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Charter

BACKGROUND
Description of the University
The University of Virginia is an agency of the Commonwealth of Virginia and is governed by the University’s Board of Visitors. The University consists of three divisions. The Academic Division and the University of Virginia College at Wise Division generate and disseminate knowledge in the humanities, arts, scientific, and professional disciplines through instruction, research, and public service. The Medical Center Division provides a full spectrum of patient care services through its hospital and clinics.

Vision
The University of Virginia is recognized as one of the country’s premier public universities. Its goal is to maintain this position through its ability to attract and retain top quality students, faculty, and staff. The University has embarked on a long-range strategic planning process, setting the agenda for the third century at the University. The strategic plan recognizes that the quality of the University’s administrative services and information systems must support its strategic vision.

Limits of Infrastructure
The University’s strategic vision cannot be met with current administrative systems or processes. The University now supports 24 core information systems and 26 programming languages. This is in addition to more than 120 shadow and supplemental systems throughout the University. Many of the systems and the business practices they support are twenty to thirty years old. Replacement is past due in some cases, and the risk of system failure in others increases with time. In 1994 the University began modifying its processes, policies, and procedures as part of its new Process Simplification initiative. This effort has been hampered by the current technology base, which cannot accommodate the technological requirements of many best business practices.

(The full background and documentation of the need for and cost effectiveness of the Integrated Systems Project may be found in the ISP Business Case.)

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PROJECT GOAL, OBJECTIVES AND STRATEGIES
Goal
To support the core missions of the University of Virginia – teaching, research and public service – and support its strategic vision.

Objectives

  • Increased efficiencies and effective operations
  • Improved customer service
  • Better ability to adapt to growth and change
Strategies
  • Install and implement an Enterprise Resource Planning system
  • Modify and simplify the University’s administrative processes, consistent with the capabilities of the software

PROJECT ORGANIZATION
The successful completion of the Integrated Systems Project requires the resources of a wide variety of dedicated personnel from throughout the University. This section of the Project Charter describes the roles and responsibilities for each of the major partners in the implementation plan.

Roles and Responsibilities
Steering Committee
The Steering Committee will assist the Executive Committee and the Project Director in making key strategic decisions regarding the project and in resolving certain issues that impact University policy. There will be periodic updates presented to the Steering Committee by the Executive Committee and the Project Director. These updates will enable the Steering Committee members to become advocates for the project and to assist in communicating the objectives of the project to the University community. This committee meets approximately three times per year.

Membership:

  • Executive Vice President and Chief Operating Officer (Chair) *
  • Vice President and Provost for Health Sciences
  • Vice President and Provost *
  • Vice President for Research and Public Service
  • Vice President for Management and Budget *
  • Vice President for Student Affairs
  • Vice President and Chief Information Officer *
  • Chair, Faculty Senate
  • Chair, University Committee on Information Technology
  • Executive Assistant and Chief of Staff, Office of the President

* Denotes membership on the ISP Executive Committee.

Executive Committee
The Executive Committee provides oversight, guidance, and approval for all major elements of the Integrated Systems Project. The Executive Committee works closely with the Project Director in reviewing project plans, scope, and budget and facilitates the resolution of issues to ensure successful completion of the initiative.

In this capacity the Executive Committee is responsible for:

  • Approving the project plan, allocating resources, and monitoring budgets to ensure the successful completion of the project
  • Resolving certain issues, policies, and change management items
  • Ensuring that an appropriate project priority is established and resources are allocated to the project
  • Ensuring the timely and effective cooperation of all schools, departments and other operating units of the University in providing information and other required assistance to the project teams
  • Actively helping to remove obstacles and solve problems that are beyond the control of the Project Director
Membership:
  • Executive Vice President and Chief Operating Officer (Chair)
  • Vice President and Provost
  • Vice President and Chief Information Officer
  • Vice President for Management and Budget

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Area Liaisons / Advisory Committee
An ISP Advisory Committee of 14 members was established during the planning phase to provide the ISP with University-wide advice during implementation. It was expanded to 21 to assure that every University unit is represented. The committee is comprised of the chief administrative officer from each of the ten schools, their counterparts from the Library, Facilities Management, Business Operations and Athletics, and an equivalent representative from other major business units of the University. The Advisory Committee meets monthly, or more frequently during specific phases. The implementation of the Oracle applications requires a commitment of resources from each unit (department/school/central) to facilitate a successful rollout and provide ongoing support. Key roles are shown under the ISP Communications Structure (section X) of this document.

Technical Advisory Group
An Integrated Systems Project Technical Advisory Group (TAG) will be formed to provide the ISP with technical advice. Initially this group will be represented by:

