1. Project Organization & Planning Vincennes University July 13-14, 2004

2. 2 Introduction  Sally Johnson – Account Manager  Andrew Hollander – Senior Project Manager

3. 3 Introduction WHAT IS PROJECT ORGANIZATION & PLANNING? A tool to assist the Project Manager and Project Team in the composition of the Project Definition Phase deliverables Translating the contract to English

4. 4 Topics to be discussed  Project Life Cycle  Project timeline  Project definition  Objectives  Scope  Assumptions/Constraints  Project Approach: Organization (charters), Risks, Communications, Organizational Readiness, Configuration Management…  Deliverables  Critical Success Factors

5. 5 Managing the Project

6. 6 What is a Project “A project is a temporary endeavor or undertaking to create a unique solution”  Specific deliverable  Defined beginning & end  Contains risk  Systematic approach to doing business

7. 7 What is Project Management? “Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.”

8. 8 Sungard SCT Methodology & Tools  Consistent with industry business practices & solution delivery  Originates from best project management practices  Ensures conformance to project requirements  Provides a plan for effective project management

9. 9 What is Common Service Methodology? Policy Governance Rules Common Practices & Life Cycles How & When Common Processes/Activities What CSM is the services methodology library system -- the way we deliver professional services at SCT. We take lessons from years of successful implementations and instill them into a structured approach

10. 10 Project Life Cycle: Definition A Project Life Cycle is... “ A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project” Project Management Body of Knowledge Project Management Institute “What is to be done, by whom, how and when”

11. 11 Project Life Cycle Phases DEFINITION PHASE involves the initial identification of the project. It is approved for planning and proposal efforts. The PM may be assigned and Charter created DEFINITION PLANNING IMPLEMENTATION CLOSEOUT PLANNING PHASE involves activities in which the project definition, associated plans, and schedule are developed to support the SCT solution. CLOSEOUT PHASE involves transitioning the project to client operational ownership, completing all documentation, and disbanding the Project Team. IMPLEMENTATION PHASE is where the project work is performed and solution is delivered to the client.

12. 12 SCT Banner Implementation Methodology a Closeout Define Training Needs Define BPA Requirements Planning Develop Installation Plan Develop Training Plan Develop Prototype Plan Develop Conversion Plan Develop BPA Plan Process Analysis Installation (HDW/SW) System Education Test Prototype Develop Prototype Validate Prototype Deploy Solution “Go-Live” Conversion End User Training Implementation Evaluate Implementation Document Findings & Issue Recommendations Obtain Approvals and Sign-off Define Prototype Req. Definition Reporting Define Software & Hardware Req. Define Conversion Req Define Reporting Req Develop Strategy & Reporting Plan

13. 13 General Time Line Discussion

14. 14 Project Major Milestones MilestoneDate  LuminisDec 2004  Finance Go LiveJul 2005  HR Go-LiveJan 2006  Fin Aid (FAY 06/07)Feb 2006  Student & Student A/RMar 2006  AdvancementSep 2006

15. 15 Project Timeline Kick-off Project Plan/Schedule Project Monitoring Tech Training Banner Environment Setup Finance Human Resources Admission, Recruiting for Fall 06 Pre-Registration Fall 06 Student A/R Fall 06 Registration Fall 06 Fin Aid – Needs,Awards AY06/07 Alumni/Development Luminis Remote DBA |-----AY04/05----||-----AY05/06----||-----AY06/07----| 7/04 1/05 7/05 1/06 7/06 1/07 7/06

16. 16 Break

17. 17 About Your Project

18. 18 SCT Banner Software SCT Banner  Student  Financial Aid  Human Resources  Advancement  Finance Self Service  Student  Faculty & Advisors Luminis Basic

19. 19 Additional Software  CSS Profile Interface  INAS  EDI.Smart (Finance & Student)

20. 20 SCT Services person hrs Technical and Cross Product Training200 Banner Student (w/Student and Fac/Adv Self-Service)1144 EDI.Smart First Contact Services112 Banner Finance928 Banner Financial Aid664 Banner Human Resources652 Banner Advancement544 Project and Engagement Management- Level 2Fixed Oracle Education Classes7 courses/1 attendee Remote Database Admin Services – 1 yearFixed Data Migration Services:Fixed Luminis Upgrade Services & Certification Site LicenseFixed * 30 day cancellation policy on services

