Charter by xuyuzhu

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									                                  University of Virginia
                              Student System Project Charter
                                        May 2007




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Table of Contents
Table of Contents ............................................................................................................................ 2
Introduction ..................................................................................................................................... 4
   Project Vision.............................................................................................................................. 4
   Project Mission ........................................................................................................................... 4
   Project Guiding Principles ......................................................................................................... 5
   Project Timeline .......................................................................................................................... 7
   Project Goals and Performance Measures ................................................................................. 8
   Decision Principles ................................................................................................................... 11
Student System Project Governance ............................................................................................. 12
   Organizational Structure .......................................................................................................... 14
   Roles and Responsibilities ........................................................................................................ 15
   Governance Meetings Framework ............................................................................................ 17
Student System Project Team(s) ................................................................................................... 20
   Organizational Structure .......................................................................................................... 21
   Roles and Responsibilities: Project Leadership ....................................................................... 22
   Roles and Responsibilities: Project Leadership Support ......................................................... 25
   Roles and Responsibilities: Project Administrative Support .................................................... 27
   Roles and Responsibilities: Consulting Resources ................................................................... 34
   Teams and Meetings Framework .............................................................................................. 35
Project Assumption and Scope ..................................................................................................... 38
   Project Assumptions.................................................................................................................. 38
   Scope ......................................................................................................................................... 38
   Interfaces................................................................................................................................... 39
Scope Management and Change Control ...................................................................................... 41
   Scope Change Management ...................................................................................................... 41
Risk Management Strategies......................................................................................................... 42
   Introduction............................................................................................................................... 42
   Project Risk and Mitigation Strategies ..................................................................................... 43
   Lessons Learned........................................................................................................................ 46
Issue and Risk Management Processes ......................................................................................... 47
   Issue Types and Risk Documentation ....................................................................................... 47
   Decision-Making Process ......................................................................................................... 50
   Issue Management and/or Change Control Process ................................................................ 50
Management of Deliverables ........................................................................................................ 53
   Introduction............................................................................................................................... 53
   Creation and Documentation of Deliverables .......................................................................... 53
   Review and Approval of Deliverables....................................................................................... 53
   Maintenance of Deliverables .................................................................................................... 53
   Tollgate Process........................................................................................................................ 53
Status Reporting ............................................................................................................................ 55
   Individual Status Documentation .............................................................................................. 55
   Project Status Reporting ........................................................................................................... 55
   Project Leadership Team Status Report Process...................................................................... 56
   Provost Status Reporting .......................................................................................................... 56

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  Executive Committee Status Reporting ..................................................................................... 57
  Commonwealth of Virginia Status Reporting ........................................................................... 57
  Project Assessments .................................................................................................................. 58
Project Toolkit .............................................................................................................................. 59
  New Employees ......................................................................................................................... 59
  Standard Project Applications .................................................................................................. 60
University Readiness .................................................................................................................... 61
  Communications Objectives and Strategic Goals..................................................................... 61
  End User Assistance and Support Objectives and Strategic Goals .......................................... 61
  Communication and End User Assistance Plan ....................................................................... 62
Appendices:................................................................................................................................... 68
  Appendix One: Current Student System Functionality and Data Flow ................................... 68




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Introduction
The University of Virginia (U.Va., “the University”) initiated the Student System Project (SSP, “the
Project”) as part of an effort to transform the student-related administrative processes that support
the teaching, research, service, and health care missions of the University. The Project includes the
implementation of a new student information system and dependent technologies that are mission
critical, as well as activities pertaining to the reengineering of institutional policies and processes.
SSP is the third phase of the University’s Integrated System Project; Finance and Human Resource
implementations were concluded in 2001 and 2002 respectively.

Although the implementation of a central vendor software application(s) is integral to its success, the
Project encompasses other important work. The purpose of the Project Charter is to provide clarity
on the Project itself and to ensure consistency, quality, and integrity across both business and
technical project work by providing stakeholders and the team with commonly held structure and
standards. Team members and stakeholders are expected to understand and support the Project
Charter.

Internal stakeholders for this project include: students, faculty, academic administrators,
departmental support staff, and central office staff; external stakeholders include: prospective
students and parents, applicants, U.Va. parents, guardians, and other authorized third-party users,
high school guidance counselors, and alumni.

Information and detail regarding how the University envisions serving students in the future may be
found in the project’s Strategic Direction Statement:
www.virginia.edu/isp/5archives/partners.html

Additional information regarding the case for the implementation of a new student information
system is found in the project’s Business Case and in the proposed project budget.

The Student System Project strategic vision and mission that follow have been developed to inform
executive leadership, key stakeholders, and Team members of the project’s objective.

Project Vision
To implement a system that enables all student-related administrative processes (from recruitment
and application to graduation and beyond) to be carried out electronically, with only “value-added”
manual effort required by students, faculty, and/or staff.

Project Mission
To provide the University community with an efficient and effective student information system that
supports the University's mission, integrates with existing systems, and adapts to growth and change.




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Project Guiding Principles
The success of the Project depends significantly upon adherence to the following guiding principles:

    1. The Student System Project supports the primary missions of the University—research,
       teaching, and service—as well as its strategic goals.

    2. Because the SSP is a business project and not an information-technology project, it has
       support at the executive level through the Integrated System (IS) Executive Committee, and
       serves the University with an opportunity to enable strategic business transformation.

    3. The goal of successfully implementing a new student system for the University of Virginia
       includes the contributions and participation of all schools, units, and programs across the
       University.

    4. The new student system replaces ISIS and creates the University’s new system of record for
       admission, student finance, and registration and records. Systems that currently provide data
       to or extract data from ISIS may also be involved with the implementation of a new student
       information system. It is expected that the new system provides greater functionality,
       accuracy, depth of information, consistency, and security centrally than is possible in current
       shadow or supporting student systems across the University and, therefore, provides
       significant benefit to all participants.

    5. The Project communicates early, often, and in various modes to the audiences and groups
       affected by the implementation of a new student system through a defined, strategic approach
       to change management.

    6. The University adopts “best business practices” that have been built into the functionality of
       the student system software and related products, and modification of the base code is held to
       an absolute minimum. Modifications occur only after requests undergo a defined review
       process and, when deemed to be necessary, are approved by the IS Executive Committee in
       the context of their academic mission criticality, pertinent legal and regulatory requirements,
       and cost effectiveness.

    7. The governance structures of the Project insure that its strategic issues arising from the pre-
       implementation strategic issues that are ranked “critical” must be resolved quickly and
       decisively prior to implementation.

    8. In order to insure resolution of key issues, the SSP recommends a prescribed timeline and
       default recommendation for each issue. The Team consults with appropriate stakeholders to
       determine the best solution for the greatest number of stakeholders; however, in the absence
       of a decision within the prescribed timeline, SSP’s default recommendation is adopted. The
       IS Executive Committee retains authority to review and revise the SSP’s drafted default
       positions.
    9. Rankings of strategic issues are continually evaluated and resolved accordingly and in light
       of project dependencies.
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    10. Decisions are made in a timely manner and in accordance with defined protocols.

    11. The Project may recommend organizational changes, including reallocation of financial and
        human resources in support of re-engineered and efficient processes, to the IS Executive
        Committee for review and approval.

    12. Systems initiatives, improvements, new projects, existing systems or enhancements that
        represent significant investments by the University and that compete for the same set of
        resources related to the student system, including “bolt-ons” to the SSP software and
        database and/or independent initiatives in departments, schools, or programs across the
        University, are not developed during the SSP development and implementation timeline
        without approval of the IS Executive Committee through a defined process and format.

    13. An established methodology is used for completing and documenting implementation tasks.

    14. The software is tested thoroughly to ensure operational sufficiency and security, as well as
        regulatory and legal compliance.

    15. Sufficient resources are committed to technical infrastructure, user-training, reporting, and
        data conversion, as appropriate, prior to, during, and after implementation.

    16. The technology is implemented to:
            Improve student service delivery
            Provide a secure and scalable environment for self-service
            Reduce paper-based processes
            Reduce the need for shadow systems, where appropriate
            Increase on-line access to information in a secure environment
            Support one level of approval as the standard for transactions, where appropriate
            Standardize administrative processes, where appropriate, so that they can be
               effectively supported in a central system
            Standardize data definitions, where appropriate, to improve reporting
            Support compliance with laws and regulations

    17. Where feasible options exist, the implementation alternative that enables the greatest
        flexibility for future enhancement is selected in order to position the University to respond to
        change.