  • ISP – Technical Lead (Chair)
  • ITC – Director of Applications & Data Services
  • ITC - Director of Communications & Systems
  • KPMG Technical Lead
Other representatives from the University community will be added as the group works through issues. The group will initially meet weekly, however, this could change as the project progresses. The goals of TAG are:
  • Project status and progress
  • Issue resolution of current and anticipated technical issues
  • Project and resource planning/scheduling
  • Information updates on other technical efforts which are external to the ISP, but which might have an impact to the project in some way
ISP Project Director (U.Va.)
The Project Director is responsible to the ISP Executive Committee for the success of the project. The charge from the committee is to conduct a successful systems implementation, on time and within budget. The Project Director will refer to the Executive Committee for approval such issues as:
  • Major increases or decreases to project scope
  • Decisions regarding alterations to the Oracle base code in the software applications (i.e., “modifications”).
  • Strategic configuration decisions such as those related to the charging instructions (general ledger vs. project-centric approaches), alterations to the University’s employee master file, etc.
The Project Director is responsible for:
  • Reporting to the Finance Committee of the Board of Visitors (shared with the Executive Vice President and Chief Operating Officer)
  • Acquiring all resources needed for the successful completion of the project. These include:
  • Financial resources
  • Human resources, both from within the University and from consulting firms and other external sources
  • Software, hardware, etc.
  • Other goods and services
  • Conducting, with the Department of Procurement Services, all contract negotiations for consulting services, hardware, software, etc., and serving as the official University contract administrator for all executed ISP contracts
  • Serving as the project representative on all State issues that relate to the ISP effort, reporting to the Office of the Secretary for Technology, the State project review committee, etc.; coordinating these efforts with others at the University who have primary responsibility for State relations.
  • Communicating both within the University community and outside the University community about the goals, objectives, status, and plans of the ISP (shares this role with the ISP Communications Manager)
  • Serving as Chair of the ISP Advisory Committee.
  • Making all resource allocation decisions that affect the project budget, including both personnel (the number and type of) as well as all goods and services decisions (shares responsibility with the Associate Project Director (U.Va.))
  • Managing the project, including creating and maintaining the project schedule, assuring the timeliness and quality of all team and other assigned deliverables, etc. (shares responsibility with Associate Project Directors (U.Va. and KPMG); the Associate Project Director (KPMG) has the primary responsibility for this function)
  • Supervising the following members of the ISP team:
  • Associate Directors (U.Va. and KPMG)
  • Office Manager
  • Training Manager
  • Communications Manager
  • Technical Lead
  • Functional Lead
  • Conducting all activities consistent with the approved project plan and project budget

Reports to the Executive Vice President and Chief Operating Officer, who also serves as Chair of the ISP/PS Steering Committee and the ISP Executive Committee.

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Associate Project Director (U.Va.)
The Associate Project Director (U.Va.) shares responsibility with the Project Director for the success of the project. Is overall in charge of the project in the absence of the Project Director.

Responsibilities include:

  • Sharing responsibility with the Project Director for all resource allocation decisions that affect the project budget. Resource allocations include both personnel (the number and type of) as well as all goods and services decisions
  • Sharing responsibility with both the Project Director and the Associate Project Director (KPMG) for all project management duties, such as coordinating, maintaining, and making changes in the project schedule, ensuring the timeliness of deliverables and adherence to the Quality Plan and the Testing Plan. The Associate Project Director (KPMG) has the primary responsibility for this function.
  • Implementing and maintaining the project budget tracking system, generating the monthly financial reports and for providing monthly updates on the financial position to the Core Team
  • In conjunction with the Project Director, creating and managing the project infrastructure, (i.e., project administrative processes, project policies and procedures, etc.)
  • Working closely with the Associate Project Director (KPMG) to facilitate an accelerated knowledge transfer of ERP project management
  • Supervising the Business Analyst
  • Participate in other Core Team activities
  • Conducting all activities consistent with the approved project plan and project budget

Reports to the Project Director.

Associate Project Director (KPMG)
This person is the Engagement Manager for KPMG and is generally responsible for project operations. Major duties include: project scheduling (coordination, maintenance, changes), timeliness of deliverables, adherence to Quality Plan, issues tracking and decision process, and adherence to the Testing Plan.

Reports to the Project Director.

Communications Manager (U.Va.)
The Communications Manager is responsible for designing, implementing, and maintaining a comprehensive communications effort for the Integrated Systems Project.

In this capacity, the Communications Manager is responsible for:

  • Serving as a key communication link to faculty, staff, and others about various project issues and concerns
  • Devising and executing a communication plan for the project
  • Constructing clear and consistent messages about the project and ensuring that the messages are disseminated to the appropriate audiences through appropriate vehicles
  • Managing the project website
  • Producing and distributing regular updates on project progress
  • Producing and distributing reports and other documents as required
  • Working with University Relations staff to help communicate the message to internal and external audiences
  • Assisting with meetings, including agenda review and discussion, scheduling, and communication
  • Assisting project teams to facilitate the communication of project progress to campus communities
  • Assisting in the development of training materials
  • Identifying opportunities to present information about the project and to gather feedback
  • Assessing the effectiveness of our communication strategies on a regular basis
  • Conducting all activities consistent with the approved project plan and project budget
  • Participating in other Core Team activities

Reports to the Project Director.

Training Manager (U.Va.)
The Training Manager is responsible for all aspects of the ISP training program including design, marketing, scheduling, and delivery. Training includes end-user documentation, instructor-led training, and web-based instruction for end-users, functional-managers, and technical-employees.

In this capacity the Training Manager is responsible for:

  • Determining the University’s training needs and providing solutions
  • Designing and implementing the training strategy
  • Establishing standards for all training materials and project documentation
  • Recruiting and providing instructional designers to the functional teams
  • Serving as a coordination point between training resources and the Instructional Designers
  • Overseeing the instructional design process
  • Ensuring consistency and quality for training across modules and phases
  • Monitoring training’s effectiveness
  • Recruiting and supervising the training registrar/project librarian
  • Creating and maintaining the project’s electronic and hardcopy documentation libraries using Traction or other software products
  • Conducting all activities consistent with the approved project plan and project budget
  • Participating in other Core Team activities
Reports to the Project Director.

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Functional Lead (U.Va.)
The Functional lead is responsible for ensuring that the work of all functional teams is conducted within scope, is executed by following the proscribed steps in the established methodology, and other tasks, as may be considered necessary, are completed throughout all phases of the implementation (i.e. Envision, Focus, Design Conceptual Solution, Design Solution Details, Build and Test, Deploy, and Enhance).

