Table of Contents - sis. · PDF fileSIS Project Charter ... It is UCB’s intent to...

SISProjectCharter|February4,2015 2

TableofContents

Section1: CharterPurpose&Process........................................................................................................................3

Section2: ProjectVision,Goals&CriticalSuccessFactors.....................................................................................42.A-Vision.......................................................................................................................................................................................42.B-Goals........................................................................................................................................................................................42.C-CriticalSuccessFactors..........................................................................................................................................................5

Section3: ProjectScope&Assumptions....................................................................................................................63.A-Scope........................................................................................................................................................................................63.B-Assumptions...........................................................................................................................................................................8

Section4: ProjectGovernance.....................................................................................................................................94.A-Structure.................................................................................................................................................................................94.B-Membership&Procedures..................................................................................................................................................94.C-DecisionMaking..................................................................................................................................................................11

Section5: ProjectMethodology/Responsibilities................................................................................................125.A-Methodology.......................................................................................................................................................................125.B-ProjectTimeline..................................................................................................................................................................135.C-ChangeManagement.........................................................................................................................................................145.D-QualityAssurance&Control............................................................................................................................................155.E-StatusReports......................................................................................................................................................................165.F-Issues/RiskManagement&Escalation..........................................................................................................................165.G-ProjectChangeControl......................................................................................................................................................165.H-DocumentManagement...................................................................................................................................................17

Section6: Strategies&Plans......................................................................................................................................186.A-DataConversionStrategy:................................................................................................................................................................186.B-IntegrationStrategy:...........................................................................................................................................................................186.C-MetadataStrategy:..............................................................................................................................................................................196.D-Reporting&DataWarehouseStrategy:………………………………………………………………………………………………………..196.E-Portal/UXStrategy:..............................................................................................................................................................................196.F-ApplicationDevelopmentStandards:............................................................................................................................................206.G-Infrastructure/DevelopmentStrategy:......................................................................................................................................206.H-IdentityManagementStrategy:…………………………………………………………………………………………………………………...206.I-ApplicationSecurityStrategy:...........................................................................................................................................................216.J-TestingStrategy:....................................................................................................................................................................................216.K-TrainingStrategy:.................................................................................................................................................................................226.L-ChangeManagementStrategy:.......................................................................................................................................................23

Section7: OrganizationalStructure..........................................................................................................................247.A-ProjectRoles&ResponsibilitiesSummary.....................................................................................................................257.A-ProjectRoles&ResponsibilitiesSummary(continued)...............................................................................................26


Section1:

CharterPurpose&ProcessThisdocumentoutlinestheUniversityofCalifornia,Berkeley’s(UCB)StudentInformationSystemProject(i.e.,PeopleSoftCampusSolutionsimplementation).Anychangestothisdocumentwillbeagreeduponinwriting,communicatedviaprojectchangerequests,andincludedasaddendatothisdocument.

ItisUCB’sintenttoimplementandupgradetheCampusSolutionsapplicationsuitesand4additionalapplications(SelectiveAdmissions,RoomScheduling,OnlineBillingandPayment,AdvisingAppointments)accordingtoaschedulethatachievesthereplacementofUCB’sexistingsystemsandprovidesthenecessaryfoundationforPeopleSoft'scollaborativeapplications.

TheProjectCharterhasbeendraftedwithinputfrommembersoftheUCBcommunity,includingtheSISProgramManagementOfficeteam,membersofthefunctionalandtechnicalteams,andSierra-Cedarteammembers.Oncedrafted,theProjectCharterwillbereviewedbytheSISProjectSteeringCouncilandtheStudentSystemsExecutiveCommittee.


Section2: ProjectVision,Goals&CriticalSuccessFactors

2.A-VisionUCB’sStudentInformationSystemenablesthetransformationofthestudentexperiencebydeliveringtoallstakeholdersasingle,easy-to-usepointofaccesstostudentservices,bysupportingfacultyincreatingnewmodelsofteaching,andbycultivatingforstaffarewardingworkenvironmentthatislesstransactionalandmoreservice-oriented.Theplatformforthistransformationisanintegratedsetofbest-of-breedtools,technologyandprocessesthatarenimble,scalableandsustainable.

2.B-GoalsToincreasestudent,faculty,andstaffsatisfactionwiththeadmissions,enrollment,registration,financialaid,billingandpaymentandadvisingprocessesandtheportalbyprovidingcurrenttoolsandtechnologythatareconvenienttoaccess,easytouse,andprovideaunifiedexperiencestudents,facultyandstaff.

Todelivertoolsandtechnologythatenableinnovationinsupportingstudents,staffandfaculty,thataresustainable(vendor-supported,easilyiterated,cost-effectiveandeliminatesrepetitivesystemsands),secure(enableFERPAcompliance),andscalable(provideaplatformforfutureinnovationandsystemsintegration).ThetechnologywillallowtheUniversitytoeffectivelycontinuedevelopmentofthesystemstoservethecommunityinthefutureexpansionofservices.

Tosupportthedevelopmentofahigh-performanceculturethathelpsstafftodotheirbestworkthroughcurrenttoolsandtechnologies,streamlinedprocessesandtraining.


