executive Sponsor Frank Monaco, VP & CIO of DoIT Yvonne Ramirez, VP of Human Resources Subject Matter Resources ERP Systems Data Warehousing Portals Project Management Office Carlton Murray, ERP Project Leader Christopher Elarde, Asst. ERP Project Leader James Perrino, Project Managing Director Christopher Fevola, Project Senior Manager Michael Disarno, Co-Project Manager Hrishikesh Gohel, Co-Project Manager Susan Bsharah, Strategy and Change Management Lead Business Requirements Analysis / ERP Vendor and Implementation Service Provider Analysis and Selection Pace University Executive Council Marilyn Jaffe-Ruiz, Exc. VP & Provost Len Sippel, Exc. VP of Finance and Admin. Yvonne Ramirez, VP of Human Resources Joseph Morreale, VP of OPARAS Lisa Miles, Affirmative Action Officer Laura Fredricks, VP of Philanthropy Steve Brodsky, University Council Frank Monaco, VP & CIO of DoIT Cynthia Rubino, Assoc. VP Gov’t& Comm. Relations Ron Naham, Assoc. VP of Finance and Admin.

Dr. David Caputo, Pace Executive Sponsor

Frank Monaco, VP & CIO of DoIT

Yvonne Ramirez, VP of Human Resources

ERP Systems

Data Warehousing

Portals

Marilyn Jaffe-Ruiz, Exc. VP & Provost

Len Sippel, Exc. VP of Finance and Admin.

Yvonne Ramirez, VP of Human Resources

Joseph Morreale, VP of OPARAS

Lisa Miles, Affirmative Action Officer

Laura Fredricks, VP of Philanthropy

Steve Brodsky, University Council

Frank Monaco, VP & CIO of DoIT

Cynthia Rubino, Assoc. VP Gov’t& Comm. Relations

Ron Naham, Assoc. VP of Finance and Admin.

Project Goals and Objectives Overall Plan Organizational Structure for the Project Project Players and Their Roles Stakeholders Method of Project Governance Approaches used for building consensus and buy-in Complexities and Challenges Results Achieved Lessons Learned

Project Goals and Objectives

Overall Plan

Organizational Structure for the Project

Project Players and Their Roles

Stakeholders

Method of Project Governance

Approaches used for building consensus and buy-in

Complexities and Challenges

Results Achieved

Lessons Learned

Reduced… Resource effort to perform the transactional tasks, if coupled with business process redesign, automated workflow and electronic approvals Barriers to customer information and administrative support Costs per transaction Technical limitations and difficulties in supporting evolving administrative process needs Cycle times in key processes

Reduced…

Resource effort to perform the transactional tasks, if coupled with business process redesign, automated workflow and electronic approvals

Barriers to customer information and administrative support

Costs per transaction

Technical limitations and difficulties in supporting evolving administrative process needs

Cycle times in key processes

Improved… Customer services (web based self-service features to students and employees) Timely access and analysis of data and the ability to strategically plan Reporting and analytical capabilities Streamlining of administrative processes and use of best practices Workflow tools and electronic approvals Consistency and reliability of processes and data Shared Databases and data standards Operational efficiency and transaction processing System flexibility and scalability

Improved…

Customer services (web based self-service features to students and employees)

Timely access and analysis of data and the ability to strategically plan

Reporting and analytical capabilities

Streamlining of administrative processes and use of best practices

Workflow tools and electronic approvals

Consistency and reliability of processes and data

Shared Databases and data standards

Operational efficiency and transaction processing

System flexibility and scalability

Learn about Pace University and its programs Conduct “virtual tours” of their intended campus, School and program of study Apply for admission and track the progress of the application Receive on-line advice and counseling, including transferring from another University Track Financial Aid awards and register for classes Sign up for health insurance, resident halls and student activities Review billing and financial aid status (and make on-line payments/receive on-line refunds) Verify and change personal information Get ready to become a college student

Learn about Pace University and its programs

Conduct “virtual tours” of their intended campus, School and program of study

Apply for admission and track the progress of the application

Receive on-line advice and counseling, including transferring from another University

Track Financial Aid awards and register for classes

Sign up for health insurance, resident halls and student activities

Review billing and financial aid status (and make on-line payments/receive on-line refunds)

Verify and change personal information

Get ready to become a college student

Conduct all administrative requirements with Accounts and Registrar Services on line Register, pay tuition and fees Take web based and web assisted coursework using integrated Learning Management System Access a dynamic, real-time course catalog and schedule Search for classes by specified criteria Add and drop classes and review their registration status Conduct on-line degree auditing and academic counseling Find grade details Review account balances and financial aid status Verify and change personal information View transcripts and order official University transcripts Petition for graduation and apply for graduate school Communicate with their “communities of interest” Receive timely administrative communications and respond on line

