Project Definition s1

Vincennes University Banner Project Definition

Prepared by: Banner Project Team Version: 1.2 Last Revision Date: August 2, 2004 Create Date: July 14, 2004 Project Definition

EXECUTIVE SUMMARY...... 4

1 INTRODUCTION...... 5

1.1 MISSION...... 5 1.2 OBJECTIVES...... 5 1.3 BENEFITS...... 6 1.4 HISTORY AND/OR BACKGROUND...... 7 1.4.1 Feasibility Recommendations...... 7 1.5 RELATED DOCUMENTS...... 8 2 PROJECT SCOPE...... 8

2.1 EXCLUSIONS...... 9 2.2 PLANNED PROCESS IMPROVEMENTS...... 10 3 PROJECT MILESTONES...... 10

4 PROJECT BUDGET...... 11

4.1 INTRODUCTION...... 11 4.2 BUDGET ASSUMPTIONS...... 11 4.3 BUDGET DETAILS...... 11 4.4 BUDGET TRACKING...... 11 5 ASSUMPTIONS/DEPENDENCIES...... 11

5.1 ASSUMPTIONS...... 12 5.2 DEPENDENCIES...... 12 5.2.1 Dependent Projects...... 12 5.2.2 Dependent Products...... 12 5.2.3 Dependent Resources...... 13 6 PROJECT CONSTRAINTS...... 13

6.1 PROJECT DIMENSION GRID...... 13 6.2 CONSTRAINT DETAILS...... 14 7 RISKS...... 14

8 PROJECT ORGANIZATION...... 17

8.1 PROJECT PERSONNEL...... 18 8.2 PROJECT TEAMS...... 18 8.3 CHANGE CONTROL COMMITTEE...... 21 9 PROJECT APPROACH...... 21

9.1 DEFINE...... 21 9.2 PLAN...... 21 9.3 IMPLEMENT...... 22 9.4 SOFTWARE ENGINEERING...... 22 9.5 CLOSE-OUT...... 23 9.6 CHANGE MANAGEMENT...... 23 9.7 DOCUMENTATION AND END USER TRAINING...... 23

Vincennes University Version 1.0 Banner Project Definition Page 2 of 30 August 3, 2004 Project Definition

9.8 COMMUNICATIONS...... 23 9.9 MEASUREMENT...... 25 9.10 ORGANIZATIONAL READINESS...... 25 9.11 PROJECT ENVIRONMENT...... 25 9.12 QUALITY ASSURANCE...... 26 9.13 TRACKING...... 26 9.14 RISK MANAGEMENT...... 26 10 SYSTEM REQUIREMENTS...... 26

10.1 SCT BANNER SYSTEM HARDWARE REQUIREMENTS...... 27 10.2 SCT BANNER PC CLIENT REQUIREMENTS...... 27 10.3 PROJECT MANAGEMENT PC REQUIREMENTS...... 27 11 PROJECT SUCCESS CRITERIA...... 27

12 APPROVAL TO PROCEED...... 28

13 ACRONYMS...... 30

14 DEFINITIONS...... 30

Executive Summary

Vincennes University is implementing a new administrative computer system (Banner) and web- portal, which will enhance our ability to provide access and more timely information to the entire VU community. It will increase our information processing capability thru the use of modern client-server technology in order to better serve our customers and constituents.

This new system will improve Vincennes University efficiency and effectiveness by enabling improved integration of administrative systems, institutional practices and data access, business processes, leading to improved decision making and services to constituents. In the end, VU will be better positioned to remain competitive, in terms of supportive information technology.

The project scope consists of:  Implementation of Sungard SCT’s Banner administrative software suite of applications (Student, Financial Aid, Finance, Human Resources and Alumni Development) and their web portal solution (Luminis).  In a “vanilla” mode, with no programming modifications.  Non-disruptive to the VU community (students, faculty, staff & alumni)  Taking the time to adjust business processes to take advantage of new functionality

The primary objectives of the project are as follows:  Provide a computing environment that enhances the operation of the University, in particular a student-centric service model;  Provide a stable applications and technology platform that meets the current needs of its users and can support the future needs of the business processes;

The high level risks to the project are as follows:  Overextension of Personnel  Poor Communications  Scope Creep

This university-wide effort is planned to commence immediately and is targeted for completion June 2007. The work necessary to convert these core business applications to this new system will be substantial and can be disruptive to an organization. Project team members will need to handle new and demanding responsibilities while meeting existing responsibilities. New procedures must be designed, tested and put into practice. Departments that are not directly involved in the implementation may be indirectly affected, in terms of their interaction with business areas that have direct involvement. During the project’s implementation an increased spirit of cooperation and understanding will be necessary within the university.

