Building a Better IT Support Model:Making Banner Work

Presented by: Bill Balint, Indiana University of Pennsylvania

Session Goal

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.

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

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.

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

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

Remedies

Perfect World Add more time

Get more people

Spend more money

Real World Policy Decisions

Personnel Distribution

Technology Investments

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

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

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”

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

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.

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

IUP Banner Implementation Structure

Executive Steering Committee

Project Manager

Advancement Process Team

Advancement Work Team

Data Integration Team

Finance Process Team

Finance Work Teams

Financial Aid Process Team

Financial Aid Work Teams

Human Resources

Process Team

Human Resources

Work Teams

Student Process Team

Student Work Teams

Technical Team

Quality Reviewer

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.

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

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

Building Blocks For Success

Reduce User Support Needs

Fast, Effective Support Triage

Create Redundant Expertise

Long-range Planning Enterprise Upgrades

Professional Development

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’

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.

Sample User Support Page

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

IUP Triage System

Request received

Is this a ‘production failure?’

Resolve immediately

Is this a project?Assign as a help desk call

(“First In, First Out”)

Current rankings need adjusted?

Project is placed ‘on hold’ pending rankings set by CIO in consultation with

VPs/Deans. Work to begin according to priority

CIO consults with VPs/Deans to alter rankings. Work to begin according

to priority.

Route to appropriate operating unit

Yes

No

No

Yes

No

Yes

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

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

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

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

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

Questions?

Contact Information

Bill Balint

Interim Chief Information Officer

Indiana University of Pennsylvania

Email: wsbalint@iup.edu

Phone: 724-357-7854