2.C-CriticalSuccessFactors

● Improveandstreamlinebusinessprocessestoachievethemosteffectivepractices,whileretainingthebusinesspracticesthatmakeBerkeleyuniqueandprovideforitsreputationforexcellence

● Includekeyfacultystakeholdersindesignofthesystemandimprovethefacultyuserexperienceofstudentsystems,examplesincluding:

o Schedulingandclassroomassignmento Prerequisitesforclasseso Registrationforspecialcaseso Add/dropimprovementso Gradingo Consolidationofadmissionsandcollege/departmentdataforadvising

● Includekeystudentstakeholdersindesignofsystemandimprovetheapplicantandstudentuser

experienceofstudentsystems,examplesinclude:

o AsinglepointofentrywithausableUserExperienceforallstudentso Fasterintegrationforstatuschangeso Self-servicewebsupporto StrongersupportfortheFallfreshmenandSummerprogramso Improvedclearingprocesseso Billpresentmentandpaymento Supportfornon-traditionalstudentso Improveddegreeplansandprogressiono ProvidereliableandvalidstudentandacademicprogramdatainanintegratedUniversity

systemofrecord,thatallowsfortheflexibilitytomeetspecificuniversityandacademicunitstrategicdecision-makingneedsandtoensurethatdataqualitycontinuestoimprove.

● Includekeystaffstakeholdersindesignofsystemandimprovestaffuserexperienceofstudentsystems,examplesinclude:

o Supportforelectronicforms,integrateddataforfasterchangesandautomatedworkflowo Createandmaintaincoursecatalogo Academicstandingo ContinuedsupportofCalAnswersreports

● Completetheprojectwithinthedefinedtimeline,budgetandscope● Attheconclusionoftheproject,providethecampuswithwell-trainedfunctionalandtechnicalstaffat

astaffinglevelthatprovidestruesupport.(morethanonedeep)● Providethecampusconstituentswitheffectivecommunicationthroughoutthecourseoftheproject.● Effectivelymanageandreportonthefinancialandresourceusagefortheprojecttoensureahigh

returnoninvestmentfortheproject.


Section3: ProjectScope&Assumptions

3.A-Scope

ApproachforDeterminingScope:

● Oneoftheproject’scoreobjectivesisathoughtfulplantomaximizesustainabilityandagilityandminimizeongoingexpensethroughbusinessprocessredesignandleveragingdeliveredsystemfunctionality.

● FunctionalmodificationsandincreasedscopechangeswillrequireareviewandrecommendationfromtheSISSteeringCouncil,andsubsequentapprovalbytheSISExecutiveSteeringCommittee.Resultingscopechangeswillbecommunicatedtothecampusviatheprojectwebsite.

● ThetechnicalarchitecturewillalsorequireapprovalfromtheCampusInfrastructureArchitectureTeam.


AtthetimeofwritingofthisProjectCharter,thefollowingitemsareconsideredtobeinscope:

● ImplementationofAdmissions,StudentRecords,FinancialAid,AcademicAdvisingandStudentFinancialmodulesofPeopleSoftCampusSolutions(customizationsasneededforbusinessrequirements)

● ImplementationofTechnosolutionsproductSlateforRecruitmentandAdmissions● ImplementationofanOnlineBilling&PaymentServicesapplicationperRequestforProposal

vendorselection● ImplementationofanAcademicAppointmentsapplication● ImplementationofaClassroomAssignmentSchedulingapplication● ExpandtheuseoftheCalCentralPortalforstudents,facultyandstaffinsupportoftheabove

applicationsand/orfunctionality● RetirethemyBerkeleyApp● DevelopkeyreportscriticaltobusinessneedsfortheSISprojectasdeterminedbyIDPsessions● Retrofittheexistingdata/analyticalreportingprovidedbytheEnterpriseDataWarehouseand

OBIEECalAnswers● Implementationofelectronictranscripts● LeveragetheexistingcampusEnterpriseIntegrationSystemsanddeliveredPeopleSofttoolsto

supportintegrationinterfacestoreplacerequireddatafeeds● RetireallsystemsandinterfacesbuiltonDB2(CARS,OUAE,SIS)andotherapplicationsas

functionalityisreplacedbythenewSISsystems.● ConvertorarchiveallrequireddataforSISsuiteofsystemsasdeterminedintheIDPsessions● LeverageCalAccess,whichincludesautomatedworkflowforapprovals,foraccessmanagement

toSISapplicationsanddata● Improveprocessesforautomatedprovisioningofapplicationaccounts● ImplementationofaprocessandgovernanceforrequestingaccesstodataTomeetbusiness

needsoffaculty,staffandstudents(includingautomatedapprovalworkflow)● Developtrainingmaterialsanddocumentationthatareconsistent,reusable,andeasily

accessedonline● Thecurrentcampusteamssupportingapplicationsthatwillneedtocontinuetoconsume

datafromtheSISwillberesponsibletomakethenecessarychangestoacceptthenew/changeddatafromtheSIS.TheIntegrationteamwillprovidematerials,communicationandworkshopstoassistthecampusteams.

Thefollowingitemsareoutofscopefortheproject:

● ImplementationoftheOraclePeopleSoftPortalApplication● ImplementationofOracleBusinessIntelligenceApplication● CurriculumManagementsystems(indiscussion,butcurrentlyoutofscope)● Replacementofthecourseapprovalsystem,CMS(indiscussionbutcurrentlyoutofscope)

AmoredetailedProjectScopewillbedeterminedthroughtheInteractiveDesignandPrototype(IDP)processwithusers.


