What is the Enterprise Systems Roadmap?
The Enterprise Systems Roadmap is a series of campus and technology projects that are being implemented and aligned to benefit the University.
As the University continues to grow, the need to enhance services, technology, process, and people is a significant undertaking requiring a solid foundation.
A considerable amount of time has been spent to identify key weaknesses, challenges and opportunities in our core enterprise systems supporting the University. The Enterprise Systems Roadmap is the path we have laid out to address these items.
I have heard that some current projects must wait, or that other projects are included in the Roadmap?
The key projects included in the Roadmap have been determined.
There are a number of projects that will be going on outside of the Roadmap; not everything is part of this initiative.
If a project requires significant changes to PeopleSoft systems or would create a conflict with a Roadmap project, we will work to align the initiatives. The Roadmap is not a catch-all for projects and will not solve every issue ever identified.
If you have requested a project or defined a need and you would like to know if it is part of the Roadmap, please feel free to contact us at email@example.com.
What is the schedule for all these activities?
The high-level schedule currently lists the major components of the Roadmap project. All projects are expected to complete by Fall 2014.
Various projects will have different timetables. Some projects will begin before others, and some will be short and finish significantly ahead of others.
Why are some staff being committed full-time?
For an initiative like this to be accomplished in a timely fashion and ensure success, it takes resources devoted full-time to the efforts of delivering Roadmap projects.
Most of us experience interruptions in our day-to-day activities. Ten minutes here, ten minutes there add up to a significant amount of time and have an impact on accomplishing objectives.
The projects in the Roadmap are integrated projects, and a delay in one can result in delays in several others; this translates into increased costs to the University. To mitigate that risk, some staff will be allocated to the Roadmap full-time. In other cases, involvement will be limited or part-time.
As we evaluate the projects and define the necessary project requirements, we will work with departments to allocate resource time to the Roadmap projects.
Does my input matter?
Yes, for projects to be successful, input from across the campus is incredibly important.
To elaborate: Input is not just a comment or issue. In our projects it actually means involvement and engagement.
Input is best obtained by bringing individuals and groups into the process, and that is already happening via campus Fit-Gap sessions, User Conferences, and Open User Forums.
Most of these projects impact the campus departments and staff. How do I get involved?
As we upgrade, re-engineer, change, grow and implement, the Project Leadership Team is actively engaging across academic and administrative areas. We are informing the campus community, and working to establish contacts throughout the University.
However, if for any reason you feel that you are being or have been left out, please do not hesitate to contact us by emailing firstname.lastname@example.org, or contact a member of the Project Leadership Team.
Who is involved and participating in the Roadmap Projects?
The Project Leadership Team manages University Enterprise Roadmap projects.
Who is in charge of these projects?
There are several levels of management and governance established for the Roadmap projects. At the core, the Roadmap project has a Project Leadership Team made up of staff from key areas of the University (Finance, HR, Student Systems, Academia, Research, OIT). This team is the group that provides the day-to-day program leadership. The Leadership Team will ensure we are working to engage the campus and that our goals and deliverables are achieved.
The Leadership Team reports to the IT Priority Committee (ITPC) as a first level of governance. This group also has representation of key areas around the campus, but at a much higher level. This group will help in directing, counseling, reviewing and providing a point of escalated decision making as needed.
The final group is the Information Technology Governance Council (ITGC). The group is comprised of University executives. This group helps ensure that we maintain a campus commitment of resources, direction, and sponsorship; and will serve as the final decision authority for any material major scope and funding as the project moves forward.
How were these projects selected?
In evaluating the project options, we focused the first round of the Roadmap on projects that provide a solid foundation and create a sustainable framework. Each of the projects has various reasons for being taken on during this initiative.
Also, certain projects were chosen because some current Boise State systems are past their life cycle, and we are at risk of losing vendor support.
In other cases, projects will introduce new technology to provide additional flexibility and free up resources over the long-term to be able to do more for the University.
At the core, this series of projects establishes a path to move the University forward and improve services, resources, process and systems.
Why is it important to undertake these projects?
Because we must.
Most of our current enterprise systems were implemented between 1999-2001. We have upgraded, customized and/or changed these systems multiple times as needs have arisen.
Now a point has come where the maintenance of our systems and customizations is reaching an unsustainable cost, and is limiting our ability to respond and innovate as a campus.
Concurrently, systems have evolved and so has the technology around them. We have options today that did not exist five or more years ago that provide a better foundation, opportunities for improvement, and a sustainable framework to help the campus move forward.
The Roadmap projects were identified as key areas where we want to move forward quickly and aggressively to benefit the campus.
Is the Roadmap a single project?
The Roadmap is a collection of projects that, when completed, will provide a significant leap forward in efficiency, flexibility, and opportunity for the University as well as provide sustainability, cost savings and a solid foundation for innovation in organization.
The current items that have been identified as part of the core Roadmap projects are:
- Enterprise Research Management System Implementation
- Requirements Definition
- System Identification
- PeopleSoft Financial Systems Upgrade
- Financial Chart of Accounts Requirements and Design
- Finance 9.1 Upgrade
- PeopleSoft Human Resources Upgrade
- Core Requirements, Process, and Configuration Design
- Human Resources Systems Split from Student
- Human Resources 9.1 Upgrade
- PeopleSoft Campus Solutions
- Process Assessment and Functionality Review
- Core Structures Assessment
- Campus Solutions Split from Human Resources
- System Update
- Enterprise Data Warehouse and Reporting – Implementation
- Complete Student Module
- Implement Financial Reporting Module
- Implement Human Resources Reporting Module
- Implement Financial Aid Reporting Module
- Enterprise Document Management and Imaging
- Enterprise Identity and Account Management
- Campus Unified Web Experience (my.boisestate.edu)
- Enterprise Integration and Web Services (SOA)
- EAF Replacement
- Establishment of an IT Project Management Office
- Implement Oracle UPK
- Implement a Documentation Repository
- Key Infrastructure Upgrades
These major projects will be associated with sub-projects and deliverables such as process assessment and re-engineering, assessment and improved integration with campus systems, security improvements and updates, improved online services and assistance, and improved system usability.
Customizations are talked about a lot. Is the PeopleSoft Renovation Project stopping or eliminating all customizations?
The goal of this project is not to stop customizing or eliminate all customizations; not all customizations or changes are bad.
Our systems are designed to fit a common model. In a number of cases, Boise State can easily fit the model. In some cases, such as specific State of Idaho reporting requirements, we cannot. As we go through the Roadmap, we want to learn as a campus when it makes sense to customize a system and when it does not. We want to learn to leverage the systems we own and utilize the capabilities that exist to meet our business needs as effectively and efficiently as possible. Over the course of the Roadmap project we will assess processes and customizations and evaluate our options.
A customization carries a short and long term cost, in that it has to be designed, developed, tested, implemented and then maintained through upgrades, patches and changes over time. Those are factors we have to evaluate against. As we go forward we are going to find a number of instances where the system meets our needs perfectly, and we are going to find times when it does not.
The difference in the approach going forward is to evaluate our options and make decisions based on improved technology, available resources and/or business value, and know that we are customizing or not customizing for the right reasons.