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Washington State University
Student Information Systems Project
Project Charter
Revised: November 22, 2010
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Table of Contents
Version Control ............................................................................................................................................. 1
Foundation and Background ......................................................................................................................... 2
Executive Statement ................................................................................................................................. 2
Accreditation and Leadership Statement ................................................................................................. 2
Problem Statement ................................................................................................................................... 2
Purpose of the Project Charter ................................................................................................................. 4
Project Vision ............................................................................................................................................ 4
Mission ...................................................................................................................................................... 4
Goals, Critical Success Factors and Success Criteria ................................................................................. 4Project Scope ................................................................................................................................................ 7
In Scope Items ........................................................................................................................................... 7
Out of Scope Items .................................................................................................................................... 8
Approach ....................................................................................................................................................... 8
Project Sequence ...................................................................................................................................... 8
Customizations ........................................................................................................................................ 10
Conversion ................................................................................................................................................ 9
Testing ....................................................................................................................................................... 9
Training ................................................................................................................................................... 12
Reporting ................................................................................................................................................ 10
Security ................................................................................................................................................... 11
End User Acceptance .............................................................................................................................. 11
Staffing Approach and the Use of External Resources ........................................................................... 12
Project Management and Control .......................................................................................................... 16
Timeline....................................................................................................................................................... 17Summary of Key Milestones ................................................................................................................... 17
Project Structure ......................................................................................................................................... 18
Organization Chart .................................................................................................................................. 18
Roles and Responsibilities ....................................................................................................................... 19
Other Teams............................................................................................................................................ 24
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Team Operations and Guiding Principles ................................................................................................ 24
Project Management and Control .............................................................................................................. 21
Project Plan Maintenance ....................................................................................................................... 21
Project Meetings ..................................................................................................................................... 25
Project Reporting .................................................................................................................................... 22
Project Budget Management .................................................................................................................. 23
Issue Management .................................................................................................................................. 27
Decision-Making and Issue Escalation Process ....................................................................................... 24
Change Control Management ................................................................................................................. 28
Documentation Management ................................................................................................................ 29
Communications ......................................................................................................................................... 30
Required Outreach and Operational Readiness ......................................................................................... 31
Post-Implementation .................................................................................................................................. 32
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Version Control
Document Title: Washington State University SIS Project Charter
Authors: Tori Byington, Chair, SIS Steering CommitteeMichael Corwin, SIS Project Technical Manager
Matt Skinner, Director, Operating Budgets
Cathy Fulkerson, Director, Institutional Research
Betsy Davidson, Solution Architect, Oracle Consulting
Sally Texter, Assistant Vice President, Student Affairs and Enrollment
Ken Vreeland, Special Assistant to Provost and Executive Vice President
Mark DeMaio, WSU SIS Project Manager
Revision History:
Date Revision By Page(s)
July 2010 Initial charter written Management team All
Sept 30, 2010 Content merge Ivy Wang All
November 4,
2010
Mark DeMaio revisions and
consolidation of comments
Mark DeMaio All
November 10,
2010
Mark DeMaio and Tori Byington edits
and revisions
Mark DeMaio All
November 22,
2010
Mark DeMaio: All Steering Committee
input. Version 1.0 complete
SIS Steering
Committee, JuliaPomerenk, Mark
DeMaio
All
December 2,
2010
Kate Esselbach edit document layout
and presentation
Kate Esselbach All
February 9,
2011
Casey Hanson and Kate Esselbach edit
document layout and presentation
Casey Hanson, Kate
Esselbach
All
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Foundation and Background
Executive Statement:Everyone who works at this university or at any technology-driven institution understands how
much we rely on our information systems. Unfortunately, WSUs IT infrastructure is increasingly
unreliable, made up of obsolete systems that were not originally designed for the multiple tasks theynow perform. That they continue to work at all is a tribute to employees who have specialized
knowledge of the unique fixes that are frequently required.
Clearly, a world-class research university cannot long stand on such a shaky IT foundation. In fact, in
the generally glowing accreditation report filed by the Northwest Commission on Colleges and
Universities about our university this summer, one recommendation read: The Committee recommends
that Washington State University provide contemporary information management systems that will
address the needs of the future for its student, academic and management support requirements.
The committee echoed the findings of Gartner, Inc., the consulting firm brought in by WSU to examine
our information systems in light of our funding requests. The current applications do not provide the
necessary agility to meet changing business and academic requirements in a rapidly growing andevolving environment such as WSU is experiencing today,the report found.
Students and their parents are frustrated by breakdowns in our systems for registration, payments and
financial aid. Just this fall, our registration software failed in the days leading up to the first day of
classes. The situation was resolved, thanks to an intensive round-the-clock effort by our programming
team. However, it was yet another clear sign that we can no longer delay solutions. Excerpt from: Dr.
Elson Floyd, Perspectives, November 9, 2009
Accreditation and Leadership StatementThe Northwest Commission on Colleges and Universities (NWCCU) 2009 Evaluation Committee
recommendation that Washington State University provide contemporary enterprise information
management systems that will address the needs of the future for its student, academic andmanagement support requirements did not come as a surprise. Over the course of preparing the 2009
Self-Study report, information technology and an aging legacy system were identified as one of four
cross-cutting challenges impacting the university as a whole and serving as a serious impediment to
progress for almost every area of the university. Our internal assessment, and that of the Evaluation
Committee, was reaffirmed in May 2009 in a report provided by a nationally recognized professional
consultant. Responding to this challenge has been and continues to be a high priority of the University.
The Student Information System project is a key component to the Universitys overall effort to enhance
WSUs ability to deliver improved and expanded information technology services to the University
community.
Problem Statement
The forces pushing the WSU student information replacement project forward are particularly strong atthis time. These are the primary business drivers:
Risk of non-compliance Risk of system failure Improved integration and system capabilities Opportunity for a vastly improved business intelligence program University, college and program accreditation needs
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These business drivers push WSU forward from a risk and compliance standpoint and/or pull WSU
forward from an opportunity standpoint. While the administrative systems generally do not deal directly
with the strategic initiatives of the University, they play key supporting roles in fulfilling the Universitys
mission.