3.B-Assumptions

UCB’sprojectteamhasidentifiedthefollowingassumptionsandconstraints:

● ThegoalofSISistoreleasefunctionalityinsupportofthelifecycleforfall2016applicantsandmatriculatedstudents.

● TheprojectwillworkwithintheAcademiccalendarconstraintsforfunctionalstaffandtimingfordeliverables/go-lives.

● SubjectMatterExperts(SMEs)fromvariousofficesandorganizationswithinUCBwillbeavailableasneeded.

● Fundingwillbesustainedforthelifeoftheproject.● Projectteamstaffingisdependentuponcriticaloperationssupportapprovals.● Effectivecommunicationandsupportfromthebusinessofficesandprojectsponsorsfor

changestopolicy,practicesandregulationscanbeachievedwithintheprojecttimelines.● Throughtheworkoffunction-specificteamsallUCBerkeleystakeholderoperatingunitswillbe

representedinanyrequiredfit/gap(IDP)reviewsinwhichthesystemwillbegintobedeveloped.

● TheprojectwilldevelopacomprehensivesetofrequirementsforUCB’snewSISsystems.Theserequirementswillrepresentacombinationof:

○ TheMandatoryandCriticalrequirementsthatweredocumentedintheDecisionDirector2file.

○ AnyadditionalrequirementsthatareidentifiedduringtheIDPsessions,testingandproduction,orasneededandapprovedbytheproject’sgovernanceprocess.

● UCBerkeleywillstrivetomodifyitsinternalbusinessprocessestoconformtothevendorsoftwarewhereverandwheneverfeasibleandappropriate,toavoidcostlymodificationsand/orcustomizations.However,suchprocessmodificationsshallnotcompromiseanyregulatorycompliancerequirementstowhichUCBerkeleymustadhere.

● Anyextensions,customizationsormodificationstobedevelopedwillberesearchedandfullyvettedbytheprojectfollowingtheProjectGovernancedecisionmatrixbeforeresourcesarecommittedtocompletingthework.

● Theprojectexpectstominimizethenumberofextensions,customizations,andmodifications.● Whereverpossible,theprojectshouldlooktootherinstitutionsthathavealreadyimplemented

theCampusSolutionssystemto“usewithpermission”anydocumentation,modifications,customizations,etc.,forbestpractices,businessprocesses,solutiondocumentation,trainingmaterials,interfaces,etc.


Section4: ProjectGovernance

4.A-Structure

4.B-Membership&ProceduresSISExecutiveSteeringCommittee

• HarryLeGrande,ViceChancellor,StudentAffairs(Co-Chair)• CathyKoshland,ViceChancellor,UndergraduateEducation(Co-Chair)• LarryConrad,AssociateViceChancellor,InformationTechnologyandChiefInformationOfficer• JohnWilton,ViceChancellor,AdministrationandFinance• RosemarieRae,AssociateViceChancellor,AdministrationandFinanceandChiefFinancial

Officer• AngelaBlackstone–SeniorProjectExecutiveSISProject(ProjectLiaison)

ExecutiveSteeringCommitteeProcedures:

• TheExecutiveSteeringCommitteewillmeetonceeverymonth,andmorefrequentlyduringspecifictimesoftheprojectwhenneeded.

• Agendasandsupportingdocumentswillbepublishedtwodayspriortothemeetingdate.• MinutesanddecisionswillbepostedtotheProjectSharepointsite.

Executive Steering Committee

Senior Project Executive

SteeringCouncil

Program Executive Director

Sierra-CedarExecutive Team

Organizational Change Management

Lead

Project Implementation

Director

Project Manager

SIS PROJECT GOVERNANCE


SISSteeringCouncil

• AnneDeLuca,AssociateViceChancellor,AdmissionsandEnrollment(Co-Chair)• BobJacobson,InterimDeanofUndergraduateStudiesintheCollegeofLettersandScienceand

ProfessorofPhysics(Co-Chair)• JoyceSturm,DirectorofFinancialOperations• WalterWong,UniversityRegistrar• AmyJarich,AssistantViceChancellor/Director,OfficeofAdmissions• RachelleFeldman,AssistantViceChancellor/Director,FinancialAid• CorinneKosmitzki,ChiefAdministrativeOfficer,GraduateDivision• JennStringer,ACIO,AcademicEngagement,andDirectoroftheEducationalTechnologyService

(ETS)• PatrickFurze,ExecutiveDirectorSISProject(ProjectLiaison)

SteeringCouncilProcedures:

• TheSteeringCouncilwillmeetonceeverytwoweeks,andmorefrequentlyduringspecifictimesoftheprojectwhenneeded.

• Agendasandsupportingdocumentswillbepublishedtwodayspriortothemeetingdate.• MinutesanddecisionswillbepostedtotheProjectSharepointsite.

AdditionalCommittees

• Tobeidentifiedasneeded


4.C-DecisionMakingThemajorityofdecisionsontheSISprojectwillbemadebytheprojectteam.ThisincludesdecisionsregardingsystemconfigurationsthatmeetUCBbusinessrequirementsandoperationaldecisionsthatdonotimpacttheoverallschedule,scopeorbudgetoftheproject(seebelowtablefordetails).