The project for implementing these systems will be known as the Banner Project. The Banner Project team drafted this Project Definition document with participation from SCT, during a Project Organization and Planning meeting. The document was reviewed by this team and key individuals before sign-off by the Executive Steering Committee and Sungard SCT.

1 Introduction

1.1 Mission Vincennes University commits itself to providing the highest level of quality information resources, technology and instructional media in support of teaching and learning, and the administrative functions of the institution.

Therefore, the primary mission of the Banner Project is to provide a fully integrated administrative system that is web-centric, thus positioning VU to take advantage of future technologies and meet changing needs. While the current systems are adequate, they do not meet all functional requirements. Specifically, we need to be able to:

 Provide a computing environment that enhances the operation of the University, in particular a student-centric service model;  Provide a stable application and technology platform that meets the current needs of its users and can support the future needs of the business processes;

1.2 Objectives The objectives identify the driving force(s) behind the project. The success of the project is measured against the attainment of these objectives. At a higher level, some important objectives of the project as described by Vincennes University include:

Vincennes University expects to achieve the following goals by implementing these new core administrative systems:

 Give faculty, administrators, staff and students easy and meaningful interaction with administrative systems as well as improved access to institutional information, including independence in reporting;  Improve the sharing of information and ideas, not only between faculty and staff, but between Vincennes University and other institutions;  Allow VU to retain its competitive edge by having state of the art administrative software systems.

Specifically, the objectives identified by the Banner Project Team for this project include:

 Achieve more integration of applications  Eliminate shadow systems on campus  Increase system availability  Real-time updates  Enable access to virtually all data from anywhere thru a web browser  Single Sign-on from web portal to backend systems  Distribute and improve reporting capabilities  Reduce redundant data

 Improve data integrity  Help guarantee long term support by SCT  Electronic donor club solicitation  Reduce mailing costs  Less Paper  Multiple sessions active within core administrative applications  Implement Banner applications on or before scheduled date  Implement Banner applications at or below budget

1.3 Benefits This section describes the value to GU of achieving the above objectives.

Besides the direct benefits of achieving the above objectives, other benefits of this project to Vincennes University include:

 Within each individual office, a better appreciation of the role of all offices and how each impacts the others.  Improve inter-department communications  Improve reporting capability for end-user community  Allow us to operate more efficiently - working smarter, not longer  Provide better service to all constituents  Improve the technological image of the institution  Foster professional growth of individuals  Improve the understanding of project management methodologies  Improve morale by establishing a work environment with the right tools to do the job  Cleanup of our data dictionary  More timely information, thus enabling better decision making  Improve effectiveness and efficiency of personnel  More intuitive graphical user interface  Opportunity to review all policies and procedures to assess their use and effectiveness  Development of documented business practices and procedures  Improved internal processes  Improved levels of service  Increased employee skills in modern technology  Wider dissemination and use of information  Improved communication and cooperation between departments  Continued development of the image of the institution as a technology leader  Promote professional growth of individuals  Increase flexibility  Ability to utilize recent technology  Reduce cycle times in key business processes

1.4 History and/or Background The following history and/or background will be useful for a newcomer to the project.

In the spring of 2004, Vincennes University agreed to purchase and implement Sunguard SCT’s Banner administrative solution over the next 30 months. This organizational-wide project is scheduled to be completed by January 2007. VU has utilized Sungard-SCT’s Plus administrative (SIS, FRS, HRS, ADS and ZSS) components-based solution since the mid 1980’s.

This agreement evolved from the recognition that Vincennes University needed to upgrade our capability to maintain and deliver new information technologies to support the current and future business practices of the core administrative business areas.

1.4.1 Feasibility Recommendations

Technical Feasibility will be achieved using the following methods:  Expertise from Vincennes University information technology staff

Functional Feasibility will be achieved using the following methods:  Working with SCT to leverage system functionality  Performance of a Gap analysis between Plus and Banner

Organizational feasibility will be achieved using the following methods;  Training users of the system  Cross functional teams will be created to leverage system functionality  A Communication Plan that includes published articles, meetings to convey expectations, and opportunities for users to participate with project planning and the new system implementation  Following SCT’s recommended Business Process Analysis methodology

1.5 Related Documents

Additional documents that will be created as part of the project include:

 Inventory listing of current data feeds to and from SCT Plus system(s)  Inventory listing of modifications to the current SCT Plus system(s)  Test Plan(s)  Training Plan(s)  Communication Plan  Change Control Plan  Organizational Readiness Plan  Status Report(s)  Project Schedule - Task List

Note: These documents, as well as others relating to the project will be published on a secured web site that is accessible to all VU employees thru the current campus web portal (aka CampusPipeline).