Conduct all administrative requirements with Accounts and Registrar Services on line

Register, pay tuition and fees

Take web based and web assisted coursework using integrated Learning Management System

Access a dynamic, real-time course catalog and schedule

Search for classes by specified criteria

Add and drop classes and review their registration status

Conduct on-line degree auditing and academic counseling

Find grade details

Review account balances and financial aid status

Verify and change personal information

View transcripts and order official University transcripts

Petition for graduation and apply for graduate school

Communicate with their “communities of interest”

Receive timely administrative communications and respond on line

Project Goals and Objectives Overall Plan Organizational Structure for the Project Project Players and Their Roles Stakeholders Method of Project Governance Approaches used for building consensus and buy-in Complexities and Challenges Results Achieved Lessons Learned

Project Goals and Objectives

Overall Plan

Organizational Structure for the Project

Project Players and Their Roles

Stakeholders

Method of Project Governance

Approaches used for building consensus and buy-in

Complexities and Challenges

Results Achieved

Lessons Learned

Project Management Office, SPARTA Planning and Tracking – Proper planning and development of such key deliverables as the Project Plan helped establish an understanding of the scope of work. Project Team Meetings – Open and ongoing communications between project team members were essential. Meetings with team leaders were held on at least a weekly basis. During periods of intense activity, more frequent meetings were held to coordinate project team activities and resolve time-sensitive issues. Status reports were posted on Decision Director for Pace Constituents to review the overall project status, key issues and upcoming tasks. Issue Resolution – Prompt issue identification and resolution was critical to the success of this project. Every deliverable was presented in draft format for approval prior to presentation in final form. The Project Office was proactive in identifying issues throughout the life of the project. Project team meetings served as the primary conduit for issue identification. Any issues that are not resolved during the meeting were logged in an issues database and were resolved using the Issue Resolution process highlighted on the following page.

Project Management Office, SPARTA

Planning and Tracking – Proper planning and development of such key deliverables as the Project Plan helped establish an understanding of the scope of work.

Project Team Meetings – Open and ongoing communications between project team members were essential. Meetings with team leaders were held on at least a weekly basis. During periods of intense activity, more frequent meetings were held to coordinate project team activities and resolve time-sensitive issues. Status reports were posted on Decision Director for Pace Constituents to review the overall project status, key issues and upcoming tasks.

Issue Resolution – Prompt issue identification and resolution was critical to the success of this project. Every deliverable was presented in draft format for approval prior to presentation in final form. The Project Office was proactive in identifying issues throughout the life of the project. Project team meetings served as the primary conduit for issue identification. Any issues that are not resolved during the meeting were logged in an issues database and were resolved using the Issue Resolution process highlighted on the following page.

Critical success factor for Project SPARTA: effective planning, reporting and control. The Project Office represented a committed team comprised of Pace and KPMG Consulting representatives. The goal of this team was to plan, monitor and report key project activities, issues and next steps. To ensure a collaborative approach, several tools and interactive sessions had been developed as outlined in the Project Plan. In addition, an open-door policy has been established for communicating with the Project Office. The “Decision Director Collaboration Tool” also provided a key location for: Accessing Project Documents Reviewing Status Reports Transmitting Questions to the Project Office Participating in Open Forums with Colleagues Reviewing News and Information on Vendors This information was reiterated during the Decision Director Workshops.

Critical success factor for Project SPARTA: effective planning, reporting and control.

The Project Office represented a committed team comprised of Pace and KPMG Consulting representatives. The goal of this team was to plan, monitor and report key project activities, issues and next steps.

To ensure a collaborative approach, several tools and interactive sessions had been developed as outlined in the Project Plan.

In addition, an open-door policy has been established for communicating with the Project Office.

The “Decision Director Collaboration Tool” also provided a key location for:

Accessing Project Documents

Reviewing Status Reports

Transmitting Questions to the Project Office

Participating in Open Forums with Colleagues

Reviewing News and Information on Vendors

This information was reiterated during the Decision Director Workshops.