Theclassificationandprioritizationofcustomizations/modificationsforgapswillbedecidedbytheprojectteaminclosepartnershipwithkeystakeholders.Theprojectteamrecommendations(PTRs)willbedocumentedandsubmittedtotheSteeringCouncilforapprovalorescalationtotheExecutiveSteeringCommittee.TheSteeringCouncilwillreviewanybusinessprocessesthattheprojectteamandstakeholderscannotagreeon,orthataredeemedoutofscope.

IftheSteeringCouncildoesnotreachagreementonadecision,declinestomakeadecision,orifthereisdisagreementbetweentheprojectleadershipandtheSteeringCouncil,thedecisionwillbeescalatedtotheExecutiveSteeringCommittee.

Group CriteriaforReview

ProjectTeam

● ConfigurationmeetsUCBbusinessrequirements● Documentdecisionsandbusinessprocesschanges● Operationaldecisionsthatdonotimpactprojectbudget,schedule

orscope● Projectteamrecommendations(PTRs)formodification

classifications1)Critical,2)HighBenefit/LowCost3)NicetoHave

SteeringCouncil

● Allcustomizations/modifications,prioritizedbyPTRclassification.● Projectteamscannotcometoagreement● BusinessprocessisnotinalignmentwithSCI/UCBprojectteam

recommendations● Scope/schedule/thresholdbudgetdecisions● Criticalmilestonedecisions

ExecutiveSteeringCommittee

● MembersoftheSteeringCouncilcannotcometoagreementoverbusinessprocess,projectexecutionormodifications.

● MembersoftheSteeringCouncilandprojectleadershipareindisagreementaboutanissue.

● IssuesnotresolvedbySteeringCouncil● OverridedecisionsmadebytheSteeringCouncil/SISProject

team.● Anydecisionoractionthatwillimpacttheprojectscope,schedule

orbudget.


Section5: ProjectMethodology/Responsibilities

5.A-MethodologyUCBispartneringwithSierra-Cedar,Incorporated(SCI)inacollaborativeapproachthatwillcombineSCI’smethodologyandPeopleSoftexpertisewiththeknowledgeandexpertiseofkeyUCBstaff.Sierra-Cedar’sPropelMethodologywillserveasthefoundationfortheproject.TheProjectteamwillworktogethertoadaptthePeopleSoftapplicationtofitUCB’sbusinessprocesseswhileatthesametimeadaptingUCB’sbusinessprocesses,whereverpossible,tooptimizethedeliveredcapabilitiesofthesoftware.

Themethodologyisusedasablueprintthroughouttheprojecttoensurethattheapproachisbusinessprocess-centric,thatknowledgetransferispromoted,andthattheprojectremainswithinscope,followswell-definedprocesses,andresultsinqualitydeliverables.Inthismethodology,theimplementationactivitiesarecategorizedintofiveprojectphases,andeachgo-livewillcompleteallfivephasesonitsowntimeline,synchronizedintotheoverallProjecttimeline:

○ PhaseI:PlanandDiscover○ PhaseII:AnalyzeandDesign○ PhaseIII:ConfigureandDevelop○ PhaseIV:TestandTrain○ PhaseV:DeployandOptimize


5.B-ProjectTimeline

Theabovehighleveltimelineservestheinitialprojectplanningpurposes.Itrepresentstheoveralltimelineforeachfunctionalareawithintheprojectschedule.Additionalgo-livepointsforeachmodulewillbeaddedtothescheduleasneeded.Arefinedtimelinewillbedevelopedattheendoftheplanningphasefortheproject.ItwillberefinedfurtherattheconclusionofPhase2foreachmodule(‘AnalyzeandDesign’)whentheInteractiveDesign&PrototypingSessionsarecompletedandcustomizationrequestsareconfirmedtobeinscope.Atthatpointthefinalgo-livetimelinewillbedeterminedforeachmodule.

Theprojectwilltrackandmonitortheprojectthroughamid-levelprojectplanandwithdetailedtasks,resources,timelinesanddeliverablesmanagedintheJIRAticketingsystem.


5.C-ChangeManagementUCBiscommittedtoprovidingeffectiveChangeManagement(CM)toengageandsupportstudents,faculty,andstaffastheymovethroughwhatwillbeasignificantchangeinhowtheyaccomplishcoretasks.

ToensurethattheCMeffortsdeliveraneffectiveandsmoothchangeexperience,theProscichangemethodologywillprovidethebaseframeworkforallchangemanagementefforts.SISchangemanagementwilldevelopandimplementaseriesofcoreplansfortheareaslistedbelow.AnareathathasbeenidentifiedasofparticularimportancetothesuccessoftheSISprojectatUCBistoactivelyengagestudents,facultyandstaffinthechangeprocessthroughouttheproject.

• Communications:

o Audienceso Keymessageso Appropriatesenderso Deliverymethodologies(project

website,openforums,etc.)o Timing

• Sponsor:o Roleexpectationso Sponsorroadmap

• Training:o Trainingneedso Audienceso Deliverymethods(lab/class,online,

jobaids,helpdesk,etc.)o Contentdevelopmento Schedule-just-in-timebasedongo-

livedateso Postgo-livesupport

• CoachingforManagers:o Manager/Supervisorroleo Trainingo Support

• OrganizationalChange:o Facilitatetransitiontochangesin

organizationalstaffingandsupportmodels

o Including:Processchanges,organizationalrestructuring,jobrolesandresponsibilitiesasneeded.