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Project Timeline
                                                                                2007                                                                                  2008                                                                       2009
                                         Jan    Feb     Mar    Apr    May     Jun    Jul   Aug    Sep     Oct    Nov    Dec     Jan      Feb    Mar    Apr   May   Jun    Jul   Aug   Sep   Oct    Nov     Dec    Jan    Feb    Mar    Apr    May    Jun    Jul    Aug    Sep    Oct
Admissions/      Preview
Campus
                 Analyze & Design
Community
                 Configure & Develop
                 Test & Train
                 Deploy & Optimize

Student          Preview
Records/
                 Analyze & Design
Academic
Advising         Configure & Develop
                 Test & Train
                 Deploy & Optimize

Financial        Preview
Aid
                 Analyze & Design
                 Configure & Develop
                 Test & Train
                 Deploy & Optimize

Student          Preview
Financials/
                 Analyze & Design
University
Services         Configure & Develop
                 Test & Train
                 Deploy & Optimize



Color Key        Project Phase: Goals and Major Activities Associated with Phase*

                 Preview and Plan: Develop understanding of functionality; broad representation of functional stakeholders participate in preview sessions
                 Analyze and Design: Identify gaps and determine approach to gaps; small groups of no more than 10 subject matter experts/decision makers, as appropriate, and the functional SSP team members participate in "Interactive Design and Prototype" (IDP) sessions
                 Configure and Develop: Configure software to meet University's needs; SSP functional teams are responsible for setup while working in consultation with small groups of subject matter experts/decision makers, as appropriate
                 Test and Train: Test software, develop training materials, and train users; SSP team and stakeholders, as appropriate, are involved in multi-level system tests and user training
                 Deploy and Stabilize: System functionality available to users; troubleshoot issues as they arise; SSP team is responsible for creating rollout plans and for coordination with distributed functional/technical support in schools/departments/affected units
NOTES:
*Phase           Toward the end of each project phase, a set of deliverables for each module will be developed by the SSP team and the small group of subject matter experts/decision makers affiliated with that module. These deliverables will be made available for review and
transition:      comment through a "Tollgating Process" to a broader stakeholder population (CASS members, LPG members, etc.), as appropriate.

*ISIS rolloff:   It is anticipated that ISIS and the mainframe will be maintained for no more than one year after project completion.

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Project Goals and Performance Measures
The following table presents project goals and metrics to measure success in achieving those goals.

     Category              Item           Responsibility                       Goal                                Metric


Overall System              1.1       Project Leadership           The overarching goal of the      N/A
Goals                                                              Student System Project is to
                                      Team                         provide a student
                                                                   information system of record
                                                                   that is integrated, flexible,
                                                                   scaleable, accessible, and
                                                                   secure. This system will be
                                                                   able to change and grow to
                                                                   support the University’s
                                                                   priorities and needs over
                                                                   time.


Overall System             1.1.1     Business Analyst              A detailed project plan will     Complete the Student System Project
Goals                                                              establish the system             on time and within budget and meet
                                                                   parameters. The goal will be     the scope set out by the project plan.
                                                                   accomplished by                  (Project tracking tool, reach 100%
                                                                   successfully executing the       completion.)
                                                                   project plan.


Overall System             1.1.2     Associate Director            Before project end, an           Establish a standing process and
Goals                                                              approach will be developed       committee that will evaluate ongoing
                                                                   to address future system         system needs, make
                                                                   changes, enhancements,           recommendations, and set priorities
                                                                   maintenance, and growth.         for future development. (Document
                                                                                                    process plan and committee
                                                                                                    membership.)
Overall System            1.2        University        Services The student system will be          Ensure that the portal has appropriate
Goals                                Lead                          used by a wide array of          access points for all user groups.
                                                                   constituents, within and         (Checklist of user groups, 100%
                                                                   outside the University           coverage.)
                                                                   (prospects, students, faculty,
                                                                   staff, and administrators).
                                                                   These constituents will have
                                                                   online access to a
                                                                   comprehensive range of
                                                                   student-related services
                                                                   through one-stop self-
                                                                   service. The system will
                                                                   accommodate all intended
                                                                   users.




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     Category              Item            Responsibility                     Goal                                  Metric
Overall System               1.3      Business Analyst            The student system will be      Ensure that all requests are
Goals (cont.)                                                     implemented to incorporate      addressed, track dispensation, and
                                                                  as much delivered mission-      communicate outcomes to requestors
                                                                  critical functionality as       and relevant stakeholders.
                                                                  possible. All requests for      (Document the process, requests,
                                                                  mission-critical and other      decisions, and communications.)
                                                                  functionality will be
                                                                  considered and evaluated in
                                                                  the context of the guiding
                                                                  principles and project scope.




Process                      2.1       Functional Analyst         Business and administrative     Reduce the number of redundant
Improvements                                                      processes will be improved      processes by 10 percent. (Baseline:
                                                                  to increase effectiveness and   As-Is processes by school/department
                                                                  reduce redundancy.              for an identified set of processes for
                                                                  Processes will be               each functional area. Result:
                                                                  standardized; the number of     Comparison to the implemented
                                                                  multiple and overlapping        processes for the set.).
                                                                  processes will be minimized.

Process                      2.2       University Services The system will support                More functionality will be available
Improvements                           Lead/Functional     interactive, real-time                 online through student system self
                                       Analyst             transactions and whole                 service. Online functionality will
                                                                  processes that will save time   increase by 25 percent. (Baseline:
                                                                  and effort.                     The number of pre-implementation
                                                                                                  processes available through the
                                                                                                  website functional area. Result:
                                                                                                  Comparison to the number of post-
                                                                                                  implementation processes in self
                                                                                                  service.)




Communication                3.1       Communications             The Student System Project      Ensure stakeholder satisfaction with
                                       Manager                    will effectively communicate    communication throughout the
                                                                  to key stakeholders the         Project. Achieve a 3.5 satisfaction
                                                                  guiding principles, project     rate on a 5.0 scale (5 being very
                                                                  progress, implementation        satisfied). (Conduct periodic audits
                                                                  decisions, system               of key stakeholder groups.)
                                                                  configuration, context for
                                                                  required process changes,
                                                                  and training opportunities.
                                                                  This communication will be
                                                                  a critical success factor.




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     Category              Item            Responsibility                     Goal                                   Metric
Communication                3.2       Strategic Planning         Electronic communication        Reduce the number of key
                                       Manager                    (e-mail or online               communications sent by standard
                                                                  notifications) will be          mail by 20 percent. Increase the
                                                                  established as the primary      number of e-mail or online notices by
                                                                  communication method.           20 percent. (Baseline: Pre-
                                                                  This will improve               implementation counts for an
                                                                  communication, accelerate       identified set of communications.
                                                                  delivery, and increase          Result: Post-implementation
                                                                  reliability.                    comparable counts.)


Communication                3.3       Business Analyst           Student self service will       Achieve a response rate to an
                                                                  provide for proactive           actionable set of online
                                                                  electronic communications       communications of at least 30
                                                                  that will push information      percent. (Ratio of the number of
                                                                  and/or initiate transactions.   responses to the number of actionable
                                                                  This functionality will keep    communications over a fixed time
                                                                  processes moving forward.       period.)
                                                                  .




Reporting                    4.1       Technical Integration The system reporting                 Establish a framework to identify,
                                       Lead                  structure will provide               review, and categorize reporting
                                                                  multiple levels of reporting    needs and determine the best method
                                                                  (mission-critical, pre-         of fulfillment. (Document the
                                                                  defined, ad hoc, custom).       identification and review process.
                                                                  Reporting processes will be     Then identify priorities/needs and
                                                                  improved by identifying         record solutions.)
                                                                  users, assessing needs, and
                                                                  developing solutions that
                                                                  work with the system. These
                                                                  processes will provide
                                                                  flexibility, automation, and
                                                                  relevant data.




Transition/                  5.1       Strategic Planning         Users will be thoroughly        Require all users to participate in
Training                               Manager                    trained to use the student      training in multiple formats
                                                                  system. They will know          (classroom-based seminar, online
                                                                  what the system offers and      tutorial). (Training completed and
                                                                  will understand the             confirmed in order to receive access to the
                                                                                                  system.)
                                                                  information stored in the
                                                                  system.




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     Category              Item            Responsibility                     Goal                                    Metric
Transition/                  5.2      Strategic Planning          Users will be provided the        Reduce help desk calls by 30 percent
Training                              Manager                     tools and training to become      by one year after project completion.
                                                                  self-sufficient and proficient.   (Baseline: Daily help desk call
                                                                  Users will actively use the       volume six weeks after project
                                                                  system.                           completion. Comparable: Daily help
                                                                                                    desk call volume one year after
                                                                                                    project completion.)


Transition/                  5.3       Communications             Users will have a positive        Conduct an evaluative survey one
Training                               Manager                    view of the new student           year after module and project
                                                                  system and affirm project         completion to gauge user impressions
                                                                  success                           and experiences. (Qualitative
                                                                                                    measure of project success.)


                                                                                                    Conduct a quantitative survey one
                                                                                                    year after module and project
                                                                                                    completion to measure project
                                                                                                    success as defined by the vision,
                                                                                                    mission and goals. (Quantitative
                                                                                                    measure of project success.)