In this capacity the Functional Lead is responsible for:

  • Executing and managing project plans in accordance with the project methodology
  • Ensuring that the Module Team deliverables meet the high quality standards established by the Project Director and the project Quality Plan
  • Day-to-day responsibility for the Module Teams’ activities
  • Ensuring that the necessary communication takes place between the Module Teams
  • Holding status meetings and issuing status reports to the Project Director and others as may be considered necessary
  • Conducting all activities consistent with the approved project plan and project budget
  • Participating in other Core Team activities
Reports to the Project Director.

Functional Lead (KPMG)
This consultant is assigned to support the Functional Lead (U.Va.). The consultant will provide Oracle implementation advice and guidance to the teams in completing tasks and in maintaining the pace of deliverables. In the initial weeks of the team effort, the consultant will be active in guiding the teams through the initial deliverables. The consultant will also work cooperatively with and jointly prepare all deliverables assigned to the Functional Lead (U.Va.), as contained in the project plan.

Reports to the Functional Lead (U.Va.) and to the Associate Project Director (KPMG).

Technical Lead (UVA)
The Technical Lead is responsible for all technical aspects of the ISP for the duration of the project. These responsibilities include:

  • Becoming familiar with the technical capabilities and features of all the software products (both Oracle and third party products)
  • Coordinating and facilitating the provision of all technical resources, including technical staff, hardware, and software
  • Recruiting technical staff
  • Directing all technical activities for the ISP, based on the project plan, including software configurations and modifications, report development, data conversion, interface development, workflow development, Web enablement, security implementation, data warehousing, version control, quality assurance, disaster recovery, etc.
  • Acting as a liaison to the University's department of Information Technology and Communications (ITC), software vendors (Oracle and third party vendors), the implementation partner (KPMG), and others to meet all technical goals and deadlines of the ISP
  • Ensuring that the project's technical work environment is maintained (project server, staff workstations, security, etc.)
  • Chairing the Technical Advisory Group (TAG)
  • Identifying and resolving technical issues as they arise
  • Serving as a reviewer in accordance with the Quality Plan
  • Conducting all activities consistent with the approved project plan and project budget
  • Participating in other core activities

Reports to the Project Director

 

Technical Phase Lead (U.Va.)
The Technical Phase Lead is responsible for coordinating most of the day-to-day technical activities of the current phase of the project.

The responsibilities of the Technical Phase Lead include:

  • Becoming familiar with the technical capabilities and features of all of the software products (both Oracle and third party products)
  • Executing the project methodology for technical aspects of the project
  • Directing the day-to-day assignments of the following ISP technical resources: the TAR Coordinator, the Technical Coordinator (who is responsible for the technical pool of programming/analyst resources), and the project DBAs
  • Serving as a coordination point between these technical resources and the Technical Leads
  • Ensuring that all technical issues are identified and resolved or escalated in a timely manner
  • Communicating project issues/information to ITC staff (Applications and Data Services division), as appropriate
  • Conducting all activities consistent with the approved project plan and project budget
Reports to the Technical Lead (U.Va.).

Technical Phase Lead (KPMG)
The Technical Phase Lead (KPMG) is responsible for advising the Technical Phase Lead (U.Va.) on the day-to-day technical activities of the project and planning for the longer-term technical activities of the project.

The responsibilities of the Technical Phase Lead (KPMG) include:

  • Executing the project plan for technical aspects of the project
  • Directing the day-to-day assignments of KPMG technical staff members
  • Ensuring that all technical issues are researched and approaches are explained as the resolution may impact the current implementation and on upgrades
  • Communicating project issues to the ISP Technical Lead (U.Va.)
Reports to the Technical Lead (U.Va.) and the Associate Project Director (KPMG).

Technical Coordinator (U.Va.)
The Technical Coordinator is responsible for coordinating the day-to-day activities of staff in the technical pool.

The responsibilities of the Technical Coordinator include:

  • Becoming familiar with the technical capabilities and features of all of the software products (both Oracle and third party products) that relate to the applications configuration/development
  • Reviewing programming and testing activities of technical staff in the technical pool (including program analyst/modifier, interface programmers/analysts, conversion programmers/analysts, unit testers, system integration testers, report designers, and data warehouse builders)
  • Balancing the workload (making and monitoring assignments) of the staff in the technical pool
  • Ensuring quality of technical products and that they meet design specifications
  • Ensuring that all technical issues are identified and resolved or escalated in a timely manner
  • Conducting all activities consistent with the approved project plan and project budget
Reports to the Technical Phase Lead (U.Va.).

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LSP
The Local Support Partner (LSP) for the ISP is responsible for providing technical support for the entire project team. This technical support includes:

  • Ensuring that the network in the ISP team building is maintained and available for all ISP team members.
  • Providing and maintaining the ISP project server and the applications that reside on it (including Traction, Tutor, other project documentation, etc.)
  • Providing workstation support, including ordering, installing, configuring, and testing new hardware, and repairing broken hardware.
  • Providing help (troubleshooting, fixes, other assistance) to ISP team members on an “as needed” basis with regard to workstation software or hardware.
  • Managing the security access system for the ISP building.
Reports to the Technical Lead (U.Va.).

Technical Lead Advisor (KPMG)
This consultant is the primary technical expert for the implementation of Oracle applications. His/her focus will be on supporting the Technical Lead (U.Va.) and the Technical Phase Lead (U.Va.) during the implementation. In the initial weeks of the team effort, the consultant will be active in guiding the teams through the initial deliverables. The consultant will also work cooperatively with and jointly prepare all deliverables assigned to the Technical Lead (U.Va.), as contained in the project plan.