Project Goals and Objectives Overall Plan Organizational Structure for the Project Project Players and Their Roles Stakeholders Method of Project Governance Approaches used for building consensus and buy-in Complexities and Challenges Results Achieved Lessons Learned

Project Goals and Objectives

Overall Plan

Organizational Structure for the Project

Project Players and Their Roles

Stakeholders

Method of Project Governance

Approaches used for building consensus and buy-in

Complexities and Challenges

Results Achieved

Lessons Learned

During Phase I and II of the ERP initiative, KPMG Consulting utilized “Decision Director”, a web-based tool . Decision Director fostered collaboration, and aided in gathering, validating and scoring information, helped to reduce duplication of effort and created a relatively paperless environment. Some of the Benefits of “Decision Director” included: Web based Tool – easy to use and secure Catered specifically to PACE Eliminated location barriers Separate user-ids and passwords Leverages Industry Best Practices Provided an open forum to create, discuss and validate the “Shared Vision” for the ERP initiative Provided a Bulletin Board to post questions, comments, raise issues or provide feedback to the project team Promoted collaborative participation by each of the core functional and technical areas Allowed users to independently identify, prioritize core processes and critical business requirements and collectively validate the core processes and requirements Facilitated meetings and Focus Groups sessions Facilitated developing of RFP

During Phase I and II of the ERP initiative, KPMG Consulting utilized “Decision Director”, a web-based tool .

Decision Director fostered collaboration, and aided in gathering, validating and scoring information, helped to reduce duplication of effort and created a relatively paperless environment.

Some of the Benefits of “Decision Director” included:

Web based Tool – easy to use and secure

Catered specifically to PACE

Eliminated location barriers

Separate user-ids and passwords

Leverages Industry Best Practices

Provided an open forum to create, discuss and validate the “Shared Vision” for the ERP initiative

Provided a Bulletin Board to post questions, comments, raise issues or provide feedback to the project team

Promoted collaborative participation by each of the core functional and technical areas

Allowed users to independently identify, prioritize core processes and critical business requirements and collectively validate the core processes and requirements

Facilitated meetings and Focus Groups sessions

Facilitated developing of RFP









Pace University web site: http://www.pace.edu Central Pace University Information Technology Organization Web Site (the Division of Information Technology, DoIT) http://www.pace.edu/DoIT Pace University Project SPARTA Web site http://www.pace.edu/SPARTA Pace University DoIT Help Desk: http://doithelpdesk.pace.edu Ext. 914-773-DOIT {USA (914) 773-3648} MyPace Portal: http://portal.pace.edu Student, Staff and Faculty IT Resources: http://studentit.pace.edu , http://staffIT.pace.edu , and http://facultyIT.pace.edu

Pace University web site:

http://www.pace.edu

Central Pace University Information Technology Organization Web Site (the Division of Information Technology, DoIT)

http://www.pace.edu/DoIT

Pace University Project SPARTA Web site

http://www.pace.edu/SPARTA

Pace University DoIT Help Desk:

http://doithelpdesk.pace.edu

Ext. 914-773-DOIT {USA (914) 773-3648}

MyPace Portal:

http://portal.pace.edu

Student, Staff and Faculty IT Resources:

http://studentit.pace.edu , http://staffIT.pace.edu , and http://facultyIT.pace.edu

Project Goals and Objectives Overall Plan Organizational Structure for the Project Project Players and Their Roles Stakeholders Method of Project Governance Approaches used for building consensus and buy-in Complexities and Challenges Results Achieved Lessons Learned

Project Goals and Objectives

Overall Plan

Organizational Structure for the Project

Project Players and Their Roles

Stakeholders

Method of Project Governance

Approaches used for building consensus and buy-in

Complexities and Challenges

Results Achieved

Lessons Learned

Mistaken belief that Project SPARTA is an I.T. Project when it is a business process improvement project Ambitious 18 month conversion and core system implementation timeline Resistance to change and difficulty of change management Dealing with “shadow systems” Limited resources , coupled with on going business and activities competing for the same limited resources during project implementation Getting the word out to all constituencies (Emails, MyPace Portal Flash, Information Sessions, Training Sessions, Meetings, Advertisements, Focus Groups, Presentations, Articles, Leadership Institute, etc.) Personnel and organizational changes during implementation – the lack of consistent leadership in some student functional areas during the project’s implementation Management desire to have reports from “old system” without thorough review of availability in the new system “ Old system” data (e.g., financial aid) needed to be available for a period of time after the old system is de-activated Impatience – users not aware of “Hype Cycle” (next slide). People believe that once on new system, everything will be instantly better than the old Scope/Requirement changes (e.g., e-procurement)

Mistaken belief that Project SPARTA is an I.T. Project when it is a business process improvement project

Ambitious 18 month conversion and core system implementation timeline

Resistance to change and difficulty of change management

Dealing with “shadow systems”

Limited resources , coupled with on going business and activities competing for the same limited resources during project implementation

Getting the word out to all constituencies (Emails, MyPace Portal Flash, Information Sessions, Training Sessions, Meetings, Advertisements, Focus Groups, Presentations, Articles, Leadership Institute, etc.)