Risk of Non-Compliance
The lack of a robust electronic workflow process across integrated University systems jeopardizes WSUsability to exercise adequate internal controls in the current systems and in meeting complex regulatory
requirements. In general, WSU systems are characterized by relatively weak internal controls and are
thus vulnerable.
Risk of System Failure
The current student systems put WSU at significant risk. The myWSU Portal has failed at key times over
the past several years severely impacting the ability of faculty, staff and students to prepare for the
beginning of both fall and spring terms. The current 30 year-old student systems are unique to WSU and
supported by only two or three technical staff members, some nearing retirement. In general, the
availability of qualified staff to support administrative systems is extremely limited, and there is no
vendor support available for the current application software.
Improved Integration and System Capabilities
Historically WSU has worked around many limitations in current systems, but is unable to do much more
without addressing the fundamental underlying systems. There are long lists of system improvements
that WSU needs, but is unable to implement due to the inflexibility of current systems. Over the past
few years WSU has, for the most part, only developed and implemented systems to keep current with
regulatory requirements. WSU is not in a position to react quickly to market needs and pressures with
current student systems. On the other hand, there is a tremendous opportunity to improve the
capabilities of our systems and allow for greater economies of scale. With the implementation of
PeopleSoft we will be able to sunset many existing peripheral systems while taking advantage of the
economies of scale of an expanded, flexible and integrated system. Improved system capabilities will
not only allow WSU to address long-standing known shortcomings, but will also put us in a position to
react quickly to unforeseen emerging needs.
Opportunity for Vastly Improved Business Intelligence
The business intelligence (BI) portion of the project will primarily focus on university business processes
and the needs of data consumers at the institution. More broadly, this change in data management will
allow data consumers to ask new types of questions that previously went unanswered. By structuring
data from a University perspective based on consistency of common data and hierarchies, we will make
a leap forward in reporting, predictive analytics and data modeling.
In order for our BI program to be successful the implementation team will ensure data conversion and
data warehousing are consistent with the needs of current and future organizational goals. The BI
functional teams efforts will encompass data conversion and cleansing, data warehousing, data
consistency and data consumption. For reporting, a set number of general dashboards and reports willbe made available at implementation time. Extensive training of the basic BI tools will be offered in the
initial phase. In a later phase tools for data analysis will be added to support analytics.
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University, College and Program Accreditation Needs
The risk to the university was documented in both internal and external reviews including a
recommendation from the Northwest Commission on Colleges and Universities (NWCCU) based upon
their Evaluation Teams visit in 2009. While the universitys accreditation was reaffirmed, the
Commission identified the need for contemporary enterprise information management systems as a
challenge the university needed to address.
Purpose of the Project CharterThe Project Charter is the primary operating document defining the goals, objectives, strategies, scope,
organization and standards for the SIS project (The Project). It anticipates the reality of very large
projects and defines processes for constructively dealing with project issues and decisions and defines
the mechanisms for project control.
Project VisionOnce implemented, this student information system will positively impact virtually everyone associated
with the University: students, their families, faculty and staff. The new system will increase data
accuracy, make student information management more secure, effective, convenient and accessible,
and begin to coordinate information across the system to simplify student access to Universityresources.
MissionWashington State University demonstrates its commitment to WSU students, faculty, staff and the State
of Washington by planning, resourcing and implementing on time and within budget a robust, modern,
integrated, standards-based, sustainable and vendor-supported Student Information Systems (SIS). The
new SIS will improve service, accountability, work-flow, end-user reporting and provide access to
reliable, timely, accurate and insightful information for recruiting prospective students, managing the
needs of current students as well as the related needs of faculty and for institutional decision-making
and resource planning.
Goals, Critical Success Factors and Success CriteriaBecause a new student information system is a significant investment for the institution, the successful
implementation will need to meet or exceed a number of goals. These goals or Pillars of Success will
be used in conjunction with critical success factors to guide project decision making which optimizes the
likelihood of meeting the success criteria as defined by system users for each functional area.
Goals
Complete the project on time and within budget. Provide a system that substantially improves service to students, faculty, staff and other
users.
Provide a system that supports institutional initiatives. Provide reliable and valid student and academic program data in one integrated University
system of record that allows for the flexibility to meet specific university and academic unit
strategic decision-making needs and ensure that data quality continues to improve.
Implement a stable, integrated, upgrade-compatible system with minimal total cost ofownership.
Position WSUs administrative applications to support significant growth and expansion. Implement a reliable, secure and scalable technical infrastructure.
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Critical Success Factors
Critical success factors are conditions and resources that must be present in order for the project to
succeed.
Acknowledge that people are the most important critical success factor. For success, it isessential that we:
o Place the right people in the right roles at the right time across the breadth andlength of the project;
o Provide strong support by senior management;o Use skilled participants;o Keep employees and students informed; ando Foster broad participation and representation.o Give department personnel a good understanding of how their departments and
roles will change as early as possible in the project so that people can assimilate to
the changes more effectively. The organizational design effort will be a sensitive
topic for end users.
Agree that the PeopleSoft student business processes are reasonably close to best practices.Therefore, it is reasonable to start with a vanilla approach to the implementation and
adapt our business processes to minimize complexity and optimize the delivered capabilitiesof our system. Project participants will be able and willing to think out of the box, across
departmental lines, and with an eye always toward the good of the institution.
Ensure that the overall SIS project is viewed as a university owned project and not ownedby individual departmental silos.
Manage scope in a disciplined but not rigid manner. Scope changes can occur if its best forthe institution, but they must be explicitly identified, assessed and approved.
Structure and discipline governance process to a high extent with clear decision rights. Theproject leaderships decisions and processes will be biased towards action, accountability,
candor and support for the greater good of the institution.
Expect that we will not get the system and process design perfectly right the first time.Therefore, we will use an iterative design approach to implementation throughout theproject.
Agree that end users must be trained in regards to business processes in addition to theirrole within the business processes so that they can play a key role in achieving the intended
business outcomes.
Assume that the project will be able to proceed in the face of overall budget reductions. Inpart this has to do with protecting the project budget. But more importantly the project will
not take place in a vacuum, as many participants, and all those affected by the project, are
being affected by budget reductions.
Success Criteria
WSU functional areas have defined the following as measurements of success for the SIS project. As the
project progresses, the project team will monitor activities and deliverables to ensure that these criteriaare met.
