Building a Better IT Support Model for Success at Indiana University of Pennsylvania

1. Building a Better IT Support Model:Making Banner Work Presented by: Bill Balint, Indiana University of Pennsylvania

2. SessionGoal To acquaint attendees with strategies developed at IUP that provide success in the face of an increasingly complex computing environment – particular focus on the IT professional. Implementation strategies will be examined as will transitions that allow for successful continuing operations.

3. Topics of Discussion/Agenda Slide • Indiana University of Pennsylvania – Banner-related Profile • Primary implementation challenges • Steps to combat those challenges • Migration from implementation to continuing operations • Current strategies for success

4. About IUP • 14,200 students, 1,800 employees • Largest Member, 14-school Pa. State System (PASSHE) • Doctoral I • 3 campuses; graduate center; clock-hour programs • Located in Indiana, Pa.

5. Banner at IUP • Banner 7.x • Implemented 1998-2000 • All five baseline modules • Four web self-service products • Banner Xtender Solutions, Workflow • Eight major satellite packages (facilities, Id Card, etc.) • Some 100 custom-written programs and web applications • Substantial custom-built data warehouse • Oracle 9i, 10g App. Server • Linux as of Nov., 2006

6. Implementation Challenges • Aggressive timeframe • New functionality desired immediately: “Where’s the fancy stuff we paid for that the sales people showed us?” • Tight Budgets • Extra costs maintaining legacy environment in addition to implementation costs • Inadequate Staffing • Keep all current systems running and implement at the same time with the same people

7. Remedies • Perfect World • Add more time • Get more people • Spend more money • Real World • Policy Decisions • Personnel Distribution • Technology Investments

8. Sample Key Policy Decisions • Define overall business needs immediately • Integrated system, web-based services, redeploy IT staff, etc. • Determine “gap fill” strategy immediately • Build, buy, modify or do without

9. Sample Key Policy Decisions • Go by the “textbook” and modify from there • Sungard has done this many times before • Trust them, but hold them accountable! • Make quality count from the start • Exclusive time commitment by staff, appropriate consulting levels, written list of specific deliverables

10. IUP Implementation Core Personnel • Project Leadership • Executive Steering Committee • Empowered and Available • Steering Committee Chair • Contract issues, problem resolution • Project Manager • Daily operations, problem escalation • “The person that worries about the project every day”

11. IUP Implementation Core Personnel • Implementation Teams (One per module) • Directors of impacted offices • Work Team chairs • Responsible for INB, web self-service, interfaces • Cross-team groups formed for Workflow, Luminus, ODS/EDW, Xtender if required • Work Teams • Temporary or ad-hoc • Build validation tables, evaluate reporting needs, create training • Functional/Technical mix

12. IUP Implementation Extended Personnel • Technical Support • Manages all technical resources • Installs, upgrades, work team assignments, etc. • Ensures that DBAs and developers are properly trained • Deploys viable technical infrastructure • Coordinates functional training on tool set • Banner navigation, reporting tools, etc.

13. IUP Implementation Extended Personnel • Quality Reviewer • Auditing and systems knowledge, independent assessments • Project “outsider” • Data Integration Team • Data standards, data integration issues • IR functions/data warehouse • ODS/EDW if applicable

14. IUP Banner Implementation Structure

15. Migrating to Continuing Operations - Functional • Executive Steering Committee • Individuals partner with CIO in oversight role • Prioritizes deployment of custom-built solutions, Banner enhancements, other packages, upgrades, etc. • Process Teams • Re-configured into operations groups (student, resource, institutional advancement, financial aid) • Ensures smooth on-going operations, tests upgrades, enhancements, new products, etc.

16. Migrating to Continuing Operations - Functional • Data Integration Team exists on an “as needed” basis • Warehousing, IR, address, duplicate Ids, etc. • Quality Reviewer, Project Manager, Work Team members • Return to pre-project roles

17. Migrating to Continuing Operations - Technical The emerging Banner-related computing environment… • is more complex… • Workflow, XTender Solutions, Luminus, ODS/EDW, etc. • requires expertise in more technologies… • Oracle 10G DB, XML, Messaging, OAS • requires a true 24 x 7 support strategy… • Most of the above in a web-based world …But resources to support it are not growing

18. Building Blocks For Success • Reduce User Support Needs • Fast, Effective Support Triage • Create Redundant Expertise • Long-range Planning • Enterprise Upgrades • Professional Development

19. Sample Support Reduction Techniques • Rely on “Sungard Higher Education” technology • For Banner: Pro*C, PL/SQL, web self-service products, limited MS-Access solutions • Other applications: interfaces, separate schemas, etc. • Actively Lobby For Increase in Functional Knowledge/Skill • New hires, new job descriptions, training program • Special help for ‘the willing and able’

20. Sample Support Reduction Techniques • Build reference web pages and specialized training material • Ad-hoc reporting, letter generation, “How To” documents • Emphasize Operational Support • Registration, fiscal year-end close, payroll cycles, etc.

21. Sample User Support Page

22. IUP IT Triage System • Create a Help Desk for all IT Services • All calls and resulting actions documented in tracking software • Creates knowledge base • Invest in tools that prevent/help correct problems • DBA support software, code management • Help Desk Support • Level I – student worker • Level II – generalist • Level III – expert • Level IV - vendor • Route large support requests to quarterly ranking

23. IUP Triage System

24. Build Redundant Expertise • Each module/sub-module assigned to primary and backup support person • Finance, HR, Advancement, Financial Aid, Admissions, Registrar, A/R, “Other” student functions • Primary support is responsible for all knowledge transfer to the backup • Documentation, 1-on-1 meetings • Support requests routed to backup at times to help that person gain expertise

25. Enterprise Upgrade Planning • Maintain Upgrade Calendar with executive approval • Create functional and technical timelines as far in advance as possible • Prepare Infrastructure Changes Well in Advance • Oracle 10G, desktop requirement compliance

26. IT Staff - Professional Development • Cast a wide, yet cost-effective net • Traditional – conferences, instructor-led training, Banner help and release guides, Listserves, periodicals, etc. • Non-traditional – home-grown knowledge base, web-based instruction, internal knowledge transfer sessions and web pages, industry web sites, etc. • Make professional development part of employee evaluation

27. Benefits To The Institution • Efficient, documented customer service • Call tracking -> Knowledge Base • Objective rationing of IT resources • Quarterly rankings, help desk call results • Planning and professional development help staff navigate change – which can directly lead to productivity enhancements

28. Summary • Large-scale software implementations are stressful, costly and difficult • The migration to continuing operations is also challenging • The Banner-related computing environment is also becoming more complex, further taxing IT staff • However, strategies do exist that can help achieve excellence in utilizing their enterprise information systems

29. Questions?

30. Contact Information Bill Balint Interim Chief Information Officer Indiana University of Pennsylvania Email: wsbalint@iup.edu Phone: 724-357-7854