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![Page 1: Creating a Networked Learning AND Transaction Environment Duquesne University Ruth Newberry, Director, Educational Technology Sheryl Reinhard, Director,](https://reader033.fdocuments.in/reader033/viewer/2022051401/56649e605503460f94b5b777/html5/thumbnails/1.jpg)
Creating a Networked Learning AND
Transaction Environment
Duquesne University
Ruth Newberry, Director, Educational TechnologySheryl Reinhard, Director, Operations, Systems and Network ServicesDeanna Crossey, Assistant Manager, DU Card Center
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• How does a mid-size college or university make the Learning System and Transaction System function as one seamless system?
• Duquesne University will merge the two Blackboard systems to create Pittinksy’s “networked learning and transaction environment”
• Benefits and value-added for the campus: increase services and functionality for the campus community
Creating a Universal Enterprise Bb for Your Institution
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• Why make this move?• What are the true costs?
– Can your institution afford not to move forward?
• Can you overcome project challenges and maintain focus?– Is this an academic or business/commerce
proposition?
• What is Blackboard’s role in the process?– How do they help you obtain your goals?
• Lessons Learned and Strategies
Are You Ready to Make the Move?
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Duquesne University• Private, Catholic Institution in Pittsburgh, PA• Founded 1878 by Holy Ghost Fathers• 50 acre urban campus• Enrollment: 9,985• On-Campus Residents: 3,600• Blackboard Transaction System customer since
2001• Blackboard Learning System customer since 1998• Member of the Pittsburgh Blackboard Users Group• Recently hosted BBUG conference Nov. 2005
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Current Blackboard Systems• Academic
– Enterprise Learning System 6.3– Communities Portal– Building Block & Developers Network– Standardized on 1 LS in 2004– Required training for courses and communities
site • 904 courses for Fall 05 (1728 total = 52%)• 138 Communities Sites• 760 FT, PT, Grads students trained• Online Request site for courses, users, archiving
– It’s all manual but appears not to be….
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![Page 7: Creating a Networked Learning AND Transaction Environment Duquesne University Ruth Newberry, Director, Educational Technology Sheryl Reinhard, Director,](https://reader033.fdocuments.in/reader033/viewer/2022051401/56649e605503460f94b5b777/html5/thumbnails/7.jpg)
Current Blackboard Systems
• Transaction System– Only utilizing Security Access
• Current One-Card System– Virtual cash that is stored on the junk
stripe
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Current IT Structure
• Computing & Technology Services• Campus IT infrastructure
– Sun Solaris– Oracle– Storage– SCT Banner/ Luminis– Data Center Concerns– Staffing
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Phase I: Why? Define Objectives and Gains
• What is the value added in making the move to the next level?– Service improvements– Increased Functionality– Additional Features– User Satisfaction– Market Competitive– Stakeholder Buy-in—whose driving the
initiative?
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Why? Learning System• What is the value added for teaching &
learning?– Have full Academic Suite
• Content Management System and E-portfolio
– Integration with key systems• No more manual processes for basic support
– Enhanced functionality and features• Networked and shared work space for all users• E-portfolio tools = Middle States and Outcomes
Assessment
– Competitive in the academic marketplace– Stakeholders
• Who and key issues?
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Why? Transaction System
• What is the value added for campus community?– Values
• Updating an off-line virtual cash program to on-line and real-time
• Increase deposit amounts• E-services• Expand campus interfaces with Bookstore and Dining and
even off campus merchants
– Stakeholders• Who are they?• Key issues?
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Phase II: What are the true costs?• Identify true costs beyond the “quote”
– License Fees• Cost per student / user• Institutionally acceptable?
– Hardware and IT infrastructure considerations• Servers and hardware• Data Center implications• Staffing• DR and Backup• Data Security and Access
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What are the true costs?• Supporting the Systems Costs—Assessing
Current Resources– LS staffing
• Ed Tech Application Administrator with Basic to Enterprise move
• Internal and external training needs and resources
– Transaction Staffing• One stop/one person shop• Internal and external training needs and resources
– IT staffing • People and training
– Help Desk—supporting the community of users
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Can You Afford Not to Move Forward?• Can you afford not to move forward?
– Cost of upgrading older technologies, systems, and/or business practices
– Marketplace competitiveness– “If it’s not broken, don’t fix it” – Funding sources and ROI
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Phase III: Overcome Project Challenges• IT Infrastructure
– Will it fit in?– Any customizations?
• SIS Data Integration– Identifying campus departments/services that
will need to interface with • Staff and Departmental Resources
– Need for additional staffing• Institutional Challenges and Culture
– Will the new systems fit into your culture?– Who owns the project?
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Phase IV: What is Blackboard’s Role in this Process?• When do you engage Blackboard?
– Pre-assessment needs– Hardware needs– Proposals– When do you engage Consulting Services from
Blackboard?
• Role of Bb Account Manager– They can help with…
• Business Plan Development• Bb Executive Proposal• Meetings with institutional leaders and decision
makers
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What is Blackboard’s Role in this Process?• Who is the Project Manager?
– Academic? Business? Blackboard?– Who owns this project?– Responsibilities:
– Develop Planning & Implementation Schedules
– Provide Updates to Stakeholders– Communicate… communicate…
communicate…..– Provide support for all…
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What is Blackboard’s Role in this Process?
• When do you involve Bb Support Services?• They will support your system• They should know your system• Strengthen relationship with support
services
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Lessons Learned
• Form key partnerships for project success
• Bring IT into the conversation immediately for impact on infrastructure– Changes to current infrastructure– Planning for growth– Planning for test and development systems– Other IT costs to consider
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Lessons Learned• Bring Blackboard into the discussions early
– Costing, planning, implementing, supporting– Decision Makers and Negotiations– Use your Account Manager
• Identify true costs beyond the Quote– Bb On-Site Campus Assessment– Hardware Needs– Software Application Licenses– On-Site Installation/Labor and Consulting
Services– Upgrades– Support People Resources
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Lessons Learned• Communicate …. Communicate….
– IT, Bb, Academic, Transaction, and Key Stakeholders
– Meet regularly
• Begin to form a Campus Blackboard Steering Committee– You can no longer maintain BB silos– Helps decide how the system evolves
• Assign Project Managers– Institution Project Manager and Bb Project Manager– Keep the project on track
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Moving Forward and Final Thoughts• Continue conversations with BB and your
hardware vendors throughout the design phase will assure a “right-sized” system
• Create Reasonable Project Plan– Allow for adequate testing and implementation
phases– Create a test environment– Bring new staff aboard at “right” times if possible– Involve all parties in process
• Every institution has its unique challenges and opportunities
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Thank You!Ruth NewberryDirector, Educational [email protected]
Sheryl ReinhardDirector, Operations, Systems and Network [email protected]
Deanna CrosseyAssistant Manager, DU Card [email protected]