Anyone seeking a copy of a particular document that they cannot find at the above location should contact the Vincennes University project manager, Terry Bilskie, at [email protected] or at 812-888-4332.

2 Project Scope

The Project Scope defines the boundaries and limits of the project. It is very specific. The scope describes how much work is to be done during the project. It includes what will be done and what will not be done and why, and it may include what will be done later. Once the scope is defined and agreed upon, it cannot be changed without going through the change management process.

The Banner project will involve the upgrade of the institution’s administrative software system, which the university uses to manage its core business operations.

First and foremost, the following modules are to be implemented:

 Install and implement the following systems: o SCT Luminis Basic o SCT Banner Student o SCT Banner Financial Aid o SCT Banner Human Resources o SCT Banner Finance o SCT Banner Advancement o SCT Student Self-Service o SCT Faculty Self-Service o SCT Banner CSS Profile Interface o Institutional Need Analysis System (INAS) Software

The above systems will be implemented in a “vanilla” mode. In other words, they will be installed without programming modifications, unless approved by the Executive Steering Committee. Changes in terms of data and functionality choices inherent within the system will be allowed, in order to leverage the software to improve business practices.

Additionally, the following initiatives are considered to be a part of this project:

 Review and determine feasibility of integrating all existing and currently proposed departmental (aka satellite) systems, which include: o Prospect Analysis (EMAS) o Time & Attendance (KRONOS) o Housing (CBORD)

 Review and determine feasibility of enabling new functionality, which include: o Degree Audit o Scanning of High School/College Transcripts for purpose of creating electronic advising folder o Gifted Memory – Prospect Tracking o Applicant Tracking for Human Resources o Scholarship management o Electronic approval process, eliminate manual methods o Web-enabled registration o Electronic grade mailings and financial aid awards o Automated password management o Establish front-end edits for data validation o Create a new student identifier that is more secured  Implementation of a new University-wide reporting tool  Conversion of Historical Data, if necessary o History will be converted according to vendor provided conversion mappings. Where no mappings are provided, history will not be converted. o Historical data will be converted to meet regulatory compliance requirements when an alternative cannot be identified.  Create and implement a data standards policy  Train user community on the o Banner Base system o Installed Web Applications o Oracle Supported Reporting Tools  Ensure all data feeds are operational with Banner that was in place with Plus

2.1 Exclusions These are the scope and the tasks that will not be done and why.

The items listed below are items that could draw upon resources needed by the Banner Project and/or dependencies exist between these systems and Banner. However these systems will be considered outside of the scope of the Banner project.

 Internet Web Development  Workflow automation tools  EDI for Distance Learning (Blackboard)  Email Integration  Document Imaging (Banner Extender)

2.2 Planned Process Improvements Indicate process improvements that will be implemented during this project.

Standard SCT implementation and project management processes will be followed; at this time no improvements are planned. Vincennes University will modify business processes as reasonably required to conform to best practices of SCT Banner usage.

Refer to each functional area in the Functional Requirements document for planned process improvements.

3 Project Milestones

Milestone Date Project Started July 2004 Project Definition Approved July 2004 Project Schedule Complete August 2004 Hardware Installed and Stable August 2004 Luminis Live December 2004 Finance Live July 2005 Human Resources Live January 2006 Financial Aid Live February 2006 Mock Student Registration Live February 2006 Student Recruiting/Admissions Live February 2006 Student Live March 2006 Alumni Development Live July 2006 Project End January 2007

4 Project Budget

4.1 Introduction This section indicates the budget for the project including labor and material

It is assumed that Vincennes University has allocated the appropriate funding and a budget has been established and approved by the Board of Trustees. It is further assumed that the SCT fixed price cost for services and expenses is sufficient for providing the necessary training and consulting for this project.