Reports to the Technical Lead (U.Va.) and to the Associate Project Director (KPMG).

Change Management Advisors (KPMG)
These advisors provide part-time support to the Communications Manager (U.Va.) and Training Manager (U.Va.) in developing approaches to change management, human resource changes, and training.

The responsibilities of these advisors include:

  • Assisting the Core Team in following the project methodology for Human Resources and Change Management aspects of the project
  • Reviewing deliverables designed by the Communications and Training Managers.
  • Communicating project issues to the Communication and Training Managers.
Reports to the Communications Manager (U.Va.), Training Manager (U.Va.), and the Associate Project Director (KPMG).

Training Registrar/Librarian (U.Va.)
The training registrar is responsible for ensuring that the instructor-led and web-based training offerings are scheduled, marketed, and updated. This will ensure that the end-users of the Oracle applications have access to the education products of the Integrated Systems Project. The registrar manages the project documentation library, end-user documentation system, and web-training products.

In this capacity Training Registrar/Librarian is responsible for:

  • Project documentation management
  • End-user documentation coordination
  • Instructor-led training registration
  • Classroom coordination
  • Workshop marketing
Reports to the Training Manager.

Office Manager
Provides a full range of administrative support services to project director and members of ISP core team to include:

  • Serving as the procurement, human resources, and payroll officer for the ISP. In this capacity, prepares, seeks approval for and submits all required requisitions and payment documents.
  • Supervising the project staff assistant
  • Arranging all project travel including transportation and lodging.
  • Serving as the telephone service coordinator for the project
  • Reconciling all AMO-90 reports and prepares a monthly aggregate report for the project director.
  • Ensuring that all supplies necessary for project activities are within stocking limits.
  • Scheduling meetings and arranging meeting logistics for the project director and members of the core team.
  • Serving as the interface between the project and the Department of Facilities Management.
Reports to the project director.

Business Analyst
The Business Analyst will work with the Associate Project Director (U.Va.) and the Associate Project Director (KPMG) on all aspects of project management to include:

  • Maintaining and analyzing the project schedule, to include updating the project schedule, analyzing progress on tasks and deliverables to ensure that the project stays on schedule, and notifying appropriate individuals of issues or problems with the project schedule
  • Issues tracking, to include maintaining a database of project issues, monitoring all issues to ensure that they are resolved in a timely manner, and recording all solutions
  • Financial management, to include preparing the annual operating budget, performing on-going analysis of the project budget and expenditures, and assisting with preparation of financial reports required by the Board of Visitors, the ISP Steering Committee, the ISP Executive Committee, the Project Director, or the Project Teams, as appropriate

Reports to the Associate Project Director (U.Va.).

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Teams
Each Oracle application will have a dedicated team assigned to design, build, test, deploy and stabilize the applications. An implementation team is comprised of three elements:

  • several functional experts (i.e., administrative staff from departments, schools, and the central office) augmented by advisory members as needed to incorporate a broad input of ideas
  • technical experts from Information Technology and Communications (ITC)
  • KPMG and/or Oracle advisors in both the functional and technical areas being implemented

Each team will have a Functional Team Lead (U.Va.), Functional Team Advisor (KPMG), Functional Team Members (U.Va.), Technical Track Member (U.Va.), Technical Track Member (KPMG), and Instructional Designer (U.Va.). All members report to the Functional Team Lead.

1. Functional Team Lead (U.Va.)
The Functional Team Leads will execute the project methodology for their specific application/s through all phases of the implementation (i.e., envision, focus, design conceptual solution, design solution detail, build and test, deploy, and stabilize).

In this capacity the Functional Team Leads are responsible for:

  • Becoming proficient with the capabilities and features of the software application
  • Ensuring the timely completion of all deliverables as defined by the project methodology and other deliverables as may be considered necessary
  • Directing the assignments of the Functional Team Members and monitoring the status of the assigned tasks to ensure that each objective is accomplished in both a timely and high quality manner
  • Communicating with other functional teams to ensure that the cross impacts of redesigned processes do not conflict with those of other teams

Reports to the Functional Lead.

1. Functional Team Member (U.Va.)
The Functional Team Members will execute the assigned tasks as contained in the project methodology relative to their specific application through all phases of the implementation.

In this capacity the Functional Team Members are responsible for:

  • Becoming proficient with the capabilities and features of the software application
  • Ensuring the timely completion of all deliverables as defined by the project methodology and other deliverables as may be considered necessary
  • Communicating with other application teams to ensure that the cross impacts of redesigned processes do not conflict with those of other teams.

Reports to the Functional Team Lead.

1. Instructional Designer (U.Va.)
The Instructional Designers will design, monitor, implement, and evaluate a plan to develop tools, applications, and courseware that will assist technical professionals, functional professionals, and end-users in learning how to efficiently and effectively use the Oracle applications.

In this capacity the Instructional Designers are responsible for:

  • Becoming proficient with the capabilities and features of the software application
  • Collaborating to design courseware on the effective use of the system and its business practices.
  • Overseeing a plan to design tools, applications, and courseware that will assist functional and technical instructors in the delivery of information
  • Providing primary design support to a specific functional team to ensure the delivery of quality instruction to technical professionals, functional professionals, and end-users
  • Ensuring the timely completion of all training deliverables related to a specific functional team as defined by the project methodology and other deliverables as may be considered necessary
  • Communicating frequently with other ISP teams, other instructional designers, and the Training Manager to ensure that training is consistent between ISP teams and phases and to prevent the creation of obstacles for other teams
  • Serving as the documentation resource for the team

Reports directly to the Functional Team Lead and is responsible to the Training Manager for adherence to the Training Plan.