Decision Principles
System functionality is implemented in accordance with Project Guiding Principles (see #6 on page 5).
Specifically, decisions are informed by:
    Academic Mission Criticality
           o Serves as the primary guideline in determining how the application is implemented.
           o Refers to functionality that currently exists in or is connected to a central system to support the
                academic mission of the University.
           o At a minimum, the new student system will address this functionality in the context of the
                delivered software capabilities.
    Legal and regulatory requirements
           o When applicable, the source of the legal or regulatory requirements will be cited to justify a
                software change that impacts the University’s ability to apply future vendor software releases.
           o Legal counsel, records management, and internal audit are consulted regularly.
    Cost effectiveness
           o Is assessed based upon an approach adopted by the Project and applied consistently across all
                evaluations. The cost effectiveness assessment will consider, for each alternative: (1) impact on
                operational costs, (2) the incremental costs of its design, development, implementation, and on-
                going maintenance, and (3) the benefit it produces system-wide.
           o Alternatives that produce benefit in proportion to the required investment will be given
                priority.
           o Software changes that affect the University’s ability to apply future enhancements and
                upgrades will be justified primarily on cost-effectiveness.
           o Interface enhancement, to the extent that it is included in the scope of the Project, will be
                justified primarily on cost-effectiveness.

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The implementation will strive to provide functionality equal to or greater than what currently exists, where
consistent with redesigned processes and within approved project scope, timeline, and budget—current
practices, in and of themselves, do not serve as justification for future processes. The implementation also will
consider upgrade plans published by the software vendor when analyzing the appropriateness of proposed
software changes.

Software change decisions that cannot be made by the team but that are deemed critical or high priority will
be brought to the attention of the IS Executive Committee for consideration.




Student System Project Governance
The successful completion of the Student System Project requires the involvement and participation of a wide
variety of dedicated personnel throughout the University. The Organizational Structure diagram and this

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section of the Charter outline the roles and responsibilities of each governance structure and major partner in
the implementation plan, and their participation in decision-making processes.




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Organizational Structure

                                                             STUDENT SYSTEM PROJECT
                                                            GOVERNANCE & ORGANIZATION

                                                                                                                                                        Integrated System Executive Committee
                                                                                                                                                           Sponsorship & Change Management
                                                                                                                                                                            Scope
       School Deans                                                             Vice President & Provost
                                                                                                                                                                             Policy
                                                                                                                                                                       IT Relationships
                                                                                                                                                               Institutional Communications
                                                                                                                                                                   Institutional Decisions



                                                                                Senior Associate Provost




                                                                          Student System Project Leadership
                                                                                        Team




                                                                                 Core Advisors to the      Technical Advisors
                            Student Advisors to     Faculty Advisors to the
                                                                                   Student System            to the Student         Student System
                            the Student System          Student System
                                                                                    System Issues                System           Advisory Committee
  Policy Review Group       Student Self Service,      Academic Support/
                                                                                   Process Redesign         Technical Issues,       Communications               Policy Review Group
    Deans’ Designees          On-line Help, End     Advising Issues, Training
                                                                                   Security & Access       Supporting Projects,    Testing & Training        VPs’ & Provost Designees
  Review and recommend        User Functionality      Approach for Faculty
                                                                                 Warehouse & Reporting      Technical Impacts                             Review and recommend on policies,
 on policies and academic
                                                                                                                                                             critical & high priority issues
           issues




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Roles and Responsibilities

Integrated System Executive Committee
The Integrated System (IS) Executive Committee provides oversight, guidance, and approval for all major
elements of the Student System Project. The IS Executive Committee works closely with the Project Director
and Associate Director in reviewing project plans, scope, and budget and facilitates the resolution of issues to
ensure successful completion of the initiative.

In this capacity the IS Executive Committee is responsible for:
     Approving the project scope, strategies and plan, allocating resources, and monitoring budgets to
         ensure the successful completion of the Project
     Engaging in executive activities related to change management
     Resolving certain issues and policies pertinent to the Project
     Ensuring that an appropriate project priority is established and that resources are allocated to the
         Project
     Ensuring the timely and effective cooperation of all schools, departments and other operating units of
         the University in providing information and other required assistance to the project teams
     Helping to remove obstacles and solve problems that are beyond the control of the Project Director
         and Team

Membership:
   Executive Vice President and Chief Operating Officer
   Vice President and Provost (Chair)
   Senior Vice President for Development and Public Affairs
   Vice President and Chief Financial Officer
   Vice President for Management and Budget
   Vice President and Chief Information Officer
   Vice President and Chief Student Affairs Officer
   Vice President for Research and Graduate Studies

Student System Policy Review Group (PRG)
The Policy Review Group, which includes a group of Vice Presidents’ designees and a group of Deans’
designees, works both individually and jointly with the Project Director, Associate Director, Strategic
Planning Manager and the SSP Team, as well as with working groups of stakeholders, to assist in decision-
making processes that support the SSP. PRG members are experienced decision makers who understand
transformational approaches to problem-solving and the history and culture of the University; they appreciate
and respect the nexus of policy and operations.

In this capacity the Student System Policy Review Group is responsible for:
     Serving as effective messengers both to the vice presidents and deans they serve and to the
         departments that report within their vice presidential or school structure
     Working with other designees and SSP representatives to review recommendations brought forward
         by the SSP Project Leadership Team, as appropriate to the issue under consideration, before decisions
         are made by the IS Executive Committee
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Core Advisors to the Student System (CASS)
CASS is comprised of one representative from each of the ten schools of the University and from selected
administrative offices involved in student processes. Please refer to Appendix One for the CASS Guiding
Principles. The goals of CASS are:
     Providing leadership, assistance, and advice to the Project Director, Associate Director, and the SSP
       Team in change management activities associated with the Student System Project
     Providing input and feedback to the SSP Team
     Reviewing and reacting to recommendations from the SSP Team related to changes in policies,
       procedures, or strategic issues relate to the Student System Project
     Providing guidance related to institutional issues related to the Student System Project.

Faculty Advisors to the Student System (FASS)
FASS is comprised of faculty representatives from each of the ten schools. The goals of FASS are:
   Providing advice on current and anticipated issues related to academic support functions such as
      academic advising
   Serving as an information conduit, to inform colleagues and co-workers within units and schools about
      the progress and status of the Student System Project.
   Contributing to the development of training approaches for faculty

Technical Advisors to the Student System (TASS)
TASS is comprised of representatives from the Student System Project, Information Technology and
Communications, and Integrated System Deployment and Support. The goals of TASS are:
   Monitoring the status and progress of technical elements of the Student System Project in the context
      of the Guiding Principles and project plan
   Assisting in evaluating options and working resolution of current and anticipated technical issues that
      meet the objectives of the Student System Project
   Planning technical initiatives and scheduling resources for technical activities in accordance with
      Student System Project timelines and objectives
   Providing information on other technical efforts which are external to the Student System Project, but
      which might have an impact on the Project in some way

Local Project Groups (LPGs)
Local Project Groups within each school/unit are comprised of subject matter experts who will be asked to
contribute functional and technical knowledge of current systems and expertise in their respective fields to the
Student System Project. Members of each Project Group may be expected to focus on project assignments for
sustained periods of time, depending upon the project schedule. Their commitment and dedication to the
Project are essential to its success.




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Local Project Group members may be asked to:
        Identify current business processes
        Map new processes based on delivered functionality in PeopleSoft
        Identify and participate in development of web front-ends to PeopleSoft
        Identify and facilitate the implementation of mission critical and other interfaces, as appropriate
        Identify reporting requirements and priorities, participate in the development of reports
        Participate in data mapping and conversion to new structures
        Participate in planning and activities associated with integrated data processing, where required
        Insure accessibility of data by participating in development of schema related to security, access, and
         roles and responsibilities
        Participate in the development of training materials and participate in “train the trainer” activities

Student Advisors to the Student System (SASS)
The membership of SASS will be determined at a later date. The goals of SASS are:
    Providing feedback on requirements and proposed functionality of the new student system
    Assisting in evaluation of student self-service and on-line help options
    Providing input on student expectations, student views, and student use of emerging technologies

Governance Meetings Framework

IS Executive Committee
The Project Director reports project status to the IS Executive Committee. An electronic copy of the report is
stored in the University Readiness database. The Project Status Report includes:
     Accomplishments since the last report
     Plans for the next reporting period
     Significant issues and risks and actions taken
     Additional comments

            Attendees                               Standard Agenda                  Timing and Delivery
   IS Executive Committee                     Discussion items                   Meetings monthly
   Project Director                           Significant issues and risks,
   Associate Director                          costs, implications,
   Communication Manager                       alternatives considered,
                                                actions taken
                                               Accomplishments
                                               Plans
                                               IV&V reporting