21. 21 Maintenance Silver Level maintenance provides clients with the following: 7 x 24 ActionLine support Access to Sungard SCT’s on-line service tools All major, minor and regulatory product releases and release support Summit invitation Subscription to Ed Line News Silver Level maintenance applies to Banner, Luminis and Campus Pipeline, and their subsidiary products. It does not apply to Plus products. How to Contact SCT for Banner & Matrix product incidents SCT ActionWeb – www.sungardsct.com Silver Level specific Voice Mail – 866.265.9264 Silver Level specific E-Mail – silver@sungardsct.com

22. 22 Silver Level Maintenance How to Contact Sungard SCT for Luminis product incidents: Luminis Support Center at http://campuspipeline.custhelp.com/ Email at cpsupport@sungardsct.com Phone at 800.734.6223 with silver level after-hours access code when prompted (use this method for any production critical issues outside of standard business hours) Sungard SCT’s ActionLine staff generally use the term "contact/incident" to represent an issue or question that a user "opened" with an ActionWeb entry, ActionMail e-mail message, or initial ActionLine telephone call. Priority Definitions/Response Targets Emergency/Production Critical Incidents – Defined as situations where a client experiences a full system or software failure preventing the client from performing critical processing, or where a client experiences a failure hindering the ability to perform critical processing. At the Silver Level, Sungard SCT’s target response time for Emergency/Production Critical Incidents is 2 hours or less.

23. 23 Silver Level Maintenance Priority 1 Incidents – Defined as situations where a client experiences a partial failure preventing the client from performing critical processing, or where a client experiences a partial failure hindering the ability to perform critical processing. At the Silver Level, SCT’s target response time for Priority One Incidents is 4 hours or less. Priority 2 Incidents – Defined as situations where a client experiences intermittent failure or a problem that causes a significant delay in non-critical processing. At the Silver Level, SCT’s target response time for Priority Two Incidents is 1 day/24 hours or less. Priority 3 Incidents – Defined as situations where a client experiences problems that do not significantly affect critical processing. At the Silver Level, Sungard SCT’s target response time for Priority Three Incidents is 3 days/72 hours or less.

24. 24 Project Planning

25. 25 Project Plan Components WBS Project Risk Project Organization Project Quality Project Budget Project Scope Project Communications Project Deliverables Project Standards Project Benefits Project Charter Project Schedule Project Milestones Project AuditProject Test & Acceptance Project Education Project Support Project Objectives

26. 26 Benefits of Early Planning  Relief & safeguard from performing repetitive processes  Minimizing and controlling of risks  Greater use of your current investments in systems, data, and personnel  Identifies unique challenges before they occur

27. 27 Planning Guidelines  Understand the effect of multiple projects  Ensure that the plan does not exceed scope  Expect to refine  Select appropriate completion/ delivery date(s)  Consider the effect of change  Develop a sound Project Plan

28. 28 A Project Plan…  Serves as a road map of project activities  Is the keystone for project communications  Is a comprehensive and integrated document that includes many components  Unique to the project at hand, it can be tailored  Subset of a business plan with limited objectives and well defined parameters  Requires great effort in the front end of a project to produce

29. 29 Project Definition

30. 30 Project Mission  Implement Banner  Finance  Human Resources  Student  Financial Aid  Advancement

31. 31 Project Objectives - examples Uninterrupted services Increase the level of user satisfaction for the administrative software and web based services Install a fully integrated administrative system with minimal service interruptions Reduce cycle times in key business processes Eliminate shadow systems on campus Implement systems on or before scheduled date

32. 32 Project Objectives (Cont.)  Implement Banner Finance for FY 2006 (July 2005). Define new chart of accounts User-friendly  Implement Banner Human Resource January 2006

33. 33 Project Objectives (Cont.)  Implement Banner Student and Financial Aid systems for AY 2007. Migration of Student and Financial Aid data historical data Implementation of Students Faculty and Advisors Self-service Standardization of systems Integration of data among systems  Implement Fin Aid for Aid year 2006/2007  Implement Advancement for 2007

34. 34 Project Benefits Enhance communication Improved decision making support Improved service to customers More efficient transaction processing will provide for more data analysis and strategic business decisions Improved data integrity More intuitive graphical user interface Integrated administrative operations across the university Synchronization of process and data business rules Better training for new employees Reduced risk & cost of new technology vs. mainframe

35. 35 Project History/Background Vincennes University has been a user of integrated administrative software since … …In order to remain competitive in the educational marketplace, the University must move into a new level of administrative computing.

36. Project Organization & Planning Vincennes University July 13-14, 2004

37. 37 Project Scope  The VU Banner project officially began on June 18, 2004 when the contract was signed by Phillip Rath. The project is to run for 30 to 36 months from this date with the project ending at the conclusion of this period. The project will include only the items listed below... Upon completion of the items listed, the project will be deemed completed. This should conclude no later than June 18, 2007.