1. Technical Track Lead (U.Va.)
The Training Track Lead is responsible for:

  • Becoming familiar with the functional and technical capabilities and features of the software products (both Oracle and third party products)
  • Ensuring timely completion of all module steps as defined by the project methodology and other steps as may be considered necessary
  • Providing technical advice and counsel to the functional team (serving as a technical subject matter expert)
  • Coordinating with other project technical staff and management to ensure adherence to project technical standards and to resolve technical issues as they arise
  • Working with the Technical Coordinator and the staff in the technical pool to ensure timely and quality development/configuration of the software
  • Acting as a bridge to the technical development staff in defining and designing approved customizations and modifications

Reports to the Functional Team Lead and is responsible to the Technical Phase Lead (U.Va.) for compliance with technical standards and for completion of technical deliverables.

1. Functional Team Advisor (KPMG)
These consultants will have demonstrated experience in implementing the Oracle application. In the initial weeks of the teams’ efforts, these consultants will be active in guiding the team through the initial deliverables. As the team gathers experience with the application and the project methodology, the consultants role will shift to that of a team member who assumes the shared responsibility for completing the deliverables assigned to the team, as contained in the project plan. Key advisory roles are to explain the Oracle application to the team, to help the team reach decisions in a reasonable timeframe, and to maintain the pace in completing tasks.

Reports to the Functional Team Lead.

1. Technical Team Advisor (KPMG)
These consultants will serve as technical advisors to the team and as mentors to the Technical Track Lead. They will assist in determining the best technical approach for resolving functional and/or process gaps, be active team members on their assigned teams, and will assume the shared responsibility for completing the deliverables assigned to the team, as contained in the project plan. They will also act as a bridge to the technical development staff in defining and designing approved customizations and modifications.

Reports to the Functional Team Lead.

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SCOPE

Initial Implementation Effort: The initial implementation effort will commence on December 1, 1999, and is scheduled to be completed within five (5) years.

Oracle applications to be implemented:
Phase 1 - Finance Applications
Description: This phase will provide the foundation for the University’s financial system. The chart of accounts will be redesigned. An integrated accounting system will be provided that will require significantly less effort in the area of funds management. Dramatically improved management reporting capabilities will be provided.

Applications to be deployed:


• General Ledger
• Oracle Grants Management and Labor Distribution
• Accounts Receivable and Cash Management

• Purchase Orders and Accounts Payable
• Order Entry and Inventory 
• Reports and Data Warehouse

Phase 2 - Human Resources and Payroll Applications
Description: Both the Human Resources Management System (HRMS) applications and the Payroll applications will be implemented concurrently. These applications have significant dependencies, as well as dependencies with the financial applications previously installed.

Applications to be deployed:

  • Human Resources Management System
  • Payroll
  • Time Management
  • Training Administration
  • Public Sector Budget
  • Fixed Assests
  • Pre-Award Grants
  • Reports and Data Warehouse

Phase 3 - Student Information System Application (currently under development by Oracle)
Description: This phase will provide a replacement for the University’s current student information system. The new student information system will provide more complete integration with the other applications (Finance and Human Resources/Payroll) and will allow the creation of a more complete electronic student record which will serve multiple purposes.

Applications to be deployed:

               
• Recruitment
• Admissions
• Advising
• Student Records
• Registration
• Student Billing
• Student Financial Aid
• Web and Self-service applications
• Reports and Data Warehouse

Data Warehouse:
Initially, the data warehouse will contain only information that derives from the Oracle applications. It will be built using Oracle Data Warehouse Builder and will reside within an Oracle database. Over time, this will become the University’s only data warehouse platform.

Units included in legacy systems replacement: Oracle applications will replace all of the University’s legacy systems in finance, human resources/payroll, and student information systems. Once deployed, all University operating units, including the College at Wise, the regional centers, etc., that currently use the University’s legacy systems will use the Oracle applications. Implementation will be simultaneous across all operating units; all departments, schools, and central offices will migrate to the new applications on the same date.

Alternate or supplemental systems: In some areas of the University (Facilities Management, Business Operations, College at Wise, Darden School, regional centers, etc.), alternate or supplemental systems are currently in place that either complement or function in lieu of the University’s legacy systems. To the extent that Oracle applications reasonably accommodate the business needs of these units, Oracle applications will replace these alternate or supplemental systems. A portion of these systems will be replaced during the initial five-year implementation effort, simultaneous with the deployment of the new Oracle applications. The extent of this initial replacement effort will be determined during the design phases of each ISP implementation effort. The remainder of these alternate or supplemental systems will be replaced on a schedule to be developed.

Note: It may be possible for the operating units to migrate to the Oracle applications with only minimal assistance from the ISP team. This would allow the alternate or supplemental systems to be abandoned at an earlier date.

Deployment of new applications: The ISP will deploy several applications for which no legacy systems currently exist. Examples include, but are not limited to:

  • Accounts receivable
  • Cash management
  • Training administration
  • Inventory
Since in these cases no legacy systems currently exist, many University units use “shadow” or other systems to meet their needs. These units will be expected to implement and use the new Oracle applications on a schedule to be developed during the design phases of each of the four implementation efforts.

