Recommendations

1. Recommendations
   1. Suggested Project Implementation Sequence
   2. Suggested Technical Migration Approach
   3. Project List
   4. Ideal Project List by Level
   5. Next Steps

The ideal sequence for project implementation is provided in this section. Project criteria information is included to support the final decision making process. We should also note that many projects can be accomplished concurrently since they have little or no relationship to each other. Others may run in parallel given the type of project. For example, a Process Innovation project can be started at the same time as a Data Infrastructure and/or Technology Infrastructure project since actual system implementation will come at a later point in a Process Innovation Project. While the ideal project plan identifies all Data Infrastructure projects as predecessors to all other projects, realistically we feel that the Data Stewards/Data Managers should work with the successor projects to ensure that all data requirements are effectively planned for and implemented. A suggested Technical Migration Approach is identified in this section as a guideline that will lead to successful implementation of the vision described in this document.

Suggested Project Implementation Sequence

• Suggested Technical Migration Approach It's been stated that planning is the easy part and implementation is more difficult. We believe that to be true in this case as well. To assist in the migration from where our systems are currently to where we want them to be, we offer a technical migration recommendation.

• Project List A list of all the projects identified by the Strategic Data Planning project. Projects identified in the plan are of different sizes and types. The types of projects included were:

Data Infrastructure Projects

The Data Infrastructure projects identify repositories of data that are used in a majority of processes throughout the University. These repositories should be shared across the University and these data should be thought of as core, or institutional, data of the University. The resulting databases should be considered separate from the systems that create, update, and retrieve the information stored within them. This separation provides the basis for true integration which will reduce or eliminate redundant data storage and the negative implications of redundancy. In addition, Data Infrastructure Projects should be the primary focus of any Data Access Project initiatives as these projects represent the majority of data needed across the University community.

Technology Infrastructure Projects

During the SDP project, several technologies were consistently identified by staff as key enablers for the implementation of future process and data requirements. These technologies should be pursued as Technical Infrastructure Projects. They should be funded centrally since they would allow for innovations and improvements in multiple projects.

Process Innovation Projects (PI)

Process Innovation Projects imply a radical redesign (or design since many of these processes have evolved over time) to dramatically improve operating effectiveness, increase quality, change provider-supplier relationships, and enhance services. These projects assume that policy, process, and organizational changes are necessary. These projects focus on satisfying the customer of the process. These projects assume subsequent Systems Development and Data Access initiatives and that they will evolve into a Quality Improvement Project once implemented. Most of these projects will require a compelling case for change to be successful and should be reviewed by an external consultant before initiation, given the high cost of this type of project.

Quality Improvement Projects (QI)

Quality Improvement Projects imply an M-Quality (i.e., quality improvement) approach to incrementally improve operating effectiveness, increase quality, change provider-supplier relationships, and enhance services. These projects assume improvements are available across organizational boundaries in processes and procedures. The projects focus on satisfying the customer of the process. These projects assume subsequent systems development and data access initiatives and may be a precursor to process innovation after some short term fixes are addressed.

Systems Development Projects (SD)

Systems Development Projects imply that a systems development effort will be required to automate the processes to improve operating effectiveness, increase quality, eliminate mundane tasks, change provider-supplier relationships, and enable the enhancement of services. These projects assume major incremental changes to the policy, process, and organization have already been accomplished or that minor changes can be made as part of the project. These projects assume a subsequent Data Access initiative and may be a precursor to a Process Innovation or Quality Improvement Project as systems development may be necessary to provide short term relief.

Data Access Projects (DA)

Data Access Projects provide data in a reporting environment separate from the operational environment. These projects are necessary given current technology. Information should be replicated from operational systems in a timely manner.

Ideal Project List by Level A list of all of the projects ordered into an ideal sequence based on data creation and dependencies. Projects that create data are at a higher level. Projects that use data created by higher level projects or projects that are dependent on the completion of other projects are at a lower level. Projects are in alphabetical sequence within levels. The levels are provided to give a general overview of sequence on a one page overview; these same levels are reflected in the Simplified Project Dependency Chart.