Core Advisors to the Student System
            Attendees                               Standard Agenda                   Timing and Delivery
   CASS members                               Discussion items                   Meetings monthly or as
   Project Director                           Change management                   required
   Associate Director                          activities

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   Communication Manager                      System issues
                                               Procedural Issues


Policy Review Group
            Attendees                              Standard Agenda                   Timing and Delivery
   VPs’ and/or Deans’                         Discussion items                   Meetings as required
    Designees                                  Scope issues
   Project Director                           Policy issues
   Associate Director
   Strategic Planning Manager


Faculty Advisors to the Student System

            Attendees                               Standard Agenda                  Timing and Delivery
   FASS members                               Discussion items                   Meetings as required
   Project Director                           Change management
   Associate Director                          activities
   Communication Manager                      Policy/procedure changes
   Registration & Records Lead                System issues


Technical Advisors to the Student System
            Attendees                               Standard Agenda                  Timing and Delivery
   Technical Integration Lead                 Discussion items                   Meetings as required
   TASS members                               Significant issues and risks,
   Project Director                            implications, alternatives
   Associate Director                          considered, actions taken
   Strategic Planning Manager                 Accomplishments
                                               Plans
                                               Issue review
                                               Project planning and co-
                                                ordination
                                               Change management




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Student Advisors to the Student System
            Attendees                              Standard Agenda                 Timing and Delivery
   University Services Lead                   Key issues                       Meetings as required
   SASS members                               Planning
   Project Director                           Focus/user group activities
   Associate Director
   Strategic Planning Manager


Local Project Groups
Attendees                                  Standard Agenda                    Timing and Delivery
 Team leads or other SSP                   Key issues                       On an as-needed basis, dependent
    leaders, as appropriate to the          Validations and cautions         upon the topic
    topic                                   Next steps
 Local project group(s), as
    appropriate to the topic




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Student System Project Team(s)
The Organizational Structure diagram below and this section of the Charter outline the roles and
responsibilities of each team member and the composition and responsibilities of each team within the SSP.




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Organizational Structure


               SSP Project Team                                                                                                    Vice President and
                                                                                                                                         Provost                                                     LEGEND
                                     May 2007                                                                                                                                                            Vacant
                                                                                                                                                                                                         Position
                                                                                                                              Senior Associate Provost

                                                                                                                                                                                                     University
                                                                                                                                                                                                  Readiness Team
                                                                                                 Vacant Assistant                                                                                    Members
                                                                                                  to the Director
                                                                                                                                    Project Director
                                                                                                                                                                                                    Collaboration
                                                                                                                                                                                                    Direct Report
                                                                                                                                                                                                                                                   ITC
                                                                                                  Assistant to the                                                                                Occupied Position                              Manager
                                                                                                                                   Associate Director
                                                                                                  Assoc. Director
                                                                                                                                                                                                                                                Mainframe
                                                                                                                                                                                                                                             Systems and I
                                                                                                                                                                                                                                              Infrastructur
                Assistant Director                                                                                                                                                                                      Technical
                                                      Communications                  Strategic Planning              Business Analyst
                  IS Customer                                                                                                                            Special Projects                 Local Support             Integration Lead
                                                         Manager                           Manager
                     Support                                                                                                                                Manager                       Partner (LSP)

                                                                             Instructional            Instructional                                                                           LSP
                                                                               Designer                 Designer        Staff Assistant




                                                                  Student Accounts                                                        Comm. Systems           Dependent          Technical                                          Information/
         Admission                                                                                                University Services
                                                                     Team Lead                                                             Programmer          Technologies Lead    Coordinator                                        Reporting Lead
         Team Lead                     Registration & Records                            Student Finance             Team Lead

                                                                   Student Accounts          Financial Aid
                                                                                                                                                                             Developer       Developer         Senior            Senior
                                                                                                                                                                                                                                                  Applicat
                                                                                                                      Functional                                                                              Technical         Technical
 Functional                          Functional      Functional                         Functional Analyst                                                                                                                                           DBA
                                                                     Functional                                        Analyst                                                                                 Analyst           Analyst
   Analyst       Functional            Analyst         Analyst
                                                                      Analyst

                                                                                                                                                                             Developer       Developer         Senior            Senior
                                                                                                                                                                                                                                                   Applica
                                                                                                                                                                                                              Technical         Technical
                Functional                                           Functional                                                                                                                                                                       DBA
                                                                                        Functional Analyst                                                                                                     Analyst           Analyst
                 Analyst                                              Analyst

                                                                                                                                                                             Technical                                                               Porta
                                                                                                                                                                                             Developer
                                                                                                                                                                              Analyst                                                             Administ

                                                                                        Functional Analyst

                                                                                                                                                                             Technical       Technical
                                                                                                                                                                              Analyst         Analyst




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Roles and Responsibilities: Project Leadership

Project Director
The Project Director is responsible for the success of the Project and for fulfilling the charge of the IS
Executive Committee—to conduct a successful system implementation, on time and within budget. The
Project Director refers to the IS Executive Committee for approval for issues concerning:
    Major changes to project scope
    Strategic decisions related to University policy
    Decisions regarding alterations to the initial elements of the vendor-supplied software package(s) as
        delivered

In this capacity the Project Director is responsible for:
     Acquiring all resources needed for the successful completion of the Project. These include:
             o Financial resources
             o Human resources, both from within the University and from consulting firms and other
                 external sources
             o Training and other professional development activities related to the Project for involved
                 personnel
             o Software, hardware, etc.
             o Implementation consulting and other consulting services
             o Other goods and services
     Leading, with the Department of Procurement Services and others, as appropriate, all contract
         negotiations for consulting services, hardware, software, etc.
     Serving as the official University contract administrator for all executed SSP contracts
     Coordinating responses from SSP with the Virginia Information Technology Agency (VITA), the
         State project review committee, etc.; and coordinating these efforts with others at the University who
         have primary responsibility for State relations
     Communicating both within the University community and outside the University community about
         the goals, objectives, status, and plans of the SSP (shares this role with the Associate Director and SSP
         University Readiness Team)
     Approving all resource allocation decisions that affect the project budget, including both personnel
         (the number and type of) as well as all goods and services decisions (shares responsibility with the
         Associate Director (U.Va.))
     Approving all elements of management of the Project, including creating and maintaining the project
         schedule, assuring the timeliness and quality of all deliverables; has the primary responsibility for this
         function (shares responsibility with Associate Director and Consulting Project Manager)
     Conducting all activities consistent with the approved project plan and project budget

The Project Director reports to the Senior Associate Provost who, in turn, reports to the Vice President and
Provost.

Associate Project Director
The Associate Project Director (Associate Director) shares responsibility with the Project Director for the
success of the Project. The Associate Director collaborates with the Project Director with project management

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and in the definition of core processes for both the pre-implementation and implementation phases of a new
University-wide student system at the University of Virginia.

In this capacity, the Associate Director is responsible for:
     Developing and executing the University’s strategic plan regarding the pre-implementation and
         implementation of a student systems replacement. Key milestones include issuing an RFP and
         selecting the appropriate vendor
     Developing and overseeing the change management strategy
     Overseeing project management, including pre-implementation plans and documentation, the
         development and maintenance of the project schedule and assuring the timeliness and quality of all
         team and other assigned deliverables
     Managing the pre-implementation/implementation teams
     Ensuring that the Project is well-managed and completed on schedule and within budget
     Identifying and hiring the core members of the pre-implementation/implementation team in
         consultation with the Project Director and the oversight committee
     Collaborating with the Project Director and the other members of the pre-implementation team, as
         well as with the oversight committee, the systems process owners, users, and other key stakeholders
         inside and outside the University, including, but not limited to, U.Va. faculty, staff and students,
         administrative staff, and state oversight committee(s)
     Contributing to contract negotiations for software, consulting, technical and other resources for the
         Project.
     Developing critical communications to the oversight committee and other core stakeholders at the
         University, including the Provost and vice presidents
     Advising the Project Director with regard to the development, management, and approval of high-
         level budget(s) supporting the pre-implementation/implementation effort
     Building consensus among system stewards/process owners, other key stakeholders, and customers
         regarding project scope
     Managing the pre-implementation/implementation team’s change control process to ensure that the
         costs and benefits of any proposed changes in the scope of the Project, tasks, or specifications, are
         weighed carefully in light of the overall goals and objectives of the pre-
         implementation/implementation effort
     Leading the pre-implementation/implementation team in examining administrative processes within
         the areas affected by the overall core system replacement effort at the University

The Associate Director also directs the efforts of the University Readiness Team.
The Associate Director reports to the Project Director.


Technical Integration Lead
The Technical Integration Lead is responsible for the success of the Technical Teams and all technical aspects
of the SSP for the duration of the Project. The Technical Integration Lead ensures that the work of all
technical teams is conducted within scope and executed according to prescribed steps in the established
methodology, and that other tasks are completed throughout all phases of the implementation as needed (i.e.,
Plan and Preview, Analyze and Design, Configure and Develop, Test and Train, Deploy and Optimize).


