building a better it support model: making banner work presented by: bill balint, indiana university...
TRANSCRIPT
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: [email protected]
Phone: 724-357-7854