• Sustainment:o Identifyopportunitiestoreinforce

changeo Enablesustainablechangeo Transitionchangesintofuture

operations• Engagement:

o Keystakeholderso Engagementlevel(inform,consult,

involve,collaborate,empower)o Engagementopportunities(surveys,

IDPsessions,testing,steeringcommittee,etc.)

• ProjectTeamChangeManagemento Supportteammembersowning

changechallengeso Enableteammembersroleas

changeagents


TheapproachtofacilitatingSISchangeisbasedontheADKARmodelofchangewhichrecognizesthat,inordertobesuccessful,participantsofchangeneedto:

● haveanawarenessoftheneedforchange● havethedesiretosupportthechange● acquiretheknowledgetheyneedtoimplementthechange● gaintheabilitytonavigatethechangesuccessfully● andreinforcethechangetosustainitssuccess

AttheendoftheSISprojecttheCMteamwillhave:

● PreparedtheUniversityfortheadoptionofbestpracticesusageofthedeliveredsystems● DesignedaCMsustainmentmodel● EstablishedamethodologytocontinuethefeedbackloopwiththeUCBcommunity

5.D-QualityAssurance&ControlTheSierra-CedarProjectManagerandtheUCBImplementationDirectorshalljointlydirecttheoverallmanagementoftheprojectasdepictedinthedecision-makingandgovernancesections.TheProjectManagerandImplementationDirectorshallconsultwitheachotherandseektoagreeonalldecisionswhicheitherpartyconsiderssignificantinaccomplishingthegoalsoftheproject.

ProjectQualityReviews(PQRs)

Sierra-CedarwillconductstructuredProjectQualityReviews(PQRs)throughouttheproject.Sierra-Cedar’sPQRsareconductedbytheSCIQualityAssuranceconsultantthroughouttheprojectlifecycle,frominitiationtocloseout.TheseperiodicreviewsoccuratkeypointsoftheprojectasdefinedbythePropelMethodology.Thereviewsprovidecontinuousoversightoftheprojectandallowforcoachingandmentoringofteamsandindividuals.TheresultsofthePQRswillbeprovidedtotheUCBProjectACIOandProjectExecutive,ExecutiveDirector,ImplementationDirectorandProjectManagerfordistributiontotheSteeringCouncilandExecutiveSteeringCommittee.

3rdPartyQualityReview

UCBwilladditionallyemployanexternalindependentQualityReviewoftheprojectbasedonthetimelineforkeydeliverables(approximatelyeveryfourmonths).ThesereviewswillbecomprehensiveoftheoverallSISproject,includingall3rdpartyproductsandimplementationefforts.TheresultsoftheexternalreviewwillbeprovidedtotheExecutiveSteeringCommitteeSponsorsforreviewandactionasneeded.


5.E-StatusReportsCompletedstatusreportswillbesavedontheProjectSharepointsite.Thefollowingstatusreportswillbeproducedforthedurationoftheproject:

● TheTeamLeadswilleachproduceaweeklyStatusReport.● TheTechnicalManagerandFunctionalManagerconsolidateteamreportsandaddahigh-level

summaryonaweeklybasis● TheProjectManagerandtheImplementationDirectorwillproduceaweeklyProjectStatus

Report.ThiswillsummarizethekeyinformationfromtheTeamStatusReportsafterreviewintheWeeklyProjectMeeting.

● TheSteeringCouncilandkeystakeholderswillreceivethestatusreportanditwillbemadeavailableintheProjectLibraryforhistoricalpurposes.

● TheExecutiveCommitteewillreceiveamonthlyExecutiveDashboard,preparedbytheChangeManagementTeam,containingsummarylevelprojectstatusatthemonthlyExecutiveCommitteemeeting.

5.F-Issues/RiskManagement&EscalationTheIssueandRiskManagementprocessisdescribedindetailintheIssueandRiskManagementStrategyandPlan.Theprocesswillbeusedtoidentify,analyze,andrespondtoprojectissuesandrisks.IssuesandriskswillbeloggedandreviewedweeklywiththeProjectManagementTeamandintheprojectteamweeklymeetings.IssuesandriskswillalsobeincludedintheExecutiveDashboard,ProjectManagementReport,andTeamStatusReports,asappropriate.IssuesorrisksthatneedimmediateattentionwillbepresentedtotheSISExecutiveDirectorforactionorescalationassoonasidentified.TheExecutiveDirectorwillmovetheissuetotheappropriategovernanceteamwithin48hours.

5.G-ProjectChangeControlThechangecontrolmanagementprocessistheprimaryvehiclefordefiningtheboundariesoftheSISProjectandensuringthatprojectmanagementhastheopportunitytomaketimelytrade-offsbetweenthethreekeyprojectvariablesofcost,schedule,andscope.ItistheresponsibilityoftheProjectManagerstomonitorscopechangesthatwillimpactthethreekeyprojectvariables,alerttheSISExecutiveDirector,andtakeappropriateaction.


5.H-DocumentManagementAnumberofdocumentswillbedevelopedduringthelifecycleoftheproject,includingbutnotlimitedto:

● StatusReports

● DecisionDocuments

● WhitePaperAnalysisDocuments

● FunctionalSpecifications

● TechnicalSpecifications

● ProjectTeamworkingdocuments

TheProjectTeamwillutilizeSharepointastheofficialrepositoryforallfinaldocumentsandinformation,withappropriatesecurityandaccessgranted.