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In this capacity the Technical Integration Lead is responsible for:
     Coordinating and facilitating the provision of all technical resources, including technical staff,
         hardware, and software
     Working with team leads to recruit and screen applicants; evaluating technical staff
     Directing all technical activities for the SSP, based on the project plan, including software
         configurations and modifications, report development, data conversion, interface development,
         workflow development, Web enablement, security implementation, data warehousing, version control,
         quality assurance, disaster recovery, etc.
     Acting as a liaison to ITC, software and third party vendors, the implementation consulting partner,
         and others to meet all technical goals and deadlines of the SSP
     Ensuring that the project's technical work environment is maintained (project servers, staff
         workstations, security, etc.)
     Chairing the Technical Advisors to the Student System (TASS) group
     Identifying and resolving technical issues as they arise
     Collaborating with the Associate Director to ensure issues are resolved in a well informed manner
     Serving as a reviewer in accordance with the Quality Plan
     Executing the project methodology for technical aspects of the Project
     Directing the day-to-day assignments of the Technical Team Coordinator, Communication Systems
         Programmer, Data Warehouse Lead, and the Dependent Technologies Lead
     Serving as a coordination point between these technical resources and the Associate Director
     Ensuring that all technical issues are identified and resolved or escalated in a timely manner
     Communicating project issues/information to project leadership and ITC staff, as appropriate
     Conducting all activities consistent with the approved project plan and project budget
     Becoming familiar with the technical capabilities and features of all software and third party products
         that relate to applicationconfiguration and development
     Reviewing programming and testing activities of technical staff (including program
         analysts/modifiers, interface programmers/analysts, conversion programmers/analysts, unit testers,
         system integration testers, report designers, and data warehouse builders)
     Balancing the workload (making and monitoring assignments) of the staff in the technical pool
     Participating in other core activities
     Supervising the following members of the SSP Team:
             o Technical Team Coordinator
             o Communication Systems Programmer
             o Data Warehouse Lead
             o Dependent Technologies Lead
             o Local Support Partner
             o Technical Lead Consultant

The Technical Integration Lead reports to the Associate Project Director.




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Roles and Responsibilities: Project Leadership Support

Project leadership support includes those positions within the Project that provide key contributions,
information and advice to project leadership.

Communications Manager
The Communications Manager is responsible for designing, implementing, and maintaining a comprehensive
communications effort for the Student System Project. The Communications Manager works directly with
the Project Director and the Associate Director on training and communication issues.

In this capacity, the Communications Manager is responsible for:
     Serving as a key communication link to faculty, staff, and others about various project issues and
         concerns
     Devising and executing a communication plan for the project
     Constructing clear and consistent messages about the project and ensuring that the messages are
         disseminated to the appropriate audiences through appropriate vehicles
     Managing the project website
     Producing and distributing regular updates on project progress
     Producing and distributing reports and other documents as required
     Working with University Relations staff to help communicate the message to internal and external
         audiences
     Assisting with meetings, including agenda review and discussion, scheduling, and communication
     Assisting in the development of training materials
     Identifying opportunities to present information about the project and to gather feedback
     Assessing the effectiveness of communication strategies on a regular basis
     Conducting all activities consistent with the approved project plan and project budget
     Participating in other Project Leadership Team activities
     Serve as resource to internal teams, providing assessment of and changes associated with business
         process redesign
     Serving as a resource to SSP stakeholders within the University community
     Serving as liaison with the Office of Learning and Development to insure all training requirements are
         met
     Assessing program needs in various areas (e.g., change readiness, risk, learning requirements, etc.)
     In support of Project Director and Associate Director, manage the following activities in cooperation
         with the Strategic Planning Manager:
             o Implementation of change management projects, including approaches to the various cultures
                throughout the University
             o Relationships with stakeholders and decision makers
             o Assessment and approaches to organization impacts
             o Knowledge transfer

The Communications Manager also serves as a leading member of the University Readiness Team. In this
capacity, the Communications Manager serves the SSP in support of all SSP team members.

The Communications Manager reports to the Associate Project Director.
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Strategic Planning Manager
        Participate in the development of a comprehensive approach to organizational change resulting from
         the SSP with project leaders and members of the University Readiness Team
        Serve as a resource to project leadership, the University Readiness Team, the project team, key
         stakeholders, and key decision makers to support and assess the effectiveness of organizational change
        Prepare appropriate plans, position papers, and recommendations in support of the project and in
         response to social, economic, and political trends within and outside the institution
        Advise the Project Director and Associate Director of trends, strengths, weaknesses, opportunities, and
         threats that pertain to the project
        Assess change readiness, risk, and learning requirements related to SSP in various areas
        Coordinate with the Communications Manager to develop strategic approaches to the identification of
         appropriate venues and effective media that engage target audiences during the change process
        Redesign existing positions, design new jobs, and outline specific steps to promote the successful
         transition of employees to the new system in cooperation with Human Resources
        Assess the effectiveness of activities related to University readiness
        Work with instructional designers
        Participate in other project activities as necessary
        Hold meetings as necessary to report on findings as they relate to University readiness
        Execute other duties as assigned

The Strategic Planning Manager reports to the Associate Project Director.

Business Analyst
The Business Analyst works with the Associate Director and the Project Management Consultant on all
aspects of project management.

In this capacity the Business Analyst is responsible for:
     Providing support to the Project Director and Associate Director in developing budgetary requirements
         for resources for the Project. Resource allocations include the number of and type of personnel, as well
         as all goods and services decisions
     Sharing responsibility with both the Project Director and the Associate Director for all project
         management duties, such as coordinating, maintaining, and making changes in the project schedule,
         ensuring the timeliness of deliverables and adherence to the Quality Plan and the Testing Plan,
         maintaining, updating, and analyzing the project schedule, , analyzing progress on tasks and
         deliverables to ensure that the Project stays on schedule, and notifying appropriate individuals of
         issues or problems with the project schedule
     Managing issue tracking, to include maintaining a database of project issues, monitoring all issues to
         ensure that they are resolved in a timely manner, and recording all solutions
     Managing financial matters, to include preparing the annual operating budget, performing on-going
         analysis of the project budget and expenditures, and assisting with preparation of financial reports
         required by the Board of Visitors, the SSP Steering Committee, the IS Executive Committee, the
         Project Director, and/or the project teams, as appropriate
     Developing project financial policies and procedures
     Preparing and monitoring of risk management documents
     Collaborating with the Technical Integration Lead on testing and configuration management efforts
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        Preparing and maintaining financial documentation as required
        Collecting, analyzing, and reporting metrics documentation as defined in the project Charter

The Business Analyst reports to the Associate Project Director.

Special Projects Manager
The Special Projects Manager conducts a variety of operational studies and special projects for the Student
System Project. These studies and projects will provide vital information for the SSP itself and for the other
members of the Project Team. These studies and projects may fall outside the purview and responsibilities of
the other members of the Project Team, but they share the common property of supporting the activities of all
other Team members, as well as all aspects of the SSP.

        In this capacity, the Special Projects Manager is responsible for:Analyzing a variety of data, drawing
         conclusions from these data, and presenting these conclusions clearly and concisely to others
        Planning, organizing, and conducting a variety of activities and projects aimed at assessment,
         comparison, and analysis of student information systems, their processes, requirements, policy issues,
         and details
        Coordinating the logistics associated with these activities and projects, including software support,
         data collection, travel arrangements, and reporting functions

The Special Projects Manager also serves as a member of the Project Leadership Team. In this capacity, the
Special Projects Manager serves the SSP in support of all SSP team members.

The Special Projects Manager reports to the Associate Project Director.

Roles and Responsibilities: Project Administrative Support

Staff Assistant
The Staff Assistant works closely with the Business Analyst in supervising the administrative management of
day to day office functions. These functions include:
    Analyzing the variety of business and administrative processes needed for the day to day functioning
        of the SSP; this includes fiscal processes, staffing requirements, and records maintenance, physical
        office space, furniture, supply needs, and administrative office support.
    Planning, organizing, and presenting conclusions regarding support staffing and office management of
        the SSP to the Business Analyst.
    Working with the Director, Associate Director, and Business Analyst to coordinate the administrative
        office activities that support the work of these individuals.
    Managing the administrative assistant support staff in collaboration with the Business Analyst, SSP
        Director, and Associate Director.

The person in this position also applies knowledge of University programs, operations, policies and
procedures related to SSP administrative and support services, to ensure that the project operates at optimum
efficiency. This employee will be responsible for planning and coordinating these services.

The Staff Assistant reports to the Business Analyst.

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Assistant to the Director
The Assistant to the Director supports the Director of the Student System Project.

