Systems Project Overview
The University of Virginia is embarking on a five-year effort to replace
obsolete core technology and business systems in the areas of financial,
human resources and student services with an Enterprise
Resource Planning (ERP) system, a state-of-the-art group of integrated
software applications that will effectively and efficiently support the
core missions of the University: teaching, research and public service.
BACKGROUND AND RATIONALE
The University of Virginia is recognized as one of the countrys
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 also has engaged in 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 Universitys administrative
services and information systems must support its strategic vision.
The Universitys 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
In 1996, a three-year process was begun through which the University community
determined that the University should purchase and implement a group of
integrated software applications and solicited proposals from software
and consulting companies.
Oracle has been awarded a contract
for the software applications. Their experience in the higher education
arena and their product depth in the area of grants management were critical
factors. KPMG Consulting was awarded a contract for
assistance with project implementation. The major reason for selecting
KPMG was their recent experience implementing ERP software (particularly
Oracle) in institutions comparable to the University. KPMG also has an
established relationship with Oracle in product development. The experience
of KPMG in higher education reduces the risk of encountering difficulties
during the implementation.
efficiencies and effective operations
ability to adapt to growth and change
and implement an Enterprise Resource Planning system
and simplify the Universitys administrative processes, consistent
with the capabilities of the software
routing and approvals;
common look and feel across systems;
self-service features to employees and students;
access to information;
to modern client-server technology;
established migration path to new technology as it becomes available
on the marketplace;
which allows the University to adapt its information systems to meet
requirements caused by changing programmatic needs and program growth;
ability to meet compliance requirements.
If processes and technology are changed simultaneously, faculty, staff and
students can expect the following benefits:
the technical architecture will be dramatically simplified by reducing the
number of diverse systems and associated interfaces.
access to the data contained within the system through the use of better
access to the systems functionality through the Internet;
better trained workforce;
and faster response to changes in state and federal regulations;
policies and procedures;
steps from start to finish;
roles and responsibilities for all personnel;
opportunity for fewer approvals per transaction;
pre-audit and more post-audit of transactions;
submission of inaccurate transactions;
and intangible benefits.
Critical Success Factors
of the University leadership ( President Casteen and all of the
vice presidents have expressed total commitment to the success of the
project personnel ( The project has a core team dedicated full-time
to the project. In addition, personnel from all academic and other business
units will have an opportunity to help design, guide and implement the
new systems. This will truly be a team effort that will require the
talents, expertise and time of all members of the University community.
and training are critical One of the basic tenets of this
project is that extensive training must be provided if this effort is
to be successful. All University faculty and staff will be given ample
opportunity to be successful when operating the new system. Excellent
and accessible training will be vital to achieving this goal.
The integrated systems will be implemented in phases over a five-year
Phase 1 Financial Applications
Phase 2 Human Resources and Payroll Applications
Phase 3 Student Information System (currently under development by Oracle)
THE ISP LOGOMARK
logo represents the future infinite and smooth flow of information
throughout the University community with each individual able to enter
and retrieve the information they need.