TheteamswillalsoutilizeareasintheBDrivetoshareandworkondocumentsasneeded.

Awebsitewillbecreatedtopublishandmakeavailabledocumentstotheexternalteamspertheprojectcommunicationplan.


Section6: Strategies&Plans

6.A-DataConversionStrategy:Criteriawillbecarefullydefinedandanalyzedtoidentifythedatatobeconvertedtoprovidethemostsignificantreturntothecampusbusinessprocessesgivenavailableprojectresources.Toexpeditetheconversionprocess,pre-developedconversionprogramsbySierra-Cedarwillbeutilized;ifnecessary,additionalprogramswillbecreated.Conversionsshouldbelimitedtodatathatiscriticaltokeybusinessfunctionality.Asthenumberofrecords,sources,andyearsofconvertiblehistoryincrease,sodoestheeffortrequiredformapping,thepercentofdatarequiringcleansing,andtheruntimeforconversionloads.Datafromauxiliarysystemsandnon-criticalhistoricdatashouldonlybeincludedifitisrequiredforabusinessprocesstofunctioninCS,orifothercompellingreasonsexist(e.g.aregulatoryrequirementthatcannotbereadilyaccessedanyotherway).

DataConversionStrategyDocument

6.B-IntegrationStrategy:UCBerkeley’scurrentstudentsystemsrequireover200interfaceprocesses,manyofwhichwillbecomeobsoletewiththeimplementationofthenewStudentInformationSystems.Approximately90interfacesareexpectedtoremainthatareexternaltoPeopleSoftCampusSolutions.

Withthestakeholdersoftheinterfacesthataretobemigrated,theIntegrationteamwillreview,consolidateanddeliversimplifiedandimprovedinterfacesbetweencoreSISdatasourcesandinternal/externaldataconsumers.Theinterfaceswillbestrategicinthesensethattheywillbewelldocumented,standardsbased,re-usable,secure,enterprisequality,welltestedandmodern(APIandMessagebased).Wherenecessaryand/orappropriate,fileanddatabaseconnectionbasedintegrationsmaybeimplemented,withascheduledmigrationpathtothemodernintegrationmethods.AwarenessoftheSDLCispartofthestrategy,ensuringthattestingandchangemanagement,longtermsupportprocessesandknowledgetransferareconcretedeliverables.

IntegrationStrategyDocument


6.C-MetadataStrategy:Metadataenablesaninstitutiontomaximizethevalueofitsinformationassets.Itencompassesnotonlyatraditionalbusinessglossarycontainingthefunctionalmeaningofdataelements,butalsoprocessdescriptions,tableandreportdefinitions,transformationrules,usagecaveats,dependenciesandrelationships,integrationpointdefinitions,andmanyotherkeycharacteristicsofdata,systems,andprocesses.TheSISProjectoffersanunparalleledopportunitytocaptureandmakeaccessiblevaluableinformationaboutBerkeley’sprocesses,systemsanddata.Muchoftheworkdonetoensureasuccessfulmigrationofoperationalsystems,includingbusinessprocessre-engineering,institutionalhierarchydefinition,anddatamapping,isusefulforimprovingtheintegrityandavailabilityofinstitutionalmetadata.

MetadataStrategyDocument

6.D-Reporting&DataWarehouseStrategy:Fromareportingandanalysisperspective,weanticipatethattheSISProjectwillmakepossiblemorerobust,real-timereportingfromthetransactionalsystem,decreasetheeffortspentonstudentdataintegrationandallowformoretimespentonintegrationwithothersystems.Thereportinganddatawarehouseteamseekstomake"[student]dataeasilyaccessible,reliable,consistent,andsecure"forbothourstudentsandthefacultyandstaffwhosupportthem.Inaddition,thedataandthereportingandanalyticaltoolswillsupport:

● Students,individuallyandincohorts,and● FacultyandStaffwhoareplanningthefutureofthecampusviaanalysisofaggregatestudent

dataovertime.Reporting&DataWarehouseStrategyDocument

6.E-Portal/UXStrategy:AspartoftheSISProject,CalCentralwillintegratewithCampusSolutionsandothernewsystemsanddatasources,leveragingthesesystemstoprovidebetter,moreaccurateandmoretimelyinformation.ForstudentsthiswillhelpthembetterunderstandtheirownsituationandcontextandallowingthemmakebetterdecisionsandmoreeasilymanagetheirjourneyasaBerkeleystudent.

CalCentralwillalsoprovideviewsforstaff,facultyandparents,informing,directingandconnectingthemtoinformationandfunctionalityinCampusSolutionsandtheothernewSISsystems.

Inthisway,CalCentralwillserveasthemainnavigationtoCSfunctionalityforallusers.

Portal/UXStrategyDocument


6.F-ApplicationDevelopmentStandards:PeopleSoftapplicationdevelopmentstandardswillberevised,documentedandutilizedbytheSISprojecttocodethemodificationsthatarespecifiedbythefunctionalteamsandapprovedbythegovernanceprocess.Adesignreviewwillensurethatthestandardsareconsistentlyapplied.