Campus Community
A single source for associates and biographical/demographical data. Ability to create and maintain checklists for students, streamlining student notification of
information needed for admissions and other areas.
Ability to create communications, either by batch or manually, as needed by any area fortheir needs.
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Admissions
A seamless transition from the current legacy AIS system to PeopleSoft Campus Solutions inwhich staff from graduate and undergraduate admissions will be trained and able to process
applications without confusion.
Ability to proceed through all steps of application processing via automated processeswherever possible while retaining the ability to rush or manually process when needed for
individual cases.
Ability of departmental users to easily access accurate data for their day-to-day operationswhich will cut down on manual intervention.
Ability to track applicants by the appropriate offices through all stages (applicant, admitted,confirmed) for both graduate and undergraduate, in order to accurately project
matriculation.
Logical manner for work to flow through the system. Well-defined and flexible business processes (easy to change when necessary) that are
easily documented (with documentation tools that are common across modules), and
trainable (with interfaces that are intuitive for users and training materials that are easy to
maintain).
Easy access for users/departments to data for their day-to-day operations instead of liststhat are fed to them by The Graduate School. This will cut down on manual intervention
and communication from Graduate School to departments and to students.
Student Financial Aid
Meeting all target deadlines and ensuring that data across the PeopleSoft Campus Solutionsenvironment is accurate and accessible.
Successful load of FAFSA/Scholarship applications, packaging aid and delivery of funds tostudent accounts while staying compliant with state and federal regulations all without
adversely impacting students.
Student Finance
Precise tuition calculation. Successful coordination of aid release in conjunction with Financial Aid. Appropriate and accurate posting of all payments to Student Accounts. Accurate aid disbursement/refunds to students on the first day of school.
Student Records-Graduate
Smooth transition from one registration system to the next with student completing theirpriority registration with full class loads, by priority group.
Effective drop/add period beginning the week prior to classes and extending two weeks intothe term, with students able to complete their changes in a timely manner.
Planned and effective use of class lists and grading by faculty before, during and at theconclusion of the 2012 fall semester.
Ability to track special population of students (example: Fulbright and InternationalAgreements) in the Campus Solutions system rather than in shadow systems and paper files.
Ability to track and communicate with students on Graduate leave or Continuous DoctoralStatus without staff intervention.
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Advising
Ability for students and their advisors to create programs of study. Ability for offices or students to run a degree audit to check their status and progress
towards a degree.
Ability to track departmental degree requirements and faculty committee eligibility.
Ability to easily schedule student exams. Ability to process deficient students easily along with holds to prevent registration until
reinstatement occurs.
Improved reliability of the system and true accuracy of reported data.Reporting
Adoption of a tool for easy access to all components of the enterprise student system froma single source with planned integration and/or linkages to data outside the SIS (Housing,
Human Resources, Research, Finance, Alumni, WSU Foundation, etc.).
Secure self-service access to data and information for a broad base of users in appropriateforms that meet diverse needs.
Ability to conduct deeper analysis and data mining, turning data into information.Project Scope
In Scope Items:WSU is replacing parts of its major administrative systems: Student, Student Warehouse, and the
myWSU Portal. This will affect many support and peripheral systems as well. We are replacing WSU
student systems with PeopleSoft Version 9.0. The new PeopleSoft student system will be integrated
with the existing WSU business systems (Human Resources, Payroll, and Financials). The new system
replaces functionality currently found in our student administrative systems, which is comprised of
modules in AIS, RONet, Financial Aid and the Graduate Schools systems.
Along with replacing the core administrative systems, a substantial investment is being made in
Business Intelligence. These efforts are being made to both adapt to changing administrative systemsand to greatly expand the availability of business information to managers and executives. New BI tools
will replace the current ITS housed data warehouse and Business Objects, the primary tool used to
access that data. Also in scope is the replacement of the current Undergraduate Admissions data mart
and the Graduate School reporting data base.
The following list identifies what is currently in scope for the SIS project:
PeopleSoft Portal PeopleSoft Campus Solutions
o Academic Advising (including DARS replacement)o Student Self-Serviceo Admissionso Campus Communityo Student Financialso Financial Aido Student Records
PeopleSoft Data Warehouse (EPM and OBIEE toolsets) PeopleSoft Campus Solutions Fusion Intelligence OBIEE Integration of current SAN located on SharePoint
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Depending on project progress, performance to budget and business needs, the steering committee
may add additional items to scope. As this occurs, the additional items will be added as in scope to this
charter through the projects scope change process.
Out of Scope Items
On a regular basis the project team and the steering committee will review project scope. Currently, thefollowing items are deemed out of scope:
Human Resources systems and processes Finance systems and processes Research systems and processes Campus Recruiting and recruiting business processes. Recruiting data will be fed from
legacy recruiting systems to Campus Solutions via an interface.
Campus Solutions Grade BookDepending on project progress, performance to budget and business needs, the steering committee
may deem additional items out of scope. As this occurs, the additional items will be added as out of
scope to this charter through the projects scope change process.
Approach
Project SequenceThe SIS project will use a phased implementation approach that delivers new and improved functionality
in time to support the normal WSU academic calendar. The SIS project will aggressively seek to
minimize customizations to the delivered software. Appropriate project processes have been defined
to enforce this practice.
CustomizationsTo help minimize customizations the WSU SIS project will:
Communicate clearly about vanilla implementations. The SIS project view is that soundbusiness processes are embedded in the software and that WSU will look to adopt those
processes rather than changing the delivered software. We will question why we do things
the way we do. Is it really a best practice or is it because our legacy systems have limited
how we could do it? Many WSU business processes were built around antiquated systems
and limitations of current systems. Whats the worst thing that could happen if we change
it?
Be open to possibilities and doing things differently. Be open to new ways of naming andtalking about things. Be open to self-service, automation and consistency. Explore and take
advantage of the full functionality. How can we better serve students? How can we better
serve departments?
Along with delivering systems that WSU is in great need of, this approach also serves to manage cost.
The SIS project team will work very hard to meet target dates. Aggressive timelines require rapid
decision-making, and the project will work in this fashion. Processes are set up to support
knowledgeable and empowered decision-making. These processes are documented in the Project
Management Plan document. Proven methodologies will be employed. The SIS project will also
implement strong control mechanisms to effectively manage budget, issues, changes, etc. This includes
outside audit oversight by JB Harris Consulting, the selected Quality Assurance vendor, which will
perform monthly review of project status, plans and budgets.