4.2 Budget Assumptions The following are assumed in the derivation of the budget:

The project budget includes approved funding necessary for the successful implementation of the SCT Banner & Luminis systems and other administrative systems components deemed to be part of the project. These include:

 Training  SCT software acquisition and maintenance  SCT consulting  Other software acquisition and maintenance (to complement Banner)  Interfacing of all required satellite systems  Infrastructure/Hardware acquisition  Database acquisition and maintenance  Contingency funds

4.3 Budget Details

Additional details are available by contacting Management Information Center.

4.4 Budget Tracking

The VU Project Manager will track the project budget and provide reports, as directed, on the status of the budget to the CIO.

5 Assumptions/Dependencies

Assumptions and Dependencies are presumed and are potentially out of our control.

5.1 Assumptions

Assumptions for the project are the following:

 Banner has the functionality necessary for departments to conduct their business  Other new enterprise initiatives will not conflict with this project (see 2.1 Exclusions)  Project team will be staffed and trained at an appropriate level to accomplish the work necessary  The project will be supported at the executive level  VU faculty and staff are committed to the project

 All new IT requests are to be shelved, unless required by federal or state regulations and/or directly submitted by VU administration  All necessary maintenance and troubleshooting on Plus to continue

5.2 Dependencies

5.2.1 Dependent Projects The table below identifies the ongoing projects whose deliverables will be required to enable this project to meet its objectives.

The SCT Banner Implementation project is dependent upon successful completion of the following VU projects. Issues that may critically jeopardize those projects must be identified early and addressed in order to assure the success of the SCT Banner project.

Project Name Expected Completion Date Reason for Dependency Oracle 9i 09/01/04 Banner utilizes Oracle Database and tools Oracle Internet App Server 09/01/04 Banner utilizes Oracle IAS for browser based access Infrastrucure in support of 09/01/04 Servers & Networking in place for Banner installation of Banner software Cobol Compiler 11/0/04 Banner utilizes a Cobol compiler TouchNet Payment Gateway ? On-line tuition & fee payments Reporting tool(s) 09/01/04 Development of reports depend on reporting tool(s) selected ? 09/01/04 Training Room with workstatins for ongoing training of Banner applications

5.2.2 Dependent Products This section identifies the products (whether produced by SCT or a third party) that will provide the deliverables that are required to enable this project to meet its objectives.

GU has the following software products already in place. The SCT Banner system and all new component systems must integrate with these.

Product Name Release Release Reason for Dependency Number Dependency is Higher Payment Gateway 4.2 No Electronic Credit Card Payments

5.2.3 Dependent Resources This section identifies the people and material resources that the project is dependent upon.

The project has large dependencies on people in the following roles:

Vincennes University Roles:  Executive Steering Committee Members  Project Manager  Process Team Leaders  Functional Team Leaders  Functional Team Members

Sungard SCT Roles:  SCT Account Manager  SCT Project Manager  SCT Consultants

6 Project Constraints

Project Constraints are aspects about the project that cannot be changed and are limiting in nature. Constraints generally surround four major areas: Scope, Cost, Schedule (Time), and Quality.

 Will be difficult to keep from expanding the scope, especially with the new functionality opening doors for possible business process improvements  The university has allocated a “closed-in” budget for this project. This coupled with the fact that we are a relatively small university with limited funding, it could be difficult to obtain funds from other areas, if necessary.  Availability of staff will be a challenge, in that the project team will still need to satisfy existing responsibilities at the same time dedicating efforts toward this project.

6.1 Project Dimension Grid The grid below prioritizes the critical project dimensions and is used to negotiate changes during the course of the project. Each dimension is ranked in the Variability column according to how willing we are to vary it when the project encounters changes. We are most willing to vary the dimension ranked 1, and least willing to vary the dimension ranked 4.

Project Dimension Constraint Vary Minimize/Maximize* Scope** 3 1 1 Cost 1 3 3 Schedule 2 2 2

* 1 denotes the project dimension that will be maximized. ** Scope is defined as functionality and quality.

In summary, Vincennes University is committed to implementing a fully functional administrative computer system. But should be willing to alter the schedule in order to ensure successful completion of this new system. The Executive Steering Committee will approve these changes, if deemed necessary.

6.2 Constraint Details

The following constraints exist for the project:

 The project timeline is based on constraints of all entities involved. First and foremost, the university calendar, academic and fiscal years.

 We are constrained to retain at least the current level of services when new systems come up.

 Most of the staff involved in the project will continue with their responsibilities.

 Budget is based on a vanilla implementation.

7 Risks

The grid below identifies the risks to the project with respect to the environment, user expectations, competing projects, project assumptions, resources or any other relevant matter.