Some projects at different levels may be able to start in parallel depending on the project type. Other projects can proceed in parallel if there are no dependencies or if the dependency is determined to be minor. Data Infrastructure (dependencies identified in the next section in the PERT charts) and Technology Infrastructure Projects (dependencies identified in the Project Technology Relationship) should be implemented in support of the Projects rather than seen as explicit dependencies.

• Ideal Project Dependencies A simplified PERT chart for the Project List by Level showing major project dependencies. "Downstream" projects will have a higher chance of success and will meet more of the Guiding Principles if this sequence is followed. Technology Infrastructure Projects are not included here. Some of the dependencies are more significant than others. The SDP Project Team can help make this determination.

• Overall Project Ranking Matrix In addition to project dependencies, several other factors were considered to help with prioritization:

• Implementation Risk. Each project was assessed a level of risk in several categories by the SDP Project Managers and Project Team: User Resource availability and ability; Technology availability and complexity; Project Complexity; and impact on the University's established Culture (i.e., level and type of change to how we currently operate). Risk was categorized into 9 levels with 9 being high risk and 1 being low risk.

• Project Technology Relationships Projects are related to the Technology Infrastructure Projects that were determined to provide a major benefit to the project (i.e., technology would be a key enabler).

• Next Steps An overview of key next steps that should be followed for successful implementation of the Strategic Data Plan.

Suggested Technical Migration Approach

1. Complete Data Infrastructure projects as soon as possible to provide direction and vision.

2. Implement new data stores using new technology.

3. Provide bi-directional feeds to/from resulting databases from/to operational  systems.

4. Build new systems based on new data stores.

5. Replicate data in new data stores into a Data Access environment.

Project List

Technology Infrastructure   Projects continued          Projects continued          
Projects  Analytical and    Development    Gift/Grant   Student Life    Student     
Forecasting Tools Email     Gift Processing             Activity   Co-Curricular    
Electronic Documents        Endowment/Gifts             Program  Mgt.               
EDI/EFT Electronic          Curriculum and Degree       Counseling Management       
Calendaring                 Management    Curriculum    Career Development and      
Conferencing/Groupware      Database   Course           Placement  (Alumni          
Electronic Timekeeping      Approval Request            Tracking)  Safety,          
Multi-media and Hypertext   Student Enrollment          Security, Environment       
Imaging Interactive Voice   Undergrad Enrollment        Incidents Tracking   Risk   
Response Alternative        Electronic Viewbook         Management   EHOS           
Input Devices               Electronic Application      Management   Security       
Remote/Local Printing       Transfer Credit Graduate    Procurement    Small        
Data Infrastructure         Enrollment   see            Payments   Procurement      
Projects  Person/Org        Undergrad (same             Receiving   Inventory       
Space/Equipment Good or     look/feel)  Professional    Management  Physical        
Service Curriculum          Enrollment   see            Resources    Space          
Economic Event Rule,        Undergrad (same             Management  Asset           
Reg., Policy, Procedure     look/feel)   Student        Management   Construction   
Projects  Events            Finance   Student Finance   Projects   Parking          
Planning, Marketing   and   PI   Tuition and Fees       Management                  
Administration              Student Academic Services   Transportation Management   
Person/Org Management       Teaching Administration     Maintenance Management      
Credentials/Training        including Grades            Financial   Payment         
Enrollment Management       Submission      and Class   Management   Budgeting      
                            List    Student Tracking    (all funds)   Process       
                            Academic Record             Economic Event              
                            Degree Audit    Academic    Financial Reporting         
                            Advising    Transcript      Cost Reimbursement          
                            and Certification           Billing and Receivables     
                            Delivery  Scheduling and    Management   Investment     
                            Registration                Benefits Administration     
                            Registration   Course and   Benefits Administration &   
                            Classroom      Scheduling   Enrollment   Flexible       
                            Housing     Housing         Benefits   Claims           
                            Management      Food        Management                  
                            Service Management                                      

Notes: Underlined items are "titles" and not projects. Data Access projects are not detailed but should be completed in support of Data Infrastructure Projects. Level of project details differs depending on project type.