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ConversionData conversion is the process of migrating high-value information from our legacy transaction systems
into the new PeopleSoft system. This is done for both operational and analytic purposes. There are
mature best practices and technologies available to minimize the cost of performing this work.
Conversion will be performed by creating data extracts from the mainframe legacy system, AIS. These
extracts will then be loaded to a series of staging tables through the SQL loader tool. The OracleComponent Interface tool will be used to then load data to the appropriate Campus Solutions data
tables.
TestingThe strategy for testing SIS is to employ all the aspects as listed below when they are applicable and
when they are possible. For example, a performance test is valuable when there is a concern about
volume processing and/or a critical need for response time. A usability test is valuable when the
experience of users will help us either in the design of the user interface or in the design of user training
and help-desk tools and materials. A parallel test is extremely valuable when possible. Transcript
production is an excellent example. The testing strategy varies from one initiative to another and is
incorporated into the implementation strategy and then the project plan for that initiative.Test Plan
Before testing begins, a test plan is created. A typical test plan documents input values for the test,
procedures used to perform the testing and the expected output values or results. Test plans range from
very simple to very complex, usually in relation to the complexity of software processes which are to be
test. For instance, testing whether a new user prompt is added to a screen may not require a test plan at
all, while testing a complicated process may require documenting many varied input scenarios and the
corresponding expected results and outputs for each case. During the testing, the test plan is updated to
log test activities, results and variances with what was originally expected.
Unit Test
A unit test typically focuses on a minimal component, module or narrow activity. The unit test validates
that the specific module functions correctly. In relation to new or modified code, the unit test is oftenperformed by the developer.
Integration Test
Integration testing follows a business process through a series of components, modules and activities to
ensure that a function performed by the system works as designed from end to end. The purpose of
integration testing is to reveal issues arising along the process chain, even though the individual
modules execute correctly. Performing integration testing is usually the domain of business analysts or
their equivalent that are well versed in the system functionality.
System Test
System testing takes, as its input, all of the "integrated" components that have successfully passed
integration testing. System testing is a more limited type of testing; it seeks to detect defects both
within the "inter-assemblages" and also within the system as a whole.
Parallel Test
Parallel testing compares the output between two different systems performing similar processes on the
same input data. In cases where the output is not identical, the causes of the differences are researched
and explained.
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Acceptance Test
Acceptance testing usually occurs in cases which require a sign-off in order for the coding or
functionality to be considered complete. If the acceptance testing proves successful, the code or
functionality is considered ready for production, and no further changes are required or allowed.
Performance Test
Performance testing attempts to put a system under a heavy load (such as a large number of concurrentusers or complex batch processing). The performance test shows whether measures such as system
response time are acceptable.
Usability Test
Usability testing seeks to discover whether the user interface is intuitive or at least easy to use.
Usability testing is often administered in a controlled environment in which sample end users are
monitored and asked for feedback on their experience.
TrainingTraining is a critical activity to ensure successful user adoption of the new applications system as well as
to meet the success criteria of the project. The user community of SIS is large and is spread out among
multiple locations and campuses. The SIS project will utilize a Train the Trainer strategy that providesdetailed application and business process training to a select group of power users throughout the
various departments and locations. These power users in turn will train other employees within the
various departments. The power users then can function as user support during the post go-live
period. This maximizes the effectiveness of training and minimizes the cost of classroom training and
materials. Training will be made available to end users via PeopleSoft on-line functionality (User
Productivity Kit).
For training to be effective, it should be delivered on a just in time basis in order to maximize
information retention and allow task repetition to reinforce learning.
A detailed training strategy and plan will be developed as part of the project execution process.
ReportingReports to support day-to-day business processes will be delivered along with each Campus Solutions
module. These reports are referred to as Operational and Transaction Reports. The development of
reporting requirements, report layouts and data elements will be accomplished by the functional teams
with input and participation from the appropriate University department. The technology team will code
and build these reports and will aid in testing and implementation. The appropriate functional and
technical project team members will work together to build and test these reports as part of the SIS
implementation.
In addition, cross-functional reporting requirements will be defined by the reporting team and will
ensure that all University wide reporting requirements will be met. A fit /gap analysis will be performed
to identify any cross-functional issues and to set direction for analytical and business intelligence reports
to be defined later. These will be then prioritized by each functional area, based on business needs.
As an overall strategy, the execution and running of reports needs to have a minimal effect on Campus
Solutions processing and user response time. Where practicable, reporting should be supported by the
EPM and OBIEE toolset. PS Query and other Campus Solutions tools will be used when necessary and
will contain well defined security to ensure minimal impact to production processing and system access.
A detailed reporting strategy document will be created as part of the project execution process.
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SecurityWith the implementation of the new student system, WSU will implement a system that is FERPA
compliant and gives users access to only the student records that they should be able to see. PeopleSoft
security can be set at two different functional levels simultaneously. An individual users security access
privileges are controlled by the resulting interacting combinations of these settings for that user.
Page (Screen) AccessA user can be granted one of the following access modes to Campus Solutions:
No Accessthe user can neither see nor interact with the application. Further, if no accessis granted to any of the pages associated with a menu choice, then that menu choice is not
shown to the user.
View-Only (also referred to as Display-Only) the user can see the data on the page butcannot change it. (Note that link controls on the page may or may not be active depending
on the page design and coding.)
Update/Displaythe user can see and change data on the page if no effective dating isinvolved. If the data is effective-dated then the user can only change current-dated and
future-dated data, not historic data.
Correctionthe user can see and change all data on the page, effective-dated or not.Administering Security
In order to ease the burden of redefining security for each individual user, standard groupings of
security objects are typically defined.
Sets of pages and the corresponding page access modes are grouped into permission lists.Additionally, any page or set of pages can appear in multiple permission lists with the same
or different access modes. Also, a permission list is often used as a convenient way to hold a
given row-level security definition.
In turn, permission lists can be grouped in a variety of ways and assigned to a role.Additionally, multiple roles may make use of the same permission list in combination with
other permission lists.
Effective security administration leverages the power of roles and permission lists byassigning users with similar requirements to the appropriate set or combinations of roles.