Probability of Occurrence, Estimated Project Impact, and Weight (described below) are how risks will be classified.

Probability guidelines:  Very Likely 70-100% A = 3  Probable 40-70% A = 2  Unlikely 0-40% A = 1

Impact guidelines for scope, cost, schedule, or quality  Catastrophic B = 3  Critical B = 2  Marginal B = 1

Below are the risks identified for this project. Contingency plans will be developed as needed.

Risk Probability Estimated Weight Issue or Mitigation Contingency of Project B+(A-1) Jeopardy Strategy (Describe Contingency or Occurrence Impact Control refer to separate Contingency (A) (B) No. Plan) Lack of Control & Slide date back, or reduce resources to Retention other functionality meet objectives ($ and people)

Risk Probability Estimated Weight Issue or Mitigation Contingency of Project B+(A-1) Jeopardy Strategy (Describe Contingency or Occurrence Impact Control refer to separate Contingency (A) (B) No. Plan) Scope Creep Control Slide date back, or reduce other functionality Resistance to Control Develop Communications Change Plan SCT goes out Retention of business Vincennes Retention University goes out of business Retirements/Te 3 2 6 Retention rminations Implementation 3 3 9 Control Plan and follow SCT’s will span methodology and least Banner 6 & 7 impact implementation path versions Staff Technical 2 2 Retention Continually strive to learn Competency and share technical skills during the project. New Staff 3 2 6 Control Cross train where possible Workload 3 3 9 Control Slide date back, or reduce “Burnout” other functionality and/or seek approval of contingency funds for temporary staff New 3 3 9 Retention Leadership Unplanned 3 2 6 Retention Leave Scope Creep 2 2 4 Control Plan, document, work from PDD and track project. New Academic 3 1 3 Retention Programs Changes in 3 2 6 Retention Stay informed of future Technology directions of SCT and industry Acts of God 1 3 3 Retention Project 3 2 6 Retention Evaluation Legistlative 2 2 4 Retention Slide data back, or reduce Changes other functionality External 1 1 2 Retention Organizational Changes & Mandates Poor 3 3 9 Control Develop Communications Communication Plan

Risk Probability Estimated Weight Issue or Mitigation Contingency of Project B+(A-1) Jeopardy Strategy (Describe Contingency or Occurrence Impact Control refer to separate Contingency (A) (B) No. Plan) Loss of current 2 1 2 Retention Reconcile new system functionality functionality with current system’s and adjust accordingly. Funding from 1 3 3 Retention the State

8 Project Organization

This section deals with all people and/or departments that will participate in this project.

Executive Steering Committee

Provost & VP, Instructional Services/Dean of Faculty - Dale Dowden VP, Financial Services & Governmental Relations - Phil Rath VP, Statewide Services - James Messmer CIO - Carmin Schnarr Application Integration Mgr - Terry Bilskie

SCT Project Mgr Project Mgr Dir, Client Svcs Andy Hollander Terry Bilskie David Thacker

Student Services Finance Process Team Lead - D Weaver Process Team Lead - Linda Waldroup

Functional Team Lead(s) Functional Team Lead(s) Admissions - B Schnepf/C Crews Accounting - Linda Waldroup Records - D Weaver/B Little Accounts Payable - Linda Waldroup Academic Affairs - P Pierpont Accounts Receivable - Lori Hoestetler Instruction - D Dowden Budget/Grants/Projects - Tim Eaton Housing - L White Purchasing - Steve Riggins Busar - L Waldroup Fixed Assets - Tim Eaton Financial Aid - R Gunter Advisement - T Konkle MIC Support - David Seed Finance - L Waldroup Assessment - T Wood Statewide Services - K Sutton Human Resources Process Team Lead - Linda Waldroup MIC Support - David Seed, James McCarty & Brad Oexmann Functional Team Lead(s) Personnel - Gazella Summitt Financial Aid Payroll - Tammy Lundy Process Team Lead - Robert Gunter Benefits - Rhonda Laue Position Control - Gazella Summitt Functional Team Lead(s) Funds Mgmt - Robert Gunter MIC Support - James McCarty Awards - Robert Gunter

MIC Support - Brad Oexmann IT Services

- Web Portal (Luminis) Alumni Development - Integration Process Team Lead - TBD - Security - Data Standards Functional Team Lead(s) - Reporting Foundation - TBD - Data Conversions Alumni - C Fry - Infrastructure Development - D Clinkenbeard Scholarships - TBD

MIC Support - Mary Jane Settles

8.1 Project Personnel Several individuals from VU and Sungard SCT will be required to perform specific responsibilities during this project. On an as needed basis work teams, comprised of other University personnel may be assembled to assist the process team in dealing with this project or other work needs requiring their expertise.