Ideal Project List by Level

Based on Data Creation and Dependencies

Data Infrastructure         Level 2  Academic Record    Level 4  Degree Audit       
Projects  Curriculum        (PI) Billing and Rec Mgt    (SD) Food Service Mgt       
Economic Event Good or      (PI) Budgeting (QI)         (SD) Risk Mgt (QI)          
Service Person/Org Rule,    Counseling Mgt (SD)         Receiving (QI) Transcript   
Reg., Policy, Procedure     Course Approval (QI)        and Certification           
Space/Equipment             Credentials/Training (QI)   Delivery (SD)  Level 5      
Technology Infrastructure   Endowment/Gifts (QI)        Academic Advising (PI)      
Projects  Analytical and    Events Planning,            Enrollment Mgt (PI)         
Forecasting Tools Email     Marketing,  and             Claims Management (QI)      
Electronic Documents        Administration (QI)         Course and Classroom        
EDI/EFT Electronic          Flexible Benefits (PI)      Scheduling (PI) EHOS Mgt    
Calendaring                 Gift Processing (PI)        (QI) Inventory Mgt (PI)     
Conferencing/Groupware      Gift/Grant (QI) Incidents   Payment Mgt (PI)  Level 6   
Electronic Timekeeping      Tracking (SD) Security      Asset Mgt (QI) Benefits     
Multi-media and Hypertext   (SD) Small Payments (QI)    Administration and          
Imaging Interactive Voice   Student Activity (QI)       Enrollment (SD)             
Response Alternative        Student Enrollment (PI)     Construction Projects       
Input Devices               Graduate Enrollment         (SD) Cost Reimbursement     
Remote/Local Printing       Professional Enrollment     (DA) Maintenance Mgt (QI)   
Level 1  Co-Curricular      Undergraduate Enrollment    Registration (PI)           
Pgm Mgt (SD)  Curriculum    Level 3  Career             Teaching Administration     
Database (SD) Financial     Development and             (QI) Tuition and Fees       
Reporting (QI) Investment   Placement (QI) Electronic   (QI)  Level 7  Parking      
(QI) Person/Org Mgt (SD)    Application (SD)            Mgt (SD)  Student Finance   
Process Economic Event      Electronic Viewbook (SD)    (PI) Transportation Mgt     
(PI) Space Management       Housing Mgt (SD)            (SD)                        
(SD)                        Procurement (QI) Transfer                               
                            Credit (QI)                                             

Notes: Projects are in alphabetic sequence within each level. No other sequence is intended.

Next Steps

****Note that many graphics are missing from this place in the online version of this document***

In order to implement the results of the Strategic Data Plan, some key next steps are reiterated here:

• Methodologies for systems development and process innovation, based on an events-driven approach, need to be developed and project teams need to be educated. The Quality Improvement Story should be used for Quality Improvement projects.

• A process management structure should be developed and implemented to support this change from an organizational or vertical view of systems and services to a process or horizontal view of systems and services. The Guiding Principles and Issues should be addressed and incorporated into any resulting structure and methodology. New roles, such as process owners and process managers, should be defined.

• More information on each project is available from the SDP project team. Projects that are initiated should work with the SDP project team to ensure a smooth transition from the plan to implementation.

• The results of the SDP Project should be publicized to increase awareness and understanding.

• Data Steward and Data Manager responsibilities should be reviewed for consistency with the SDP results.

• Issues Identified during the SDP Project should be addressed.

• Project timelines and estimates should be prepared and reviewed. Ideally, the University should complete full implementation of this plan within 5-10 years. Estimates used by two other peer Universities estimate $60 - $65 million dollars to replace their administrative systems, and we think this estimate is a good round number to use as a starting point. We understand these estimates do not include the costs of process innovation and quality improvement activities but we are confident that the savings and benefits resulting from policy and process changes will outweigh additional costs and will offset the investment in systems.