In this capacity, the Assistant to the Director is responsible for:
     Providing administrative support of a specialized nature in an academic environment
     Working with teaching faculty, students, and other administrative staff
     Applying policies and procedures for a program or activity and using independent judgment
     Preparing forms, reports, manuscripts, e-mail, and general correspondence using computer software;
         maintaining inventory, records, and/or logs; scheduling activities, including travel arrangements;
         creating and maintaining databases and/or spreadsheets; providing customer service and general office
         support duties

The Assistant to the Director reports to the Project Director.

Assistant to the Associate Director
The Assistant to the Associate Director supports the Associate Project Director

In this capacity, the Assistant to the Associate Director is responsible for:
     Providing administrative support of a specialized nature in an academic environment
     Working with teaching faculty, students, and other administrative staff
     Applying policies and procedures for a program or activity and using independent judgment
     Preparing forms, reports, manuscripts, e-mail, and general correspondence using computer software;
         maintaining inventory, records and/or logs; scheduling activities, including travel arrangements;
         creating and maintaining databases and/or spreadsheets; providing customer service and general office
         support duties.

The Assistant to the Associate Project Director reports to the Associate Project Director.

Roles and Responsibilities: Project Teams

Functional Team Leads
The Functional Team Leads execute the project methodology for their specific application(s)through all
phases of the implementation (i.e., Envision and Focus, Planning and Fit/Gap, Build and Test, Deploy and
Stabilize).

In this capacity the Functional Team Leads are responsible for:
     Becoming proficient with the capabilities and features of the software application
     Ensuring the timely completion of all deliverables as defined by the project methodology and other
         deliverables as necessary
     Directing the assignments of the functional team members and monitoring the status of the assigned
         tasks to ensure that each objective is accomplished in a timely and effective manner
     Communicating with other functional teams to ensure that the cross-impacts of redesigned processes
         do not conflict with those of other teams
     Ensuring that new team members are properly oriented to the Project and fully understand the
         University’s business strategies and the objectives of the Project
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        Discussing project policies and procedures
        Introducing new team members to appropriate personnel (i.e., project office, other team members)
        Ensuring that new team members have read and understand the materials included in the Employee
         Manual (and have completed the steps necessary to ensure compliance with its terms)
        Supervision of the following SSP Team members:
             o Functional Analyst
             o Technical Analyst as assigned to the team by the Technical Coordinator
             o Functional Consultant assigned to the team

The Functional Team Leads report to the Associate Director.

Functional Analysts
The Functional Analysts execute the assigned tasks as contained in the project methodology relative to their
specific application through all phases of the implementation.

In this capacity the Functional Analysts are responsible for:
     Becoming proficient with the capabilities and features of the software application
     Ensuring the timely completion of all deliverables as defined by the project methodology and other
         deliverables as may be considered necessary
     Communicating with other application teams to ensure that the effects of redesigned processes do not
         conflict with those of other teams
     Documenting the current business practices and processes across departments/schools at the
         University.
     Documenting future business practices and processes across departments/schools at the University.
     Working with the instructional designers to produce training materials
     Serving as subject matter experts in creating training materials and conducting training on the new
         software
     Supporting issue resolution to ensure project success
     Supporting communications with departments/schools as determined by the Communications plan
     Assisting technical analysts with understanding of the functional aspects of the software
     Testing the software as determined by the Technical Integration Lead and Business Analyst

Functional Analysts report to their respective Functional Team Leads.

Technical Team Coordinator
The Technical Team Coordinator executes the project methodology for specific application/s through all
phases of the implementation (i.e., Envision and Focus, Planning and Fit/Gap, Build and Test, Deploy and
Stabilize).

In this capacity the Technical Team Coordinator is responsible for:
     Becoming proficient with the capabilities and features of the software application
     Ensuring the timely completion of highest quality deliverables as defined by the project methodology
         and other deliverables as may be considered necessary
     Directing the assignments of the team members and monitoring the status of the assigned tasks to
         ensure that each objective is accomplished in both a timely and effective manner

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        Developing and recommending best practice solution options to the Student System team based on end
         user requirements
        Communicating with other functional teams to ensure that the cross impacts of redesigned processes
         do not conflict with those of other teams
        Ensuring that new team members are properly oriented to the Project and fully understand the
         University’s business strategies and the objectives of the Project
        Discussing project policies and procedures
        Introducing new team members to appropriate personnel (i.e., project office, other team members)
        Ensuring that new team members have read and understood the materials included in the Employee
         Manual (and have completed the steps necessary to ensure compliance with its terms)
        Supervision of the following SSP Team members:
             o Technical Analyst
             o Technical Consultant assigned to the team

The Technical Team Coordinator reports to the Technical Integration Lead.

Data Warehouse Lead
The Data Warehouse Lead executes the project methodology for the data warehouse and reporting solution
through all phases of the implementation (i.e., Envision and Focus, Planning and Fit/Gap, Build and Test,
Deploy and Stabilize).

In this capacity the Data Warehouse Lead is responsible for:
     Ensuring the timely completion of highest quality deliverables as defined by the project methodology
         and other deliverables as may be considered necessary
     Developing and delivering a comprehensive data warehouse and reporting solution for the student
         system.

The Data Warehouse Lead reports to the Technical Integration Lead

Dependent Technologies Lead
The Dependent Technologies Lead serves as a liaison for the project in assessing and understanding the
impacts of systems and applications that do not fall within the prescribed scope of the student system project,
yet are dependent on the student system implementation.

In this capacity the Dependent Technologies Lead is responsible for:
     Establishing and maintaining open lines of communication across the University.
     Becoming proficient with the capabilities, features and gaps of the software application
     Understanding and communicating the impacts of dependent technology implementations to the SSP
     Investigating options for functionality

The Dependent Technologies Lead reports to the Technical Integration Lead.

Technical Analysts
The Technical Analysts execute the assigned tasks as contained in the project methodology relative to their
specific application through all phases of the implementation (i.e., Envision and Focus, Planning and Fit/Gap,

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Build and Test, Deploy and Stabilize). Technical Analysts also assist in the development of functional
capacity for project teams.

In this capacity the Technical Analysts are responsible for:
     Becoming familiar with the functional and technical capabilities and features of the software products
         (both system software and third party products)
     Ensuring timely completion of all module steps as defined by the project methodology and other steps
         as may be considered necessary
     Identifying and recommending best practice options to the SSP team based on submitted requirements
     Providing technical advice and counsel to the functional team (serving as a technical subject matter
         experts)
     Coordinating with other project technical staff and management to ensure adherence to project
         technical standards and to resolve technical issues as they arise
     Analyzing, defining, implementing and changing software application functionality to meet business
         requirements and initiatives as they relate to the SSP
     Creating technical requirement specifications, researching, testing, debugging modifications and new
         functionality
     Writing required documentation
     Investigating and troubleshooting system related problems
     Working with the Technical Team Coordinator and the staff in the functional teams to ensure timely
         and quality development/configuration of the software
     Acting as a bridge to the technical development staff in defining and designing approved
         customizations and modifications

Technical Analysts are embedded within functional teams, but report to the Technical Team Coordinator.

Systems Database Analysts
The Systems Database Analysts are responsible for sustaining the database infrastructure that enables the
University to capture, maintain, and access institutional student data.

In this capacity the Systems Database Analysts are responsible for:
     Installing and maintaining database infrastructure components (e.g. database kernel, listeners, database
         monitoring tools)
     Managing data storage, database backup/recovery; database security; configuration management
     Monitoring and tuning database performance and security
     Designing databases and assisting with configuration management
     Investigating and troubleshooting system related problems and consulting on hardware configuration
         requirements

Systems Database Analysts report to the Technical Integration Lead.

Applications Database Analysts
Applications Database Analysts sustain the application data repository that encapsulates the University's
PeopleSoft student system. The Applications Database Analysts insure that application code and patches are
migrated and proper procedures are followed to ensure consistency and quality in the student system

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PeopleSoft application. The application database analysts accommodate data needs that are specific to the
PeopleSoft student system.

In this capacity the Applications Database Analysts are responsible for:
     Establishing roles/responsibilities, running application and database scripts
     Troubleshooting application issues, monitoring application performance, and maintaining global
         application setups
     Analyzing, developing and maintaining schema objects (e.g. tables, constraints, indices, and triggers);
         strategies for schema-level data security; data migrations; and database consultations

Applications Database Analysts report to the Technical Integration Lead.

Portal Administrator
The Portal Administrator interfaces with the Student System Project teams and the Campus Solutions
community to understand the University's portal requirements and implements procedures to accommodate
them.