Medical Center and University-related foundations: Neither the Medical Center (Agency 209) nor the University-related foundations are included in the scope of the ISP. However, the Medical Center and University-related foundations may purchase Oracle products via the University’s contract with Oracle.

Common Procurement: During Phase 1b, procurement of goods and services from both external and internal service providers will be consolidated such that all segments of both the external and internal procurement processes (shopping, ordering, and payment) operate from within the same set of Oracle applications.

Imaging: All ISP teams will be expected to determine whether imaging should be included in their application design. Imaging should be included in the design efforts of each team to the extent that this capability will allow the project to achieve the benefits expressed in the project business case. The current University plan for imaging is to contract with one or more software vendors for this capability.

Use of the Internet: To the maximum extent possible, the Internet will be used as means by which to:
  • access and operate the Oracle applications
  • access the information contained within the Oracle applications and the data warehouse
  • make entries into the University’s information systems as part of the deployment of any self-service application

Interfaces: Many interfaces will have to be created in order for the Oracle applications to be deployed. Normally, it will be the responsibility of the ISP team to create the required interfaces, with assistance from the unit responsible for the non-Oracle application. However, there may be instances in which the non-Oracle side of the interface is contained in a unique software environment. In these instances, it may be more cost-effective for the unit maintaining the unique software to write either some or all of the interface program. In this case, the ISP will negotiate the resource requirements with the unit.
In instances where a unit has received approval to continue to operate and maintain an application for which Oracle provides a viable alternative, the unit will be responsible for the cost of creating and maintaining all necessary interface programs.

Conversions: Some information currently residing in non-Oracle applications will be converted for use within the new Oracle environment. The conversion of this information will be a joint effort between the ISP team and the unit currently maintaining the information. In general, the ISP team will be responsible for providing the conversion program/s, and the unit currently maintaining the information will be responsible for ensuring that all converted data conforms to the new data definition and standards for data integrity created by the ISP team.

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IMPLEMENTATION APPROACH
Methodology
The implementation will occur in phases for the following reasons:

  • The University lacks experience in implementing ERP applications and also lacks experience with Oracle software products
  • Implementation will be comprehensive; all organizational units (departments, schools, central offices, etc.) will use the deployed applications that replace the current legacy systems
  • The deployment of these applications will occur simultaneously across all units 
  • Educating students, faculty, and staff on the use of Oracle applications will be a significant effort and will be accomplished more easily by deploying in phases
The Student Information System (SIS) is scheduled as the last application to be deployed for the following reasons:
  • The initial production version of the Oracle SIS that will contain sufficient functionality to serve the U. S. higher education marketplace is not scheduled for release until approximately September 2001 
  • The applications have significant dependencies associated with both the financial and human resources/payroll applications
Oracle Package-Driven Implementation Methodology (TRACTION), developed by KPMG, will be used to implement the application and manage the project. The methodology has been developed from KPMG’s Oracle and ERP implementation experience. The implementation steps, collectively called pathways, are based on Oracle’s architecture and ensure that the applications’ business process capabilities support the University’s objectives and needs. Documentation, techniques, and tools will be focused on exploiting the strengths and business processing capabilities of Oracle. The Oracle Package-Driven Implementation Methodology solution pathway guides the team through a series of activities and tasks beginning with a business vision and ending with implementation of the Oracle applications.

A key element of the methodology is the generation of a detailed work breakdown structure in Microsoft Project that is used to track the project. The Work Breakdown Structure (WBS) is a project management term for the hierarchy of progressively detailed activities and tasks required to successfully complete a project. The WBS contains project deliverables, activities, and tasks.

The pathway is broken into seven phases (Envision, Focus, Design Conceptual Solution, Design Detailed Solution, Build and Test, Deploy, and Enhance). Each phase contains additional detail that guides the project team through the steps required to complete the objectives of the solution pathway. Examples and techniques are linked to low level activities and tasks to provide the project team with sample deliverables and tools used on previous engagements.
In addition, the pathway can be viewed differently by all members of the project team, thus providing a flexible end-to-end implementation tool that can be used throughout the life of the project.

Changes to the Oracle Applications
The basic approach to the implementation of the Oracle applications is to rely on the best practices as contained in the delivered application. There are several reasons for this approach. First, changes to the delivered application are expensive to design, develop, test, and maintain. Keeping the application as “vanilla” as possible eliminates difficulties when revisions and upgrades are implemented.

Customizations, Modifications, and Bolt-On Applications are types of changes that will be avoided. Customizations are software components developed as adjunct processes to the Oracle applications. Modifications are software changes made to the Oracle applications. These could be changes to the core software or to the table structure. Bolt-on applications are separate software packages that must be interfaced to the Oracle application.

Changes to the Oracle application should not be confused with configuration choices available within the implementation process. These configuration choices do not impede upgrades to the Oracle application.

Teams will be chartered to look for opportunities to blend the University’s current processes into the processes contained within the Oracle applications as best practices or seek alternative processes that do not require modifications. All customizations and modifications are considered out of the scope of the ISP Plan. The time and budget impact resulting from the proposed change will be evaluated by the Associate Project Director (U.Va.).

Oracle and other software purchased and deployed as part of the ISP effort will not be customized without the prior written approval of the ISP Executive Committee. Requests for software customizations will be considered to meet only the following needs:
  • Mandatory compliance with external regulatory bodies such as the Commonwealth of Virginia or the Federal government
  • To meet required life and health safety needs
  • To meet a critical business need that can not be accomplished in any other way

Customizations and modifications will not be made to the core application code. This action would invalidate the warranty and limit Oracle technical support if there were problems related to the software.

