Phase 4 - Testing/Training Development

This phase includes testing of all system functions in all modules as well as the preparation for the delivery of training to all UD employees.  This will include:

• Overall testing strategy and plans
• Testing of reports
• Preparation of test scripts
• Execution of testing processes
• Tuning and testing for system performance
• Completion of training material along with concrete plan for delivering training

Phase 5 – Implementation

This phase includes all the steps necessary to put the new student system into production.

• Conduct migration planning and execute
• Create an environment that mirrors production
• Monitor final testing and benchmarking of system acceptance
• Conduct System Acceptance
• Deliver end-user training
• Execute the cutover to production

Phase 6 – Post Production

This phase ensures that outstanding problems are discovered and resolved and the system has been accepted in production mode.

• Deliver full system documentation
• Ensure knowledge transfer to UD personnel is complete and successful
• Review operational performance of implemented system
• Analyze system’s success in supporting business objectives
• Assess primary and end user satisfaction with new student system
• Identify any additional requirements to enhance the usefulness of the system

  Project Schedule and Milestones

• Create an identity for the project that will continually affirm the commitment of the Executive Sponsors, generate confidence from the University community regarding its successful implementation, and provide continual encouragement to project team members.
• Generate interest throughout the University at notable points in the development and implementation of the new student system. This will help to keep the project in the forefront of University activities and provide recognition to project team members as milestones are met.
• Ensure the Campus community understands that this is a long-term, complex project, and that the University remains committed to its high level of customer service to our students.
• Stress the need for everyone's participation and provide a means of communication that encourages feedback and input from all members of the University.
• Create a strong sense of teamwork between and among all members of the project teams, regardless of their functional relationship(s) to the project.
• Ensure the participation/involvement of the end users who will actually be using the systems throughout all of the design and implementation phases.
• Stress the overall benefits of the new student system for the entire University community and, as appropriate, any particular benefits that will enhance and streamline existing operations.
• Help to disseminate information regarding all necessary preparations for implementation at the departmental level, including PC upgrades, training, disruptions, etc.

• Two web sites will be maintained and updated regularly with relevant project information:
  • PROJECT website is for the project team to record directories, team minutes, issues, decisions, etc. It will provide for easy feedback to the project team and serve as an archive for project documents.
  • CAMPUS website is for communication and training particularly targeted to end-users.
• A shared drive will be available for the project team so files can be shared and updated among team members.
• The campus web site will be advertised for short periods on the University's home page. The web site address will be included in all notices and advertisements relating to the project.
• Articles in UDaily will be utilized regularly to supplement and reinforce the dissemination of information. This is especially important for the reinforcement of announcements relating to the completion of milestones and upcoming implementation dates and will help to keep the project in the forefront of University activities.
• A series of presentations will be made to various groups of constituents over the course of this project to familiarize the University Community with the project and to keep them informed.

Training Objectives

In order to train all levels of users on new software, we will employ a “train the trainer” within the Communication and Training Team.  Team members will be recruited from every college and many units affected by the new student system.  This strategy:

• Builds a network of knowledgeable trainers/users throughout the campus.
• Takes advantage of the informal colleague-to-colleague learning style
• Helps build buy-in and familiarity across campus. Reduces the “fear” factor.
• Maximizes the number of users trained.
• Allows users to have a hands-on training experience.
• Ensures consistency in the quality of the training. Emphasizes training that is delivered "just in time."
• Takes advantage of available technology and facilities across campus.

Training Methods

Training will be offered to the project team, processing office staff and campus end-users.

Project Team:

• Project team members will attend PeopleSoft training classes in their modules.
• IT-MIS staff will attend the PeopleSoft technical training classes.
• PeopleSoft training is highly recommended, though it need not be scheduled before the prototype phase.

Processing Office Staff:

• Processing office staff should be included where appropriate in prototyping as part of their initial training.
• Processing office staff will be members of project and communications/training teams to further their own training. Training others is an excellent way to learn the subject matter.

• A training instance is recommended for hands-on end user training.
• Consider including campus end users in project teams where appropriate to assist with campus acceptance of new software and business processes. End user experiences with the implementation process will be helpful when developing the training materials.
• The project’s Communication and Training Team will be responsible for developing curriculum and training materials for end users, and will be providing training to users for the PeopleSoft software and UD webforms
• A project room with 10 – 12 computers, an LCD projector, and a white board has been setup in 003 Hullihen for the project’s training purposes.

• Dan Rich, Provost
• David Hollowell, Executive Vice President and Treasurer
• Susan Foster, Vice President, Information Technologies
• Michael Ginzberg, Dean, Lerner College of Business and Economics
• Conrado Gempesaw, Interim Dean, College of Arts and Science

Steering committee responsibilities include:

• Ensure institutional commitment
• Make or approve all decisions that may change the project scope, timeline, cost or complexity, including system customizations, modifications, and bolt-ons
• Remove any obstacles to meeting critical success factors
• Review, approve and promulgate policy recommendations
• Address other recommendations from the OASIS Project Management Team as needed.

OASIS Project Management Team

• Joe DiMartile, Assistant Provost and University Registrar, Project Director
• Carl Jacobson, Director, IT-Management Information Services, Deputy Project Director
• Louis LeClerc, The Cedar Group Project Manager 

The project management team is responsible for project timeline, deliverables, budget, and spending, as well as day-to-day operations and overall implementation of the project.  The project management team ensures that critical issues are identified and resolved, that components of the project are delivered in accordance with the project budget and schedule, and that all aspects of the project are appropriately coordinated.  The project management reports to the Steering Committee.

• Maintain accountability for quality and timelines of deliverables across all project teams.
• Adhere to the project budget.
• Ensure that the project teams are staffed and organized appropriately.
• Document work plan and approach.
• Obtain equipment, office space and meeting facilities.
• Manage project scope, budget and staffing.
• Serve as first level of escalation for issues that cannot be resolved at the project team level.
• Establish and document the escalation and approval process for adoption of system customizations, modifications and bolt-ons.
• Escalate appropriate matters to the Steering Committee.
• Report on a regular basis to the Steering Committee.

OASIS Functional Project Teams

• Participate in IDP process where required
• Participate in data mapping and conversion to new structures
• Identify and facilitate the implementation of interfaces
• Identify current business processes and map to new processes
• Identify and participate in development of web interfaces
• Identify reporting requirements and participate in development
• Insure accessibility of data by participating in the development of security schema
• Participate in the development of training material

• Participate in the development of reporting requirements
• Set guidelines for how reports will be analyzed
• Develop the structure under which new reports will be developed including methods, categories and responsibilities

Technical Team
Raja Surampudy, Technical Project Leader, MIS

• Participate in IDP to help determine application requirements, identify fits and specify gap solutions.
• Participate in data conversion.
• Implement new interfaces to other internal and external systems.
• Assist consultants in technical implementation of product software.
• Develop approved customizations as needed.
• Develop approved bolt-ons as needed.
• Design and develop Web Forms and Web applications as needed.
• Support technical infrastructure for development, test, production and reporting environments.

Communications and Training Team
Ellen Lepine, Assistant Director and Elizabeth Wardrop, Associate Registrar

• Deliver training materials and training as outlined in the preceding section on Training
• Manage communications as outlined in the preceding section on Communications

• Lead the effort to define and implement security schema
• Define roles as they pertain to needed access to information
• Develop the structure and methods for providing access to the UD user community