In this capacity, the Portal Administrator is responsible for:
     Establishing, supporting, and maintaining the PeopleSoft portal environment and web development
         initiatives of the SSP team
     Creating and maintaining the PeopleSoft Enterprise Portal. (This includes branding and configuration
         of the delivered capabilities of the portal as well as maintaining links to content providers.)
     Applying portal content approved by a governing portal team and providing access to the contents
         within the portal
     Working closely with the security administrator and the ITC networks and infrastructure team in
         adhering to the University's guidelines and strategy for security and single-sign-on

The Portal Administrator reports to the Technical Integration Lead.

Security Administrator
The Security Administrator interfaces with the Student System Project teams and the Campus Solutions
community to understand their security needs and implements procedures to accommodate them.

In this capacity, the Security Administrator is responsible for:
     Ensuring that the user community understands and adheres to necessary procedures to maintain
         security within the PeopleSoft system
     Conducting accurate evaluation of the level of security required
     Documenting and working to resolve PeopleSoft security related issues
     Devising improvements to current procedures
     Developing models of possible future configurations
     Providing production and development support in the area of security for applications and projects
     Creating and maintaining security for the production, development, test, and training user profiles
     Creating and maintaining permission lists and roles in all environments
     Adding and updating the query trees in all environments
     Troubleshooting connection issues from the Portal

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        Assisting application development groups with database related issues
        Creating security validation and auditing process and access control maintenance procedures
        Performing evaluations of potential tools and utilities
        Participating in disaster recovery (DR) planning and testing
        Providing input regarding PeopleSoft security standards and best practices

The Security Administrator reports to the Technical Integration Lead.

Programmer/Developers
Programmer/Developers are responsible for analyzing, developing, testing and implementing PeopleSoft
application functionality for the Student System Project that enables the University to capture, maintain, and
access institutional student data.

In this capacity the Programmer/Developers are responsible for:
     Developing and maintaining application code using PeopleTools, JAVA, and other products to
         convert, extend, and integrated the PeopleSoft student system with other University systems
     Investigating and troubleshooting system related problems and work
     Working with the technical analyst and functional analysts to ensure requirements are met for the
         implementation of the PeopleSoft Student System.

Programmer/Developers report to the Technical Team Coordinator.

Local Support Partner
The Local Support Partner (LSP) for the SSP is responsible for providing technical support for the entire
Project Team.

In this capacity, the Local Support Partner is responsible for:
     Ensuring that the network in the SSP team building is maintained and available for all SSP team
         members
     Providing and maintaining the SSP project server and the applications that reside on it (including
         Traction, Tutor, other project documentation, etc.)
     Providing workstation support, including ordering, installing, configuring, and testing new hardware,
         and repairing broken hardware
     Providing help (troubleshooting, fixes, and other assistance) to SSP team members on an “as needed”
         basis with regard to workstation software or hardware
     Managing the security access system for the SSP building

The Local Support Partner reports to the Technical Integration Lead.

Communications Systems Programmer
The Communications System Programmer will provide support for and expertise in the use technical elements
of communications related to the Project, particularly in the use of Microsoft SharePoint.

In this capacity, the Communications Systems Programmer is responsible for:
     Designing, developing, maintaining, and enhancing complex computer and related manual systems

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        Exercising wide latitude in assessing needs and determining alternatives

The Communications Systems Programmer reports to the Technical Integration Lead.

Instructional Designers
The Instructional Designers design, monitor, implement and evaluate a training plan to develop tools,
applications, and courseware that will assist technical professionals, functional professionals, and end-users in
learning how to use the software applications efficiently and effectively.

    In this capacity the Instructional Designers are responsible for:

             Becoming proficient with the capabilities and features of the software application
             Collaborating to design courseware on the effective use of the system and its business practices
             Overseeing a plan to design tools, applications, and courseware that will assist functional and
              technical instructors in the delivery of information
             Providing primary design support to a specific functional team to ensure the delivery of quality
              instruction to technical professionals, functional professionals, and end-users
             Ensuring the timely completion of all training deliverables related to a specific functional team as
              defined by the project methodology and other deliverables as may be considered necessary
             Communicating frequently with other SSP teams, other instructional designers, and the Strategic
              Planning Manager to ensure that training is consistent between SSP teams and phases and to
              prevent the creation of obstacles for other teams
             Serving as the documentation resource for the team

The Instructional Designers work with the Special Projects Manager for adherence to the Training Plan.

Roles and Responsibilities: Consulting Resources

Consulting Project Manager/ Lead Functional Consultant
The Consulting Project Manager is the Engagement Manager for consulting and is generally responsible for
project operations. The Consulting Project Manager works closely with the Project Director and Associate
Director.

In this capacity, the Consulting Project Manager is responsible for:
     Coordinating, maintaining, and updating the project plan
     Ensuring timeliness of deliverables
     Adhering to the Quality Plan
     Tracking issues and outcomes of the decision process
     Adhering to the Testing Plan

The Consulting Project Manager reports to the Project Director and Associate Director (U.Va.).

Technical Lead Consultant
The Technical Lead Consultant is responsible for advising the Technical Integration Lead on the day-to-day
technical activities of the Project and planning for the longer-term technical activities of the Project.
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In this capacity, the Technical Lead Consultant is responsible for:
     Executing the project plan for technical aspects of the Project
     Directing the day-to-day assignments of consulting technical staff members
     Ensuring that all technical issues are researched and approaches are explained, as the resolution may
         impact the current implementation and on upgrades
     Communicating project issues to the Technical Integration Lead
     Guiding the technical teams through deliverable preparation

The Technical Lead Consultant reports to the Consulting Project Manager and to the Technical Integration
Lead (U.Va.).

Functional Consultants
The Functional Consultants are the primary functional experts for the implementation of the software
applications. Their focus is on supporting the Associate Project Director (U.Va.), the Consulting Project
Manager/Functional Lead Consultant, and the respective functional teams to which they are assigned during
implementation.

In this capacity, the Functional Consultants are responsible for:
     Guiding the teams through deliverable preparation
     Ensuring system set-up, development of training material, and other functional efforts are executed per
         the project plan
     Identifying, and where appropriate, resolving functional issues as they arise

The Functional Consultants report to the Consulting Project Manager and to their respective Functional Leads
(U.Va.).

Technical Consultants
The Technical Consultants are the primary technical experts for the implementation of the software
applications. Their focus is on supporting the Technical Integration Lead (U.Va.), the Technical Lead
Consultant, and the respective functional teams to which they are assigned during implementation.

In this capacity, the Technical Consultants are responsible for:
     Guiding the teams through deliverable preparation
     Ensuring data conversion, testing, and other technical efforts are executed per the project plan
     Identifying, and where appropriate, resolving technical problems as they arise

The Technical Consultants report to the Technical Lead Consultant and to the Technical Integration Lead
(U.Va.).

Teams and Meetings Framework
      Teams                            Team Members                         Meeting Frequency and Purpose
Admission Team                 Admission Project Lead               At least weekly
                               Functional analysts                  As per Associate Director and team leads
                               Technical analysts
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         Teams                         Team Members                            Meeting Frequency and Purpose
                               Reporting liaison
                               Training liaison

Administrative Team            Business Analyst                         At least weekly
                               Staff Assistant                          Reviews and plans hiring and staff issues,
                               Assistant to the Director                 scheduling and general office administration
                               Assistant to the Associate Director
Data Reporting                 Technical Integration Lead               At least weekly
Team                           Data Warehouse Lead                      Reviews and plans project progress for data
                               Manager, Data Services                    access and reporting

Database and Data              Technical Integration Lead               At least weekly
Services Team                  Manager, Data Services                   Reviews and plans databases, patches,
                               Application DBAs                          security, and configuration control
                               System DBAs

Dependent                      Technical Integration Lead               At least weekly
Technologies Team              Dependent Technologies Lead              Reviews and plans progress for dependent
                               Senior Technical Analyst                  technologies
Development Team               Technical Coordinator                    At least weekly
                               Developers                               Reviews and plans development work

Integration Team               Associate Director                       At least weekly
                               Admission Project Lead                   As per Associate Director; projects and team
                               Registration and Records Project          status reporting; critical problems and proposed
                                Lead                                      solutions; reviews of issues, personnel, specific
                               Student Finance Project Lead              needs, timeline, quality, risks, etc.
                               University Services Project Lead
                               Technical Integration Lead
                               Business Analyst
                               Technical Coordinator
                               Strategic Planning Manager

Project Team                   All team members                         Updates at significant points in the Project


Project Leadership             Director                                 At least weekly
Team                           Associate Director                       Reviews and plans for decisions related to
                               Technical Integration Lead                the project’s status reports, issues resolution,
                               Business Analyst                          budget, resource allocation, project risks,
                               Communications Manager                    consulting, University readiness, special
                               Strategic Planning Manager                projects, etc.
                               Special Projects Manager
Registration and               Registration and Records Project         At least weekly
Records Team                    Lead                                     As per Associate Director and team leads
                               Functional analysts