Conference Room Pilot
A Conference Room Pilot (CRP) database instance will be used by the application teams to test setup scripts, data, process flows, on-line help, and training materials. A CRP is generally an uncontrolled environment, allowing application developers and users to experiment without having to be concerned about the impact their transactions have on testing. Because the CRP is uncontrolled, it is important that team members maintain external documentation for the setup values used.

Other key functional and technical users from the University will be invited to CRP sessions periodically to confirm and assist with proposed changes to designs made by the application teams

Documentation
The project will record all significant activities as Traction documents. These documents are termed deliverables. The functional teams are primarily responsible for producing deliverables that record the decisions that adapt the Oracle application to the University environment.

Each deliverable will have a unique control name identified within the Traction methodology. Functional teams will generate the initial documentation. Documents will be subjected to a review process to ensure completeness and accuracy. Each functional team will be assigned an instructional design staff member to ensure that training information is captured as the documents are developed. Final documents will reside in a common server area under the security of the Librarian. The Librarian will control access and editing of the final documents.

Documentation will include design decisions, issues and resolutions, customizations, modifications, test scripts, test results, and workflow diagrams.

Security
Several software applications will be in use during the ISP implementation effort. These include:

  • Corporate Time (scheduling software)
  • E-mail (Eudora)
  • Traction (Work Plan, Time Reporting, and TraX Issue Log)
  • Oracle applications.

Security will be established for each of these applications. The project LSP will provide access to Corporate Time and to e-mail. Access to the Traction application will be limited to members of ISP teams unless otherwise approved by the Project Director. Changes to the Traction schedule will be coordinated with the Associate Project Director (KPMG). Access to Oracle applications will be assigned according to the ISP Security Plan.

Training
“An administrative system is only as good as an employee’s knowledge to use it.”

The goal of training is to ensure that every employee coming into contact with the Oracle applications is provided the knowledge and skills to use the system with maximum efficiency and effectiveness.

Each ISP team member will be provided training by both Oracle and KPMG to prepare them to be productive as quickly as possible. Oracle training will focus on the functional or technical skills the team member will require during implementation. In addition to Oracle application training, KPMG and U.Va. members of the project team will provide training on the project scope, charter, methodology, task assignments, documentation standards, and implementation timeline for the application assigned to that team for implementation.

The Instructional Designers will execute the end-user training plan for the University community with guidance from the Training Manager. This will include creating, marketing, and providing end-user documentation, instructor-led training materials, and web-based instruction materials.

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CRITICAL SUCCESS FACTORS
Sponsorship

  • Strong, stable executive leadership that provides visible and consistent sponsorship of and support for the project objectives and the project team.
  • Commitment by the project Executive Committee to support universal use of the deployed applications.
Resources
  • Adequate resources to support staffing, consultants, training and the technical infrastructure required to meet project objectives.
Project Management
  • A comprehensive project management plan, with a clear and rigorous methodology that includes risk assessment, risk mitigation strategies, a quality control program, and independent third party review of project progress.
  • Well defined and communicated roles and responsibilities to assure accountability, ownership and quality.
  • A committed and well informed project manager and project team having a thorough understanding of the project goals and milestones.
  • Knowledge of the integrated system software to quickly identify gaps, ensure proper system design and avoid potential pitfalls during implementation.
  • Experience in large-scale system installation.
  • Knowledge of industry best practices and viable alternatives for core business processes.
  • A thorough understanding of known project risks and assumptions by the Executive Committee and project team.
  • A defined scope for the project.
  • Minimal modifications to the base code of the software. (All modifications will require Executive Committee approval.)
Community
  • The willingness of the institution to change significantly the manner in which work is performed through the installation of the software, modification and simplification of current administrative processes, modified policies and organizational structure.
  • The willingness of the institution to function as one team in support of the goals and mission of the project. 
  • The ability of the institution to make the decisions to change and simplify in a timely manner.
  • A continuous process through which to inform and train all levels of the user community, both pre- and post-implementation.
  • A continuous process through which to seek guidance and cultivate acceptance of the system by all levels of the user community.
  • Continued commitment on the part of the Commonwealth of Virginia toward decentralization and improved information technology.
Vendor
  • Continued commitment by the vendor to develop and support software applications appropriate for higher education.


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ISSUES AND CHANGE REQUEST SYSTEM AND PROCESS

Click this link to see an Issues Resolution Diagram

Issues Tracking
The Integrated Systems Project will use an Access database, called TraX, to document and report:

  • Issues
  • Change requests
  • Gaps

This database will be located on the same server as Traction but is independent of Traction. The application will be available to any ISP member through the web. A simple security database of authorized users will be maintained to limit outside access to the data.

For each of the areas being tracked (issues, change requests, and gaps), the system will provide the ability to record new entries, update entries, query entries, and view the entire table of entries. There is a status reporting capability that will be used to provide weekly reports for the teams. This report feature will be used in conjunction with the decision criteria escalation described in the Issues Resolution Plan. The system has the added capability to track testing cycles and test cases, if the teams determine that this tool is the best approach.

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RISK MANAGEMENT
Inherent in a large-scale implementation such as the ISP are risk factors that must be addressed to assure a successful implementation.  The ISP has been addressing project risks using methods developed during the planning phase that will continue through implementation.

Common risks and the approach for resolution include:

  • Management Commitment - The key risk to a successful project is the lack of sufficient support of the senior management of the University.  The ISP Executive Committee is charged with the responsibility of insuring a complete and successful project implementation at the University. This committee currently meets every two weeks with the senior project staff, to include the KPMG Program Director.  The ISP Project Director reports directly to the Executive Vice President and Chief Operating Officer.