The following individual and team roles and assignments have been identified to date. As the project evolves, additional functionality and team roles and/or teams may be needed.

8.2 Project Teams

Executive Steering Committee

Responsibilities include:  Ensuring project progress, from an institutional point of view.  Making appropriate institutional policy decisions when needed.  Addressing issues that have been escalated by the Project Manager  Commitment to assign resources necessary.  Provide executive level support for the project.

Assignments: Refer to Organizational flowchart

Project Manager

Responsibilities include:  Serve as the primary contact point for the project  Facilitate the progress and completion of the Banner project.  Provide and promote information flow  Facilitate Project Team meeting(s)  Coordinate all efforts of all project-related activities  Ensure that issues not resolved by the Project Team are documented and forwarded to the Executive Steering Committee for resolution.  Ensure adherence to standards and policies that are in place.  Review and maintain the Project Documents.  Provide status reports on a monthly basis to the Executive Steering Committee

Assignment: Refer to Organizational flowchart.

Process Team Leader(s)

Responsibilities include:  Accept ownership and provide leadership for the business process area  Coordinate the direction of the specific business process area  Facilitate consensus of agreement with all functional areas within the team  Provide knowledge of strategic and operational issues of the project

Functional Team Leader(s)

Responsibilities include:  Accept ownership and provide leadership for the functional area  Coordinate the direction of the specific functional area  Completion of work assignments, as identified by Project Leadership  Actively participate in identifying better business practices  Assist SCT with Business Practice Analysis

Assignments: Refer to Project Organizational flowchart

Functional Team Member(s)

Responsibilities include:  Completion of work assignments, as identified by Project Leadership  Actively participate in identifying better business practices  Assist SCT with Business Practice Analysis  Define and test user procedures  Validate converted data  Contribute towards the team’s mission

Assignments: Refer to Organizational flowchart.

MIC Support

Responsibilities include:  Completion of work assignments, as identified by Project Leadership  Actively participate in identifying better business practices  Conversion of existing data to new system

 Develop a test plan for functional area of responsibility  Assist in establishing new procedures, documentation and training materials  Become a technical expert for the functional area of responsibility  Identify current Plus modifications and determine their relevance  Identify any and all issues related to functional area of responsibility  Assist in the training of end users  Coordinate and advise the technical implementation of the SCT Banner products in a manner that is supportable and maintainable  Resolve technical issues and escalate to issues to SCT or other vendors as appropriate

SCT Project Manager

Responsibilities include:  Serve as the primary contact point to SCT  Responsible for scheduling and monitoring the SCT resources assigned to the project  Provide monthly status reports to the VU Project Manager  Actively participate in VU project leadership meetings.  Ensure that issues and problems are escalated to the appropriate SCT level.

Participating Departments/Third Parties This section describes the different jobs that each department is responsible for in order to make the project successful.

Time commitments will be required from business representatives in all Vincennes University departments. They include:

 Academic Affairs  Finance & Administration  Enrollment Services  Student Affairs  Institutional Research & Planning  Human Resources  Institutional Advancement  Statewide Services  Faculty

Department/Third Party Name Responsibilities Name (if known) Touch Net

8.3 Change Control Committee Further details regarding Change Management will be identified in the Change Control Policy. This plan is TBD.

9 Project Approach

The project approach section deals with how the project will be completed.

It is this Project Teams intent to complete this project by:

 Openly sharing of all relevant information  Attempting to involve all staff and administration in the process  By respectfully encouraging inter-departmental communications & ideas  Planning all efforts, with changes in plans being treated as exceptions  Tracking progress and reporting deviations and/or problems  Striving to reward efforts and attempting to keep things in perspective

9.1 Define

The definition of this project started through Vincennes University’s agreement to purchase the Sungard SCT Banner software to satisfy its administrative system requirements.

9.2 Plan The approach that will be used during the Planning Phase the project

Ideas for the project plan will be gathered from the following resources:  Process Team Leaders  Functional Team Leaders  Project Manager  Executive Steering Committee  VU Administration  SCT Project Manager

 SCT Consultants

The ideas will be put together into a Project Definition Document (this document), which the Executive Steering Committee will sign off on. Additional planning documents will be created in accordance with the SCT contract, and/or on an as needed basis.