ApplicationDevelopmentStandardsDocument

6.G-Infrastructure/DevelopmentStrategy:TheInfrastructureandOperationsStrategywillprovidetheoverallframeworkwithinwhichtheinfrastructureandoperationsactivitieswillbemanaged.Specificobjectives:

● MakeuseofcurrentITservices(orfunctions)deliveredbyUniversitywheretheservicemeetstheSISbusinessrequirements.

● Minimizethenumberofuniqueinfrastructuresolutionsofferedtosupportbusinessrequirements.

● Deliverefficientoperationalprocessestosupportinfrastructuresolutions.

● Reviewtechnicalsolutionsfortheprojectincludingnon-PeopleSoftsolutions(CalCentral,EDW,ImageNow,FileServer,etc).Reviewtheversions,supportplans,andpotentialupgradeneedsduringthelifeoftheproject.

Infrastructure/DevelopmentStrategyDocument

6.H-IdentityManagementStrategy:TheidentitymanagementstrategywillincludeanextensiveprocesstomatchandprovideCalNetaccountstostudentsandotherapprovedpersonsandintegrateexistingauthenticationtoolsintocampus.TheCalNetteamwillintegrateexistingIdentityandAccessManagementserviceswiththeSISprojecttomeettherequiredfunctionality:

● ImprovethespeedofprovisioningstudentCalNetaccountsthroughautomation.

● Facilitatetheprocessestoimproveupdatesofcommondata(namechanges,addresses,phonenumbers)asdefinedbysharedsystems(HCM,SISandBFS).

TheSISprojectwillutilizeexistingandnewIAMservicestoimplementnewcampustechnologyandprocessstandards.TheSISprojectwillhelptofacilitatedevelopmentforthepersonregistryandidentitymatchingimprovementprojects.

IdentityManagementStrategyDocument


6.I-ApplicationSecurityStrategy:TheSecurityStrategyoutlinesprimaryconsiderationswhendefiningsecurityforthesystem,bothexternalandinternal.ItprovidesanoverviewofthedifferentaspectsofsecurityastheyrelatetothePeopleSoftsystem.ASecurityPlanwillbedevelopedtodetailthesecurityapproach,configuration,timelinefordevelopment,andmaintenance.

ThepurposeoftheapplicationsecurityactivitiesistoprovideaccesstotheSISSolutionbasedonthesecurityrequirementsofUCBerkeley.TherearethreeprimaryareastobeconsideredwhendefiningsecurityforanyPeopleSoftapplicationsystem:

1. NetworkSecurity2. DatabaseSecurity3. ApplicationSecurity

ApplicationSecurityStrategyDocument

6.J-TestingStrategy:ATestingStrategyandPlanwillbecreatedtosupporttheproject.Thepurposeoftestingistoassessthe functionality, operation, quality, performance, and interoperability of Campus Solutions, and toidentifyandcorrectdefects,errors,omissionsandfailures.

The Strategy will outline testing that will exercise the developed system, including processes andcustomizations.Anumberof testing toolswillbeutilized: testingstrategy, testplans,scenariosandscripts,schedulefacilitiesandtestsessions,determinepropertestingstandards,leadandconducttestexecution,monitorandreporttestingprogress,andmanageandresolvetestingissuesandproblems.Anoverallapproachfortrackingandmonitoringalltestingissueswillbedeveloped.

ThePre-LiveTestingwillincludeconductingthefollowinghigh-leveltestingphases,intheordershown

● UnitTesting

● SystemIntegrationTesting

● SecurityTesting

● Performance/ParallelTesting(asneeded)

● RegressionTesting(asneeded)

● UserAcceptanceTesting(UAT)

TestingStrategyDocument


6.K-TrainingStrategy:ThepurposeofthetrainingstrategyistooutlinehowtheChangeManagementteamwillapproach,develop,anddeployendusertrainingfortheStudentInformationSystemProject.Trainingisakeycomponentofanychangemanagementprogramandthisstrategywillestablishaframeworkforhowitwillsupporttheoverallchangemanagementeffort.

Thisstrategydefinestheapproach,processes,andproceduresforsettingupandexecutingthetrainingplanandincludesthefollowingareas:

● Audiences

● Trainingteam

● Materialdevelopmentapproach

● Trainingmaterialformats

● Traininglogistics

● Trainingdelivery

● Trainingevaluation

● Timeline

● Ongoingtrainingmaintenance

● Assumptions

TrainingStrategyDocument


6.L-ChangeManagementStrategy:Overthenexttwoandahalfyears,UCBerkeleywillbeimplementinganewStudentInformationSystem(SIS)toreplaceavarietyofaging,disparate,andinternallybuiltandmaintainedstudentsystems.Asanessentialpartoftheproject,UCBerkeleyhasmadeacommitmenttoprovidecomprehensivechangemanagementtosupportstudents,faculty,andstaffintransitioningthroughwhatwillbeasignificantorganizationalchangeaffectingallmajorfunctionalareasrelatingtostudentservices.Effectivechangemanagementincreasestheadoptionrateofthenewsystemtofullyrealizeandleveragethevalueandbenefitsprovidedbythenewtechnology.