Security access for an individual is defined by that individuals assigned roles which are in
turn defined by the roles permission lists which are in turn composed of sets of pages, the
access modes of those pages, and the assigned row-level security.
End User AcceptanceThe overall strategy for end user acceptance starts early in the project and extends through Help Desk
support after go-live. These are some of the key components:
Support by executive management
End users know at all times that executive management fully supports the SIS project and understands
the difficulties of adapting to these new administrative systems.
Involvement by middle management
Middle management is informed of project progress and involved in project issues and decisions
through vehicles such as the Steering Committee and Core Project Team.
Involvement by university technical leaders
Similar to the above, university technical leaders are informed of project progress and involved in
project issues through vehicles such as the Technical Integration Group.
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Project communications
Through multiple vehicles (including open forums and web pages), described elsewhere in the Project
Charter, end users have access to information about project progress, issues, target dates, etc. (Please
refer to the projects communication plan.)
Hands-on exposure
End users have opportunities to see the system in action in a demonstration environment.
Training
Training specific to end users and specific to the WSU environment is developed and delivered to end
users by the SIS project team. End user training will also be made available to end users via PeopleSoft
on-line functionality (User Productivity Kit).
Testing
To the extent possible, the project team will recruit end users to participate in tests, in order to provide
early exposure and to receive early feedback on any end user acceptance issues.
Support
Support for end users will be provided by the same organizational unit that is responsible for training.
This will provide a seamless training and support environment that will extend into the future. Thisconsistency will avoid the issues of inconsistent facts and language.
Staffing Approach and the Use of External ResourcesThe SIS project is too large and too complex for WSU to undertake on its own. Thus, outside consultants
will play key roles on the project and will serve as well as sources for the additional temporary labor that
is needed. The SIS project will employ consultants for their specific expertise and advice and will work to
maximize knowledge transfer.
There will also be a great impact on colleges/departments due to changes in business processes,
including shifts in responsibility for data entry and the forms and formats of the information available.
Based on experience, this impact is best addressed by overall project communications, appropriate
involvement in the project, and in particular by adequate training provided by knowledgeable trainers.
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Project Management and ControlIn developing a project management and control framework, WSU benefits from the experience of
other leading research-intensive institutions that have successfully implemented the PeopleSoft Student
Information System. WSU will aggressively seek to employ proven leading practices and core values that
will guide us in the management of the overall project.
1. Demonstrate consistent and visible support for project by executive management.2. Continuously communicate implementation information to university community.3. Re-engineer business processes to conform to industry standards built into the software, to
avoid software customization.
4. Drive implementation schedule with specific milestones.5. Develop business intelligence and reporting strategies early in the project. Data conversion is
addressed early, not late, in the life cycle. In addition, operational and transaction reporting are
to be delivered at the time of go-live for each module.
6. Employ experienced consultants for expertise and support of core functional team. Consultantsenable WSU to make decisions, and WSU drives the project, so that at the end of
implementation WSU will be self-sufficient.
7. Maximize knowledge transfer from consultants to WSU staff.8. Establish project teams representing all functional areas, weighing functional more than
technical. Functional process and needs are core to the project.
9. Assign the project management team and core team members full-time on the project; reassignnormal job duties.
10.Empower the project team to make decisions.11.Track and reallocate project budget in a timely manner.12.Create a dedicated work environment for the project team.13.Promote positive work environment, with actions to reward, praise and celebrate project
successes and value fun at work.
14.Monitor organizations need and readiness to adapt on a continual basis.15.
Build prototypes early and often. Build, test and demonstrate frequently.
Processes and procedures to implement these practices are outlined and maintained in the Project
Management Plan document.
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Timeline
Summary of Key Milestones
MILESTONE TARGETDATE
Start SIS Implementation Project July 2010 Academic Structure Defined November 2010 Campus Community Defined June 2011 Student Bio/Demo Data Converted June 2011 Course Catalog/Schedule Converted September 2011 ISIRs Loaded January 2012 Enrollment History Converted March 2012 Ready for Live Student Pre-Registration March 2012 Student Financials Balances Converted August 2012 Financial Aid Awarded/Packaged August 2012 Ready to Post Grades November 2012 Calculate Tuition/Accept Payments June 2012 Business Intelligence/OBIEE and EPM Fully Functional June 2012
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Project Structure
Organization ChartThe organization chart below illustrates the SIS project organization.
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Roles and ResponsibilitiesThe table below defines the various roles and responsibilities of project leaders and team members of
the SIS project:
Role Responsibilities Decision Authority Example
Executive Committee
Overall
Act as champions for the project Make decisions that affect the University
as a whole or those that cannot be
resolved by the Steering Committee
Steering Committee
Executive Leadership
Define project success criteria Advise project management in resolution
of escalated issues. (See definition of
issues under Decision-Making and Issue
Escalation Process.)
