Robert Paterson, CIO, Salem State College Choosing the right intergrated administrative management software product: processes and pitfalls1 Choosing the right integrated administrative management software product: Processes and Pitfalls. Robert Paterson Chief Information Officer Salem State College ACM SIGUCCS Computer Services Management Symposium March 29 to April 2, 2003

Robert Paterson, CIO, Salem State College Choosing the right intergrated administrative management software product: processes and pitfalls2 Premise The Y2K pressure is off to purchase and implement an integrated administrative management software product. We now have an opportunity to engage the campus in a process that will lead to success. The focus of this talk will be on the product selection and implementation strategies including outsourcing and partner selection process.

Robert Paterson, CIO, Salem State College Choosing the right intergrated administrative management software product: processes and pitfalls3 Product selection How to start process How to engage community How to make the decision Remember “all” the parts

Robert Paterson, CIO, Salem State College Choosing the right intergrated administrative management software product: processes and pitfalls4 Implementation The do’s and don’ts Consider where you’re coming from Consider where you’re going BPR The testing Document everything Consultants

Robert Paterson, CIO, Salem State College Choosing the right intergrated administrative management software product: processes and pitfalls5 To partner or not Services Expectations Value added The contract Cost

Robert Paterson, CIO, Salem State College Choosing the right intergrated administrative management software product: processes and pitfalls6 Internal skills sets required Technical Staff –Learning new methodology –Learning new tools –Understanding of business processes Functional Staff –Understanding of business processes –Willingness to accept change

Robert Paterson, CIO, Salem State College Choosing the right intergrated administrative management software product: processes and pitfalls7 Internal skills sets required, cont. Executive Staff –“50 thousand foot” level of understanding –Willingness to support change –Understanding costs and time lines –Understanding industry standard development processes Boards –Understanding costs and time lines –Transition from implementation to production

Robert Paterson, CIO, Salem State College Choosing the right intergrated administrative management software product: processes and pitfalls8 Transition from implementation to production Continuing support and effort; both functional and technical Managing the Product Cycle –Priorities setting –From development to production UAT (Unified Acceptance Testing) –Scripts development –Test script deployment Funding