  • Project Scope - A defined scope is critical to establish the parameters of the project, develop a budget for the project and channel the efforts of the teams. The scope of the project has been developed and documented. The scope for the ISP identifies the objectives of the implementation, the particular applications to be implemented and the timing of these applications.   This document will be used to charter the ISP application teams.

  • Project Plan - The project should be described in a detailed planning document to ensure that time is well spent, all tasks and responsibilities are clearly assigned, key elements are addressed in the proper sequence and the implementation is completed on schedule and within budget. Prior to initiating the implementation effort, a detailed project plan will be developed for the Finance phases of the implementation, and a higher-level plan will be developed for the Human Resources/Payroll implementation and the Student Information System implementation.  The plan will include detailed schedules and required documents from each team to record their work effort.

  • Broad Participation - A key success factor is participation from the University community and acceptance by the users.  Without this level of support and involvement, the applications will not be used to their full capacity.  It is important that both the users and the information technology staff accept the system. Participation equals involvement.  The ISP project plan includes user involvement in the following four areas:
    • Senior management is actively involved on the ISP Executive Committee 
    • The University community is involved on an ISP Advisory Committee and as individual members of the various implementation teams described in subsequent paragraphs
    • All the implementation teams will have membership from the information technology office (ITC)
    • The user community will be involved in testing and training 
These relationships are already in place and functioning.
  • Issues Resolution - The capacity to make timely decisions is an important risk factor in all ERP implementations.  Issues will develop during the design and implementation phases of the project.  The ISP must be structured to quickly and completely resolve the issues and provide unambiguous direction to the teams working on the implementation.

  • Exit Strategy - Exit points exist at the conclusion of each phase of the implementation. The strategy includes the ability to terminate the project at the end of each phase. To execute this strategy, the University will purchase Oracle software only to the extent it is required for completion of each phase of implementation. In addition, separate contracts for KPMG consulting services will be negotiated for each phase of the implementation effort. After deployment of the initial suite of financial applications, described as Phase 1a, the University would have in place a robust general ledger, grants management and cash receipts system with interfaces to existing systems within the University of Virginia. Upon completion of the second phase of the finance implementation, the University would have in place fully functional purchasing, accounts payable and budget systems. All of these will be integrated with the applications installed in Phase 1a.
A more detailed description of the overall Risk Management Plan is stored in the Traction library.

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ISP COMMUNICATIONS PLAN
One of the critical success factors for the Integrated Systems Project is a continuous process through which key stakeholders are informed about the project and through which project staff are kept informed of the needs and concerns of the stakeholders. The purpose of the ISP Communications Plan is to outline that process. The key elements of the Communication Plan are:

  • Who is responsible for project communication
  • To whom communication will be targeted
  • What information is to be communicated
  • How and how often information will be communicated
  • Feedback sought
  • Feedback mechanisms
  • Outcomes expected

The format of ISP communications will conform to an established identity system that includes a logo, a template for the website and a standard layout for project-related documents. This will help readers identify project information and separate it from other U.Va. communications.

Project communications will be carried out in accordance with the Communications Plan located in Traction.

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ISP COMMUNICATIONS STRUCTURE
ISP Communications Manager
Responsibilities:

  • Provide Area Liaisons with the information they will need to communicate to their unit(s)
ISP Training Manager
Responsibilities:
  • Advise Area Liaisons and Unit/MBU Administrators on carrying out their change management responsibilities, as requested
ISP Core Team
Responsibilities:
  • Each Area Liaison will be assigned an ISP Core Team member as point of contact for information about the project
Area Liaison
Responsibilities:
Serve as facilitator of implementation for their unit(s) in the following capacities :
  • Be an advocate and change facilitator for their respective unit(s) and the broader University community
  • Be the primary point-of-contact for the ISP team
  • Provide input and feedback to the ISP team
  • Establish a resource team of Unit/MBU Administrators and Unit Subject Matter Experts (see below) and others as required in their respective units to help facilitate focus groups, identify shadow systems and interfaces, assist with testing, etc.
  • Serve as the primary communication person within the unit(s), and identify a method for communicating issues such as system updates, changes to policies and procedures, etc.
  • Help identify and implement changes in policies and procedures
  • Provide a user assessment on training needs for their unit(s)
  • Identify security levels
  • Work directly with University Human Resources on classification and compensation issues
  • Assist units to revise job descriptions as appropriate, consistent with University Human Resources guidelines and procedures and organizational structure
  • Incorporate best business practices where appropriate to maximize efficiencies within the units
  • Attend regularly scheduled meetings
Unit/MBU Administrators
Responsibilities:
  • Identify all end-users within the unit
  • Schedule end users into training courses and ensure training is attended
  • Become proficient in the policies and procedures relative to Oracle’s user administration system
  • Assist the ISP team in determining technical/computer readiness for the unit
  • Coordinate with the Subject Matter Experts to ensure all users have correct profiles/privileges to perform their business functions
Unit Subject Matter Experts
Responsibilities:
  • Develop a thorough understanding of the applicable Oracle systems, their functionality and operational procedures
  • Serve as the primary on-site resource for the unit users
  • Serve as the business process owner in the unit
  • Participate in the training of the unit users (training to fulfill this responsibility will be provided by the ISP team)

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TABLE OF CONTENTS

Issues and Change Request System and Process
Risk Management
ISP Communication Plan
ISP Communications Structure
 
 
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2001 by the Rector and Visitors of the University of Virginia
Thursday, 10-Apr-2003 14:46:07 EDT
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