Seek input from SIS Policy Committee onfundmental academic policy issues
Review and approve modifications thataffect University policy, project duration
and budget
Foster executive support and buy-in Assess value accomplished for the
investment
Attend weekly State of Project SteeringCommittee Meeting
Changes to implementationdate
Major scope or approachchanges with impact to cost
Policy Committee
Recommendations and Oversight
Review project progress regularly Make policy change recommendations as
requested by Steering Committee
Project Management
Team:
Tori Byington
Mark DeMaio
Mike Corwin
John Hansen
Project Direction
Review progress and work products Prioritize; decide scope boundaries for
potential customizations
Manage organizational change Determine what risk mitigation strategies
to adopt
Review and approve options to resolveissues, problems and scope changes to be
brought to the SIS Steering Committee
Monitor that staffing is maintained;participate as appropriate in candidate
selection
Provide weekly updates to MicrosoftProject plan
Provide operational oversight over corefunctionality
Prioritization of scope changerequests
Risk mitigations to adopt Approval of issues to escalate
to SIS Steering Committee
Resolve any project teamissues that cannot be resolved
by the project team members
Overall
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Role Responsibilities Decision Authority Example
WSU Steering
Committee
Chairperson
Tori Byington
Assume responsibility for the successfulcompletion of the SIS project
Maintain oversight and enforceaccountablity for the project team
Co-chair of Policy Committee Lead and coordinate issues escalated from
the core project team
Assist with graduate school functionality
Provide guidance andleadership regarding
academic policy and issue
escalation
Oversee and provide guidanceto project management team
members
WSU Project
Manager:
Mark DeMaio
Overall
Assume responsibility for execution ofproject plan and the successful completion
of the SIS project
Manage and revise project workplan withinputs from Oracle Project Manager and
WSU Technical Manager, BI and Change
Management teams
Review and approve time in SIS timetracking Oversee and direct Oracle Project
Manager
Facilitate the development of projectstrategy documents and project
organizational items
Create weekly project progress statusreports
Assist with facilitatation of the weeklySteering Committee Meeting
Facilitate the resoultion of project issuesand problems as appropriate
Provide monthly progress reports toIndependent QA consultants
Assist with conversion planning effort andstrategy
Contract Management
Review contracts, identify exposures andmanage contract changes or additions
Monitor contract compliance Scrutinize expenses Escalate vendor issues to accomplish
resolution
Risk Management
Manage risk tracking, mitigation strategiesrecommended, mitigation strategies
adopted, responsible party, status,
probability and impact
Monitor impacts to critical path based on
Oversee planning activities Maintain project work plan
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Role Responsibilities Decision Authority Example
updated project schedules from Oracle
Consulting Project Manager and WSU
Technical Manager
Participate in all quality checkpoints Recommend risk mitigation strategiesIndependent Oversight
Provide independent project managementopinions to the State of Washington
Provide independent project review,assessment, and advice to the CIO
Assume other duties as appropriate anddefined by the Vice President and Chief
Information Officer
Oracle Project
Manager:
John Hansen
Overall
Manage and lead all Campus Solutionsfunctional activities
Provide oversight and management toOracle consultants
Provide Campus Soluitions subject matterexpertise
Create and manage detailed projectschedule for Campus Solutions
implementation tasks and provide project
plan updates to WSU Project Manager
Provide progress reports to WSU ProjectManager
Budget
Create and manage vendor detailedbudget
Calculate burn rate throughout phases Reconcile to actuals from financeContract Management
Review contracts, identify exposures andmanage contract changes or additions
Monitor contract compliance Scrutinize expenses Escalate client issues to Oracle
Management when required to accomplish
resolutionRisk Management
Assist with risk tracking, mitigationstrategies recommended, mitigation
strategies adopted, responsible party,
status, probability and impact
Monitor impacts to critical path based on
Lead configuration activites
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Role Responsibilities Decision Authority Example
updated project schedules from Oracle
Consulting Team Project Managers
Participate in all quality checkpoints Assist in creating risk mitigation strategiesProject Administration Monitor appropriate framework in place
for project results
Detailed Task Management
Assign tasks and monitor completion Update completed Microsoft Projects Identify at-risk, late tasks Provide preliminary status compilation to
Program Director weekly
Identify and monitor critical path Review team work products (primary) Manage day-to-day staff resources Assign and maintain adequate resource
levels and appropriate allocations
Manage issues tracking (date,responsibility, status)
WSU Technical
Manager:
Mike Corwin
Overall
Assume responsibility for all developmentactivities, including all aspects of the
lifecycle
Create and manage detailed projectschedule for techncial implementation
tasks and provide project plan updates to
WSU Project Manager Develop conversion strategy and plan Provide leadership and management to
WSU technical staff
Identify and staff technical roles tosuccessfully deliver required functionality
Act as WSU client manager for all Oracletechnical services and Oracle On-Demand
Provide leadership to ensure successfulimplementation of WSU environments,
when necessary
Detailed Task Management Assign tasks and monitor completion Update completed technical activities in
Microsoft Project
Identify at-risk, late tasks Provide preliminary status compilation to
Project Manager weekly
Identify and monitor critical path
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Role Responsibilities Decision Authority Example
Review team work products (primary) Manage day-to-day staff resources Assign and maintain adequate resource
levels and appropriate allocations
Manage issues tracking (date,responsibility, status)
Program
Coordinator:
Ivy Wang
Responsible for coordinating projectlogistics including space, onboarding,
supplies, etc. Also acts as Administrative
Assistant to Project Management Team
Meeting scheduling Document preparation
SIS Budget
Administrator:
Dawn Barnard
Reports to the CIO Assumes responsibility for managing all
aspects of project finances, including the
project budget. Responsible for project
time tracking. Also responsible for
administration of all consultant contracts
Monthly budget report Approval of all consultant
requests
Washington State
Treasury/COP
Liaison:
Barry Johnston
Advises CIO on project financial mattersthat relate to the WSU and to the StateTreasury Office
Responsible for all communications withthe Washington State Treasury Office
regarding project funding
Responsible for regular reports andexpenditure submissions to the Treasury
Office
Responsible for coordinating long termCertificate of Participation documentation
and payments
Washington State
University Budget
Liaison:
Matt Skinner
Advises CIO on project financial andbudgetary matters that relate to WSU and
to the Office of Financial Management
Advises the project team on studentfinancials as it relates to the Universitys
budget and budget process
Other Teams Student User Team is a group of selected students that will participate in focus groups,
testing, review, etc. The Integration Group, chaired by the Director of UISS, consists of
technical leaders within the project and within the university IT community. The integration
group is responsible for ensuring that project functional decisions are aligned with technical
directions. The group works with the University community to develop technical integration
standards and ensures non-ERP systems can integrate with PeopleSoft.
SIS Communications Committee will be responsible for and will coordinate all campus andUniversity wide communications pertaining to the SIS project.
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Team Operations and Guiding Principles
SIS implementations bring together a group of talented individuals to bring about significant University
transformation and improvement. While WSU can and should expect a very positive and successful
project, implementations can also be a challenge. The SIS project will seek to balance the needs of team
member work and personal time. The project will promote trust, accountability, openness and will
provide mechanisms for conflict resolution.
Project Management and Control
Project Plan MaintenanceThe overall SIS Project Plan is a consolidation and integration of the project plans for the individual
initiatives. Project plans will be created and maintained in Microsoft Project for these initiatives:
Campus Solutions Portal Business Intelligence
The Oracle Project Manager is responsible for maintaining the project plans, with oversight and
direction from the WSU Project Manager. This responsibility may be partially delegated to consultants
and/or to a WSU Project Administrator, but the Project Manager is responsible for the integrity of the
plan as a whole, including integration across projects and with other initiatives. Maintenance activities
include marking of completed tasks, reassignment of tasks, redefinition of tasks, etc. Since project plans
contain greater detail for near-term tasks than for longer-term tasks, a part of the regular maintenance
of project plans is the decomposition of upcoming activities into tasks.