Theprimarybeneficiariesofthechangewillbestudentswhowillgain24/7accesstotheirinformationthroughavarietyofdevicesenablingthemtoaccomplishalloftheirtaskssuchasregisteringforclasses,managingstudentaid,etc.viatheUniversity’sCalCentralwebsite.Staffinallfunctionalareaswillgainsignificantlythroughincreasedcapabilitiestoprovidemoreeffectiveservicestostudentsasaresultofbettertoolsandtechnology.Facultyandinstructorswillbenefitfrommorecomprehensiveaccesstorelevantstudentdata.

ToassureoptimalchangemanagementoutcomesfortheSISimplementation,theprojectteamselectedtheProscichangemanagementmethodology.Thiswell-establishedmethodologyfocusesonstakeholderengagementandimplementschangemanagementplansinsixkeyareas:

● Communications

● Sponsorsupport

● Managerscoaching

● Stakeholderengagement

● Sustainmentofchange

ChangeManagementStrategyDocument


Section7: OrganizationalStructure


7.A-ProjectRoles&ResponsibilitiesSummary● Sr.ProjectExecutive,AngelaBlackstone

○ TheProgramExecutiveprovidesoverallleadershipfortheproject,managesthegovernance,overseestheoverallChangeManagementeffortandreportstotheProjectExecutiveSponsors.

● ExecutiveDirector,PatrickFurze○ TheExecutiveDirectormanagestheworkofSierra-Cedar,theProgramManagementOffice,the

ProjectManagementTeamandoverallexecutionoftheprojectandreportstotheSr.ProjectExecutive.

● ProjectManagementTeam○ TheProjectManagementTeamprovidesleadershiptotheFunctionalandTechnicalTeamLeads

andtheirsub-teams,andreportstotheExecutiveDirector.■ ImplementationDirector,KarenKato■ Sierra-CedarProjectManager,KimRoberts■ FunctionalManager,AnneAaboe■ Sierra-CedarTechnicalManager,ChrisCameron

● ChangeManagementTeam○ TheChangeManagementTeamreportstotheSeniorProjectExecutiveandprovidesleadership

onstakeholderengagement,communicationandtraining,tofacilitatecampusreadinessforthewiderangingorganizationalchangesofthisproject.

■ ChangeManagementLead,AndreasPinterits■ Sierra-CedarChangeManagementConsultant,EricHoefel■ CommunicationsLead,SamGordon■ UserExperienceLead,BernieGeuy■ TrainingManager,TBD■ Trainers,TBD■ ExecutiveAssistant,TBD

● ProgramManagementOffice○ TheEnterpriseProgramManagementOffice(“PMO”)providestheday-to-dayoversightofand

supportfortheproject,andreportstotheExecutiveDirector.■ IssuesManagementandMetrics,TimHeidinger■ RiskManagerandProgramAnalyst,AnnikaBarnes■ ProgramOfficeManager,KatieDustin■ FinancialAnalyst,OscarLuna


7.A-ProjectRoles&ResponsibilitiesSummary(continued)

● FunctionalTeam○ FunctionalTeamLeads

■ TheUCBerkeleyFunctionalTeamLeadsareassignedfromkeyofficesacrosstheuniversityandhavealevelofexpertiseandinstitutionalexperiencethatwillenablethemtomakemostsystemconfigurationdecisions.Theteamleadswillberesponsibleformanagingthedailyprojecttasksfortheirrespectiveteams.TheTeamLeadsreporttotheFunctionalManagerwhoreportstotheImplementationDirectorandProjectManager.

○ Sierra-CedarFunctionalTeamLeads■ TheprimaryresponsibilityoftheSierra-CedarFunctionalTeamLeadsistowork

alongsidetheTeamLeadsandTeamMemberstoprovideexpertiseontheCampusSolutionsproductandoptimizebusinessprocessesbasedontheirexperienceinhighereducation.

○ FunctionalTeamMembers■ TheUCBerkeleyFunctionalTeammembersareacombinationofstaffassignedfromkey

officesacrosstheuniversityandhavebeenhiredasbusinessanalystsfortheproject.Theywillparticipateinmostsystemconfigurationdecisions.Thefunctionalteamswillberesponsibleforthehands-onworkofimplementingthenewsystem.Theyreporttotheirrespectiveteamlead.

● TechnicalTeam○ TechnicalTeamLeads

■ TheUCBerkeleyTechnicalTeamLeadsarebothassignedfromkeyofficesacrosstheuniversityandhiredspecificallyfortheproject.Theteamleadswillberesponsibleformanagingthedailyprojecttasksfortheirrespectiveteams.TheTeamLeadsreporttotheImplementationDirector.

○ TechnicalTeamMembers■ TheUCBerkeleyTechnicalTeammembersareassignedtechnicaltasks.Thetechnical

teamwillberesponsibleforthehands-onworkofimplementingthenewsystem.TheUCBerkeleytechnicalteammembersreporttotheirrespectiveleads.

● ProjectCoordinators○ ProjectCoordinatorswillassistthefunctionalandtechnicalteammembersincollectingand

postingstatusupdates,creatingstatusreportsandprovidinglogisticalandadministrativesupporttotheteams.

● SubjectMatterExperts(SMEs)○ SubjectMatterExpertsrepresentkeyofficesacrossthecampusandarecalleduponthroughout

thecourseoftheprojecttoprovidetheteamwithexpertiseonbusinessprocessesandpolicies.● StudentStaff

○ Studentstaffwillprovidebothtechnicalandfunctionalsupporttotheproject.

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