Personnel and organizational changes during implementation – the lack of consistent leadership in some student functional areas during the project’s implementation

Management desire to have reports from “old system” without thorough review of availability in the new system

“ Old system” data (e.g., financial aid) needed to be available for a period of time after the old system is de-activated

Impatience – users not aware of “Hype Cycle” (next slide). People believe that once on new system, everything will be instantly better than the old

Scope/Requirement changes (e.g., e-procurement)

Gartner “Hype Cycle” for New ERP Systems * Philanthropy Registration, Financial Aid Faculty & Advisors, Back Office Users , Reporting Portal, Finance, Human Resources, E-Procurement, Self-Service Users NOTE : Takes 1-2 yearly cycles to get to Plateau of Productivity How good our old systems were at start Expectations/performance of actual ERP * Monaco Modified

Philanthropy

Registration, Financial Aid Faculty & Advisors, Back Office Users , Reporting

Portal, Finance, Human Resources, E-Procurement, Self-Service Users

NOTE : Takes 1-2 yearly cycles to get to Plateau of Productivity

Project Goals and Objectives Overall Plan Organizational Structure for the Project Project Players and Their Roles Stakeholders Method of Project Governance Approaches used for building consensus and buy-in Complexities and Challenges Results Achieved Lessons Learned

Project Goals and Objectives

Overall Plan

Organizational Structure for the Project

Project Players and Their Roles

Stakeholders

Method of Project Governance

Approaches used for building consensus and buy-in

Complexities and Challenges

Results Achieved

Lessons Learned

MyPace Portal – Channels, Tabs, Email, Calendar, Groups The SPARTA System is comprised of Banner Core modules and third party applications that are front-ended by the Portal/Authentication systems and work together with a common database. Integrated Oracle Database LDAP, Single Sign On, Authentication, Security Profiles, CPIPs, Password Reset Workflow ePrint (Web Reports) Adirondack (Housing Software) TouchNet Payment Gateway-Web Payments Operational Data Store, Data Warehouse and SAS Report Library Access Other Third Party Software (e-procurement, Learning Management, etc.) Human Resources Finance Student Philanthropy Financial Aid Core SCT Banner Modules



Project Goals and Objectives Overall Plan Organizational Structure for the Project Project Players and Their Roles Stakeholders Method of Project Governance Approaches used for building consensus and buy-in Complexities and Challenges Results Achieved Lessons Learned

Project Goals and Objectives

Overall Plan

Organizational Structure for the Project

Project Players and Their Roles

Stakeholders

Method of Project Governance

Approaches used for building consensus and buy-in

Complexities and Challenges

Results Achieved

Lessons Learned

Implement Portal first, then Finance, Human Resources, Student, Financial Aid, Philanthropy, Operational Data Store, Data Warehouse Go slowly implementing third party and optional modules – wait until major components have stabilized Ensure that each functional area has a lead and that the Project Manager is full time. Deputy PMO can be 50% time Establish ERP Governance Structure early and meet often; stress “reporting” Establish rapid problem escalation channel within software vendor systems early Shared leadership visions and outcomes for the project need to be repeatedly updated Rewards/recognitions/encouragement are needed for the duration of the project Constantly brief the Gartner “Hype Cycle” and call first production releases “Version 1.0” – lower initial expectations Test, Test, Test; Train, Train, Train; Test, Test, Test; Train, Train, Train; Repeat. Make sure that academic and administrative leadership runs the project – NOT Information Technology!

Implement Portal first, then Finance, Human Resources, Student, Financial Aid, Philanthropy, Operational Data Store, Data Warehouse

Go slowly implementing third party and optional modules – wait until major components have stabilized

Ensure that each functional area has a lead and that the Project Manager is full time. Deputy PMO can be 50% time

Establish ERP Governance Structure early and meet often; stress “reporting”

Establish rapid problem escalation channel within software vendor systems early

Shared leadership visions and outcomes for the project need to be repeatedly updated

Rewards/recognitions/encouragement are needed for the duration of the project

Constantly brief the Gartner “Hype Cycle” and call first production releases “Version 1.0” – lower initial expectations

Test, Test, Test; Train, Train, Train; Test, Test, Test; Train, Train, Train; Repeat.

Make sure that academic and administrative leadership runs the project – NOT Information Technology!

Questions? Frank J. Monaco, CIO Chief Information Officer’s Role for an Important Information Technology Strategic Project

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