For the project management approach, the Planning Phase activities of SCT’s Project Management Methodology will be followed. This Project Definition Document, the project schedule, in MS Project format, and all the supporting plans are key deliverables of this phase.

For the software implementation approach, the Planning Phase activities of SCT’s Implementation Methodology will be followed .

9.3 Implement The approach that will be used during the Implementation Phase the project

Vincennes University will follow SCT’s project methodology. Briefly, that methodology’s high-level phases are Definition, Planning, Implementation, and Close- Out (refer to the Project Management Methodology presentation given on July 13 & 14th of 2004, in the POP session for further details).

Essentially, VU will be conducting the following activities for each module implemented:

 System Education & Training  Business Process Review  System Design  System Development  Conversion Testing  Integration Testing  User Acceptance Testing  Deployment “Go Live”

Additional details regarding the implementation of the plan can be found in the Banner Project Task document.

9.4 Software Engineering A high-level description of how the software will be developed.

The Software Engineering methodology will be comprised of the following items:  Software to be installed according to vendor recommendations and practices.  No programming modifications – “Vanilla” mode, unless approved by Executive Steering Committee.

9.5 Close-Out The approach that will be used during the Close-out Phase the project

For the project management approach, the Close-out Phase activities of SCT’s Project Management Methodology will be followed. Transition to client ownership and documenting lessons learned are key activities of this phase.

For the software implementation approach, the Close-out Phase activities of SCT’s Implementation Methodology will be followed. Evaluation of the implementation, recommendations, and final approvals are key activities

9.6 Change Management This section describes the approach for Change Management.

Refer to the Change Management Plan. This plan is TBD.

9.7 Documentation and End User Training This section describes the approach for Documentation and End User Training

SCT application and process documentation will be used as much as possible. All documentation will be available on the web and, if possible, incorporated into the SCT help documentation. Training documentation will be created as needed.

9.8 Communications This section describes the communications approach for the project, including types and frequencies of meetings, types of project status, and how information will be shared.

Refer to the Communication Plan for additional details. Plan is TBD.

In general, information will flow as depicted below:

Project Information Flow Summary

Steering -Information/Direction from Sponsors CommitteeComittee -Feedback on Key Deliverables Executive Steering -Issue Updates/Resolutions -Project Charter/Workplan -Sign-off on Key Deliverables -Project Status & Sponsor Updates -Change Request Approvals -Issues Requiring Management Attention -Resource Allocations -Change Requests to be Approved -External Information Impacting Project -Key Deliverables for Review

-Project Information impacting External Stakeholders Project -External Information Manager Impacting Project

-Project Status -Project Charter/Workplan Updates Issue/Action-item Status -Project Status -Change Request Status -Issue/Action-item Status Updates -Issue Resolutions -New Project Issues/Action-items -New Project Issues/Action-items -New Change Requests -Information from Other Projects -Deliverables Status -External Information Impacting Project -Information Impacting Other Projects

-Issue Resolutions Team -Project Information Leaders -Task Assignments Impacting External -Issue/Action-item Assignments Stakeholders -Issue Resolutions -Project Information Impacting Project -Deliverable Reviews -Performance Feedback

-New Issues -Task Status External -New Action Items -Issue/Action-item Status Project Team Stakeholders -External Information -Deliverables Status Members Impacting Project -Project Actuals -New Issues/Action-items -Need for Change Request -Project Information of Interest to Project Manager

Primary communications channel between Vincennes University and SCT teams will be using Lotus Notes Email. For urgent issues, VU will phone the SCT Project Manager and any other affected SCT parties. .

9.9 Measurement This section describes the metrics that will be captured for the project, and describes approach for collecting and analyzing each metric.

The project will be measured against the three main aspects of date, budget, and key deliverables as follows:

 Project objectives and benefits delivered  Project milestone dates met  Project budget not exceeded

The measure of accomplishment of the objectives should consist of:  Improved customer services and self service  Improved timely access and analysis of data  Improved reporting and analytical capabilities  Improved accountability  Improved consistency and reliability of processes and data  Reduced resource effort necessary to perform the transactional tasks  Reduced barriers to customer information and administrative support  Reduced technical limitations and difficulties in supporting evolving administrative process needs  Reduced cycle times in key processes

9.10 Organizational Readiness This section describes the approach for Organizational Readiness. The purpose of the Organizational Readiness Plan is to describe the plan for preparing the Organization to execute and support the results of the project.

Refer to the Organizational Readiness Plan. An Organizational Readiness plan is TBD.