The ideal task, from a size standpoint, is what one person can accomplish in a week. That level of detail
is normally expected to be present for the upcoming three months.
With regard to the SIS project plan the SIS project team will work with the WSU Project Manager and
Oracle Project Manager to plan the work and work the plan. At the beginning of each week, the Oracle
Project Manager will ensure that each team member knows and understands the work that is expected
to be worked on and completed during the week.
The Oracle Project Manager will complete updates to the project plan(s) each and every Friday. Project
plans will be done in Microsoft project, will be versioned, and will be kept on the SIS project SharePoint
site.
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Project Meetings
Continual communication across the project organization is essential and will often include meetings.
However, it is essential that meeting time be designed to maximize productivity and efficiency. Thus,
the standard SIS meeting protocol is:
There is a designated chair. There is an agenda that includes expected participants and topics to be discussed. Meeting notes are kept, typically by supplementing the agenda with key decisions made
and/or follow-up items and assignments indicated.
Necessary documents are available either as pre-printed materials or as electronicallydisplayed materials.
Meetings are conducted in such a way to maximize the productivity of the group timeinvestment.
Team will strive for full participation in meetings. Team members that are unable to attend a meeting should be prepared to accept the
decisions reached during the meeting.
The standard SIS meeting schedule includes:
Executive Committee typically every 3 months Steering Committee weekly or as needed SIS Policy Committee monthly or as required/requested by the Steering Committee. Senior Project staff weekly Steering/Project Coordination Committee weekly SIS Project Management Meeting weekly Project Management weekly Quality Assurance monthly Functional Teams daily or as required
The core functional team working sessions are held as needed. A general project pattern is to meet
daily as a group in the morning and to work as individuals or smaller groups in the afternoon, but this is
at the discretion of the Project Manager.
Project ReportingProject status reports will occur weekly and monthly.Weekly Status
Each Oracle consultant will provide a weekly status report to the WSU Project Manager and the Oracle
Project Manager. The Oracle consultant will work with their WSU counterparts to produce the status
report. The status report will detail the work in progress, accomplishments, issues, risks, hours and all
information necessary to allow the Oracle Project Manager to update the Microsoft project plan. All
status reports will be posted to the project SharePoint site and be visible to the core project team.The WSU Project Manager will provide a weekly report that summarizes project status, progress against
milestones, steering committee action items, and risk summary and resource issues. In addition, the
WSU Project Manager will provide an overall project assessment of work in progress, accomplishments,
issues, risks and hours.
The functional coordinators and technical lead will report status to the Project Director and Project
Manager (and to each other) at the weekly Core Management Team meeting.
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Monthly Status and Quality Assurance
The WSU Project Manager and SIS Budget Administrator will ensure that an updated project plan,
budget summary issues log, and risk log are available on SharePoint for examination by the Independent
Quality Assurance Consultants by the 5th
business day of each month.
Project Budget ManagementBudget management is critical to determining project status and making timely project decisions. The
SIS Budget Administator, in close collaboration with the WSU Project Manager, is responsible for
tracking actual expenses to date, actively forecasting of total project costs, and administering project
contracts. Responsiblities include:
Create and manage detailed budget Review/approve invoices/record in spreadsheets Calculate burn rate throughout phases Reconcile to actuals from finance Review contracts, identify exposures and manage contract changes or additions Monitor contract compliance
Scrutinize expensesThe budget management process is supported by the SIS Budget Administrator, with representation
from the Office of Business and Finance and the University Office of Budget and Planning.
The SIS Budget Administrator and WSU Project Manager are responsible for tracking time spent on the
SIS project. Core team members and consultants will submit a weekly timesheet showing time spent by
initiative and by activity. This is an important tool for project management. It allows monitoring of
resources as actually delivered to the project, as well as a tracking of what is required to complete
activities. This timesheet is separate from, and has a different business purpose than, timesheets
submitted for payroll purposes. The SIS Budget Administrator and WSU Project Manager will meet
monthly to review and track fiscal/project progress, to resolve open issues, and to discuss upcoming
planned expenditures.
The SIS Budget Administrator is responsible for the processing of all project-related invoices. This
includes contractor/consultant invoices with reconciliation against project timesheets. The Project
Manager has authority to initiate spending requests in accordance with established project budgets.
The SIS Budget Administrator will provide second-level review and set appropriate accounting codes on
the transactions.
Issue ManagementIssues will arise throughout the life of the project. An issue is any condition or situation which, if not
addressed, threatens the project from a time, cost or result standpoint.
When an issue is identified it is logged, in the SIS Project Issues Log, located in the SIS Project SharePoint
site. The log of outstanding issues is reviewed as a standing item on project team meeting agendas.
Standard protocol for issue creation includes:
Assign a unique ID Name the issue Describe the issue, including its potential impact Assign a priority (Critical, High, Medium, Low) Assign the person responsible for resolution Set the initial status (Open)
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The protocol for issue review includes
Update status, record key decisions and next steps Determine the current status (Open, Closed, Hold)
Once an issue is opened it remains on the log until closed. One way to close an issue is to resolve it by
taking action or making a decision. Another is to determine that in fact it isnt an issue; no action or
decision is required. A third way is to turn it into a task on the project plan. All issues will be tracked via
the SIS SharePoint Issues List.
Issue logs are maintained at multiple levels on the project and managed as follows:
The SIS Steering Committee Chair The WSU Project Manager The Oracle Project Manager The Functional Lead (for an individual project within a given initiative)
Decision-Making and Issue Escalation ProcessIssues will arise over the course of the project. An issue is any condition or situation which, if left
unresolved, threatens the project from a time, cost or result standpoint . Quick and appropriateresolution of issues is critical.