38. 38 Project Scope SCT  SCT will be responsible for providing Banner Finance, HR, Advancement, Student, Financial Aid, and licensed Self-Service training and limited consulting services.  SCT will also be responsible for additional technical services as defined in the project approach section of the PDD including, Luminis, Data Migration Toolkit, and one year of Remote DBA support.

39. 39 Project Scope Vincennes University  VU will be responsible for participating in all training sessions and migration activities required for bringing forward all current data into Banner.  VU will be responsible for preparing Finance, HR, Alumni, Student and Financial Aid business process and workflow models.

40. 40 Project Major Milestones MilestoneDate  LuminisDec 2004  Finance Go LiveJul 2005  HR Go-LiveJan 2006  Fin Aid (FAY 06/07)Feb 2006  Student & Student A/R Mar 2006  AdvancementSep 2006

41. 41 Project Timeline Kick-off Project Plan/Schedule Project Monitoring Tech Training Banner Environment Setup Finance Human Resources Admission, Recruiting for Fall 06 Pre-Registration Fall 06 Student A/R Fall 06 Registration Fall 06 Fin Aid – Needs,Awards AY06/07 Alumni/Development Luminis Remote DBA |-----AY04/05----||-----AY05/06----||-----AY06/07----| 7/04 1/05 7/05 1/06 7/06 1/07 7/06

42. 42 Project Budget  Budget Assumptions  Budget Details –Resource costs –Hardware costs –Training costs –Facility costs –Miscellaneous charges –Change Management costs

43. 43 Project Assumptions Questions  What assumptions are being made to guarantee success?  Do you assume you have executive support for support staff?  Is it assumed that there will be minimal changes to the application software as delivered?  Do you assume to have sufficient resources to do the job?  What technological issues/environments are you counting on?

44. 44 Project Assumptions General Assumptions  The implementation to Banner will be successful.  The College’s Administration, Steering Committee, Implementation Team, Project Teams, faculty and personnel from related functional areas will support the project.  Adequate facilities will be made available for training and testing.  Supervisors will allow implementation team members to participate in appropriate training and implementation activities.  All communications will follow the hierarchy outlined in the Project Communication Plan.  University administration recognizes that employees need time to practice and learn Banner ®.  Registration is primarily online by the student – self-service is available  Will not migrate “bad” data or processes to Banner

45. 45 Project Constraints  Are there any compelling reasons to do this project by a certain time, within a certain budget, or by any designated group of people?  Is there anything you know that needs to be accounted for, but has not?  Do you anticipate personnel changes during implementation?  Are there regulatory timeframes that must be incorporated into the plan?  Are there technological constraints that must be accommodated?

46. 46 Project Risk Management WHAT IS RISK MANAGEMENT? The process designed to help management assess project risks and to provide methods to effectively deal with events that can potentially cause unwanted change RISK Probability Effects RISK Mitigation Strategies Proactive Reactive

47. 47 Project Risk Management WHY DO RISK MANAGEMENT Increase chance of success Management reporting Contingencies and countermeasures Costing Expected return >= risk Avoidance

48. 48 Project Risks  End-User Staff Turnover  Key Project Staff turnover  Lack of campus community acceptance  Unforeseen technological issues  Legacy data not converted as scheduled  Limited personnel resources

49. 49 Project Organization

50. 50 Communications Management What is Communication Management? “Communication Management includes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimately disposition of project information” Project Management Institute

51. 51 Communications Management STRUCTURING PROJECT COMMUNICATIONS  Communication planning  Information distribution  Performance reporting  Administrative closure

52. 52 Project Approach The approach describes the manner in which the deliverables will be completed and includes;  Definition Phase  Planning Phase  Implementation Phase  Close-out Phase  Change Management  Configuration Management  Communication  Measurement

53. 53 System Requirements  Hardware and software needs  Database Server Requirements  PC Client Requirements  SCT and 3 rd Party Product Requirements  Developer Requirements  Software Compatibility  System Transition Plan

54. 54 Project Deliverables  Work products that are to be produced during the project  Example -Project Definition Document  The actual work products (materials) that will be delivered  Example Licensed Software

55. 55 Project Success Criteria Purpose  To specify the criteria that must be met to close the project Includes  How the verification that the project has met project and SCT standards will occur  Validation that the product meets the requirements

56. 56 InnovationSpeedExcellence Thank You for Your Attention ! Questions ???