9.11 Project Environment This section describes the Project Environment including the estimated use of critical computer resources.

Meeting and training facilities with sufficient workstations will be available. Ideally, a training room is to be reserved and accessible throughout the project life cycle. The assumption is that only one facility will be necessary at a time. In other words, there will be no simultaneous training sessions.

9.12 Quality Assurance This section describes the approach for Quality Assurance. The term Quality Assurance in this instance refers to “auditing of the process.” Did we do what we said we were going to do?

Refer to the Quality Assurance plan. This plan is TBD.

Measurements should include:  Project tracking is taking place;  Deliverable/milestone deadlines are met;  Adherence to the communication plan;  Compliance with the SCT CSM and  Compliance with established change management standards.

9.13 Tracking Describes the timing of periodic review meetings and scope reassessment events that will trigger review meetings.

 The Executive Steering Committee will be provided monthly status reports.  The Process Team Leaders will meet monthly initially and on an as-needed basis to review tasks and outstanding issues.  Functional teams will meet to review tasks and outstanding issues, as necessary.  The Vincennes University project manager will regularly track task and outstanding issue status and escalate uncompleted items as appropriate.

See Communications Plan. This is TBD.

9.14 Risk Management This section describes the Risk Management approach

An initial set of risks has been identified as part of this Project Definition Document. Refer to the Risk Mitigation plan for additional detail. This plan is TBD.

10 System Requirements

SCT has provided the system requirements as part of the SCT Banner LEAP Proposal – Executive Summary, dated March 16, 2004. Further detail has been worked out through conference calls between SCT and Vincennes University. The system requirements are identified through those documents and are not documented here.

10.1 SCT Banner System Hardware Requirements What are the system (aka server) requirements.

Please reference SCT Banner LEAP Agreement

10.2 SCT Banner PC Client Requirements What are the workstation requirements?

Please reference SCT Banner LEAP Agreement.

10.3 Project Management PC Requirements Project management information will be maintained using MS Office formats, including MS Word 2000, MS Excel 2000, and MS PowerPoint 2000. Project Deliverables

11 Project Success Criteria

The project is considered successfully complete when the project objectives have been met. This section specifies the criteria that must be met to close the project.

The project completion criteria are as follows:  The project deliverables (objectives) listed in section 1.2 has been met.  All issues and action items have been completed and/or resolved.  Verification that the project has met project and institution standards.  All Team Leaders have signed off that the system is functioning as intended, thus they have aligned their business processes with this new functionality.

12 Approval to Proceed

On the next page is a scanned copy of the approval form that members of the Executive Steering Committee signed to authorize the Banner Project, in terms of what, when and how Vincennes University is to implement this new administrative system.

The Banner Project Leadership Team recommends this document and its content to the Executive Steering Committee (identified below) for their consideration and approval to begin the Banner Project.

Dale Dowden Phil Rath VP, Provost Instructional Services/Dean of Faculty VP, Financial Services/State & Governmental Affairs

______(Signature) (Date) (Signature) (Date)

James Messmer Carmin Schnarr VP, Statewide Services Chief Information Officer

Terry Bilskie Sally Johnson Application Integration Manager Account Representative, Sungard-SCT

Andy Hollander Project Manager, Sungard-SCT

______(Signature) (Date)

Document History

Revision Record Number Date and Sections Author Notes 1.0 July 13, 2004 Sungard-SCT Template from Andy Hollander 1.1 July 21, 2004 Terry Bilskie Modified from 7/13 – POPS meeting 1.2 August 2, 2004 Terry Bilskie Modified from 7/29 – post POPS meeting

13 Acronyms

Acronym Description INAS Institutional Need Analysis System—Third party system used as part of determining financial aid award. LEAP License Enhancement Acknowledgement Program—SCT’s program to allow Plus customer’s to acquire the Banner license as part of the Plus maintenance agreement. ODBC Open Database Connectivity—A standard for how a connection is made to a database POP Project and Organization Planning session VU Vincennes University

CAS Course Applicability System CSM SCT’s Common Service Methodology DARS State of Indiana Degree Audit FA Financial Aid OR Organizational Readiness PDD Project Definition Document QA Quality Assurance ESC Executive Steering Committee SCT Systems & Computer Technology Corporation SLSA Software License & Services Agreement TBD To Be Determined

14 Definitions

Term Definition

Vincennes University Version 1.0 Banner Project Definition Page 30 of 30 August 3, 2004