Each of the core project teams are empowered to identify and develop recommended resolutions to
project issues. Some issues, those that affect University policy, project scope, project schedule and the
budget, will require escalation and resolution by the Project Management Team, the Steering
Committee or the Policy Committee. If an issue requires escalation, it will be assigned a PMT status
and will be reviewed by the Project Management Team weekly. In the event that a weekly turnaround
is not sufficient to complete an activity on time, the issue owner can escalate the issue to the WSU
Project Manager immediately. The Project Management Team will either accept the resolution or, if
required, assign it to the Steering Committee for approval. Items escalated to the Steering Committee
will be reviewed weekly.
Change Control ManagementOne of the more difficult aspects of a large project is change. Change is a fact, and it needs to be
managed in a controlled way. The process should be quick when the request is straightforward and
inexpensive and very considered when the request is more complex and/or more expensive.
The change control process has these steps:
1. Propose
Anyone may propose a change informally in the course of the project. These proposals are normal
what-if discussions. A formal request for change, however, must go through the WSU functional lead.
If the functional lead concurs, a System Change Request (SCR) is initiated. If the functional lead does not
concur, an issue will be opened, and the issue process used to resolve the disagreement.
The System Change Request (SCR) includes:
Initiative
Requestor
Date
Description
Expected benefit
Attachments as necessary
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2. Log System Change Request
The System Change Request (SCR) is presented to and discussed with the Project Manager. If the Project
Manager agrees with the judgment of the functional leads, then the Project Manager assigns an ID to
the SCR, and logs it in the System Change Request Log. This log is maintained for the overall SIS project.
3. Assess System Change RequestThe requested change is analyzed to determine what would be involved if this request were approved.
What modules/dialogs/tables/etc. would be affected? What more specifically would be the benefit?
What would be the cost to the project? Assessment of benefit and cost is done on a lifetime
benefit/cost basis. For example, a customization to PeopleSoft will need to be revisited every time a
new PeopleSoft release is installed. In the case of more complex requests this analysis can itself be a
considerable amount of work. As a result of this work the original SCR is modified, so that it now
includes:
SCR ID
Initiative
Requestor
Date submitted
Analyst
Date analyzed
Description (revised if necessary)
Affected components
Expected benefit (revised if necessary)
Expected cost (time and dollars)
4. Review System Change Request
All SCRs are reviewed by the Change Request Group (Oracle Project Manager, Technical Lead,
Undergraduate Liaison, Graduate Liaison, the Independent Project Manager, WSU Project Manager, and
the SIS Steering Committee Chair). The Change Request Group then decides whether or not to approve
the modification.
Documentation ManagementSIS documentation is managed as a shared resource. In most cases project documents are created and
distributed exclusively in electronic form. Documents fall under revision control once issued, so that all
users know which version is current. Documents are clearly marked as to version, and an indication of
what has changed is communicated when the version is released. Document authors are widely
dispersed across the project. All project documents will be kept on the SIS project SharePoint site.
CommunicationsThis role is responsible for all communications between the project and the University community, and
as necessary. Communications is viewed as a two-way process. Project information must be delivered to
the right constituencies using the right language and via the right channels. In turn, issues and concernsfrom the various university constituencies must be aggressively solicited and interpreted back into the
project so that appropriate actions can be taken.
The project will define and employ branding and other marketing methods to ensure that individual SIS
communications are perceived as part of a larger cohesive whole, with connotations that reflect the
vision and goals of the project.
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The SIS project will use multiple channels for communication including:
SharePoint Website Discussion forums
Newsletters Emails Personal Letters Open forums Participation in standing meetings of extant leadership groups Participation in ad hoc meetings as appropriate Monthly meetings with urban campuses
Other project units have significant responsibility for project communications. These include:
Steering Committee Core Project Team Outreach and Liaison Team Integration Group Business Intelligence Advisory Council Technical Council
Required Outreach and Operational ReadinessEven though WSUs student administrative offices are primarily responsible for implementing our new
Student Information System, this system will serve the entire University for many years. In order to get
the most out of it, we need all WSU personnel and students to learn about it, become familiar with it,
think creatively about how they can use it, test its functionality, and to be ready to use it when it goes
live.
Monthly meetings will be held that are open to the entire University, including a Student Information
Systems Liaison Group (representatives from all colleges, academic-support areas, campuses, and
student groups) with the SIS Steering Committee Chair, WSU Project Manager, Consulting Project
Manager, Content Area Leads, to talk about:
Current implementation activities What we are learning about how Oracle works What we are changing in our business processes and what is seamlessly being implemented What issues have arisen and what decisions have been made about them and why (Whats
not a good fit? Why is what we do not a best practice? What is the best practice?)
What campuses, colleges, academic-support areas are concerned about (their own currentprocesses and what will be included or not) and what they may be interested in learning
more about (new functionality pertaining to them)Agendas will be established ahead of time, and minutes will be kept of the meetings. Using agendas,
liaisons can communicate details to their constituents and those impacted will be invited to participate
in upcoming meeting. Using meeting minutes, members of the University community can learn the
needed details of the discussion.
Liaisons will be responsible for monitoring project progress via the website, attending monthly
meetings, communicating back to their constituents about the project and representing (or ensuring
representation of) their constituents specific needs and interests to the project.
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Once we have a module in place for testing, liaisons will be responsible for identifying the appropriate
personnel in their areas to go through the training and then for ensuring that they actively participate
during the testing phase of implementation. They will also be responsible for ensuring that the results
of module testing are communicated back to the project personnel.
At least quarterly, the SIS Project Manager will provide the Liaison Group and the WSU public a
demonstration of Oracle functionality showing how it works and how its being set up for WSU to use.This will give people a feel for it before the modules are ready for trained personnel in the academic and
academic-support areas to test them. That way they can get excited about it and anticipate how it
might interface with what they do right now or how it might work very differently. This may generate
creative thinking about business process change and may also prevent anyone from seeing any major
surprises about the product once it is ready for testing.
Post-ImplementationThe project budget includes consideration for the definition; setup and initial operation of the ongoing
systems after the implementation go live events have been achieved. It is expected that a new
organization will emerge with responsibility for ongoing governance, development, maintenance,
operation, training, etc. for all the initiatives that are part of the SIS project. The organizational structureof this sustainability function is not known, but it is assumed that it will arise and evolve organically
out of the implementation project structure and activities. It is also expected that some number of
project participants will not in fact return to their home departments, but will be part of this new
organization. In general this issue will not be further addressed until the go live events have occurred.