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         Teams                         Team Members                         Meeting Frequency and Purpose
                               Technical analysts
                               Reporting liaison
                               Training liaison

Student Finance                Student Finance Project Lead          At least weekly
Team                           Functional analysts                   As per Associate Director and team leads
                               Technical analysts
                               Reporting liaison
                               Training liaison

University Readiness           Director                              Weekly, in conjunction with Project Leadership
Team                           Associate Director                     Team
                               Communications Manager                Develops a planned approach to institutional
                               Strategic Planning Manager             change associated with the Project in order to
                               Special Projects Manager               prepare the University community, maximize the
                               Training Manager                       project’s transformative potential, and minimize
                               Assistant to the Director              the risk of its failure
                                                                      Reviews and plans for activities one month out
                                                                       that support the evolution of University readiness

University Services            University Services Project Lead      At least weekly
Team                           Functional analysts                   As per Associate Director and team leads
                               Technical analysts
                               Reporting liaison
                               Training liaison




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Project Assumption and Scope

Project Assumptions
    1. It is assumed that legacy administrative systems will be supported until replaced by PeopleSoft
       functionality and that the legacy system will be retired not later than one year after the new student
       system is operational. However, changes and enhancements to existing systems will be kept to an
       absolute minimum during the Project, e.g., to meet legal compliance requirements.
    2. Interfaces between PeopleSoft and ISIS will exist during implementation. ISIS and the mainframe will
       be maintained for no more than one year after project completion.
    3. The new student system will be implemented according to a phased rollout, wherein all modules go
       live by fall 2009. When project funding ends (December, 2009) and the project ramps down, ongoing
       system maintenance will require a new budget.

Scope
    1. Implementation of PeopleSoft Campus Solutions, including the following modules: Academic
       Advisement, Campus Community, Campus Self Service, Enterprise Gradebook, Enterprise
       PeopleTools, Enterprise Portal, Financial Aid, Recruiting and Admissions, Student Financials, Student
       Records
    2. Delivered functionality in PeopleSoft that replaces current functionality in other systems (e.g., SEVIS
       functionality, Arts and Sciences transfer database, etc.)
    3. Degree audit functionality in PeopleSoft (Academic Advisement) or an upgraded version of the
       current degree audit solution (VISTAA DARS), which requires an interface to the student system—to
       be determined by the Vice President and Provost
    4. Provision of, interface to, and rules governing the use of R25 for instructional space—in collaboration
       with UREG and the Office of the Vice President and Provost
    5. Implementation of an integrated web application for undergraduate admission, and a consolidated
       approach to graduate and professional school admission, both integrated with PeopleSoft—as
       determined by the Vice President and Provost and the Vice President for Research and Graduate
       Studies
    6. Development and installation of an architecture and strategy for conversion of student data and
       provision of mission-critical reports as identified in cooperation with users of the student system
    7. Integration and extension of current document management functionality to current users and to
       undergraduate and some graduate admission offices
    8. Development of a University-wide approach to change management; knowledge transfer; adoption of
       proactive electronic communication as a primary mode of communication, as appropriate; a
       comprehensive training program for various users of the new system; and communication with units
       whose business processes, organizational structures, and staffing requirements are affected by the new
       system
    9. Other systems as approved by the Executive Committee as a Request for Exception, Interface or
       Customization




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Interfaces
SSP will develop interfaces or, in limited cases, provide a list of requirements to the department(s) responsible
for developing the interface(s)1 to:
       1. The University’s identity management system—as determined by the Vice President and CIO
       2. The University’s course management and course evaluation systems—as determined by the Vice
           President and Provost
       3. InfiNET—the e-commerce solution implemented by a project team in the Comptroller’s area
       4. Sunguard’s Advance system according to FERPA-based guidelines
       5. Oracle HR and finance systems, as required for integration of data
       6. Multiple, approved, mission-critical, dependent applications for which delivered functionality in
           PeopleSoft does not exist (e.g., Parking and Transportation or Housing; see diagram, Appendix
           One: Current Student System Functionality and Data Flow for more information)

SSP is responsible for successful implementation of these interfaces; ongoing costs associated with
maintenance, upgrades, etc. are not included in the project budget.

The following diagram presents a pictorial representation of the SSP Scope.




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                                                     Self Service
                                                        Portal




                                             Communication
                                                               Resolution of
                                               Training &
                                                              Strategic Issues
                                               Outreach




                                                Core Functionality
                               Conversion/                                        Integration/
                                 Legacy
                                                     Admission                     Interfaces
                                                   Registration &
                                                      Records
                                                  Student Finance                Reporting/Data
                                Security
                                                 University Services              Structure(s)
                                                  Advising Support




                                               Information     Dependent
                                               Assurance      Technologies




                                                      Self Service
                                                         Portal




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Scope Management and Change Control
The scope management process is the primary vehicle for defining the boundaries of the Project and ensuring
that management has the opportunity to make timely trade-offs between the three key project variables of
cost, schedule, and functionality. Inadequate control can lead to unexpected cost and schedule overruns.
Potential changes must be identified early, documented carefully, and resolved at levels consistent with
project decision-making parameters.

Scope Change
Scope changes are broadly defined as those activities not originally defined by the project scope and project
plan. More specifically, scope changes include:
     Business-related scope items not listed in the scope definition or plan (e.g., additional functions,
       business processes, application modules, versions/releases, programs, databases)
     Provision or development of work products or deliverables not included in the project plan
     Participation in activities not previously included in project plan’s list of work activities
     A change in the guiding principles or assumptions defined in the scope definition or plan
     A change in responsibilities, as defined in the scope definition or plan, including any request for
       exception granted by the Integrated System Executive Committee
     Reallocation of project staffing
     Any rework of completed activities or work products resulting from changing requirements
     Delays caused by a change in previously agreed-upon acceptance criteria
     Investigative work to develop impact statements for major scope change requests.

Scope Change Management
If a member of the SSP team requests a change in scope for the project, the feasibility of the change is
evaluated within the team. A white paper is drafted to provide an assessment and comprehensive evaluation
of the impact of the change on work effort, cost, and schedule. All costs must be taken into consideration,
including documentation, management overhead, system performance, and schedule impact.

The Project Director must approve the assessment provided in the white paper and seek approval from the IS
Executive Committee if the change indicates that an adjustment to the schedule or budget is necessary.

If a school or department seeks consideration of an exception, customization, or interface to the student
system, or requests permission not to use the architecture(s) provided by the project if offered, it must submit
a Request for Exception, Customization, or an Interface through the Student System Project for consideration
by the Integrated System Executive Committee.

Such requests must be completed within one month of the school or department requesting the exception
being informed of proposed functionality.

A decision to grant an exception, customization, or interface will be based on its merits for the University as a
whole. Should such a request be approved by the Executive Committee, the school or unit must consistently
comply with all standards related to the student system and will, if determined by the Executive Committee,
bear all costs associated with implementation of an interface, including but not limited to costs incurred by the
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SSP; costs associated with meeting University security standards and audit requirements; testing; upgrades;
patches; maintenance of data feeds; etc. of its excepted system(s) in a timely manner according to the
specifications provided by the student system.

The form by which to request an exception, customization, or interface will be posted to the Community
SharePoint site.

The Executive Committee will provide the precise terms under which any approved exception, customization,
or interface will operate.

Appeals of the Committee’s decisions may be submitted through the Chair of the Review Committee to the
Executive Committee.


Risk Management Strategies
ERP implementations, because of their transformative potential, possess inherent and significant risk. The
implementation of a new student information system heightens the risk associated with the first two phases of
the Integrated Systems Project. Whereas the Finance and Human Resources implementations directly
involved approximately 2,000 University employees and four central process owners, the Student System
Project will affect and involve nearly every constituency within the University.

Introduction
The implementation of a new student information system will affect and involve executives, key stakeholders,
process owners, and users including students, faculty, and staff; will have a significant impact on all key
missions of the University; and will inform both internal and public perception of the University.

In addition, the traditional decentralization of decision-making across schools and departments of the
University, combined with an academic culture that values deliberate consideration of varying points of view,
can come into conflict with limited options for ways to do academic business in a vendor-supplied system.
Project governance structures outside of existing decision-making groups may be viewed as temporary or
inconsequential.

Finally, requirements for reporting to various state and federal agencies and the compliance issues associated
with those activities, as well as the intrinsic desire of higher education institutions to conduct research on their
own internal activities, combine to create a complex set of expectations from internal and external audiences.
This reality increases the level of risk associated with these processes.

The following success strategies and risks, identified by Bearing Point Consulting, will inform the project’s
risk management approach.

Success strategies:
    Actively build a base of support for the Project
    Focus on the real challenges – people and processes – from the start
    Invest in documenting current business processes
    Implement in waves, beginning with core functions

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        Meet or exceed users’ expectations for support
        Take into account the many hidden costs
        Be realistic in identifying the right ERP package for your organization
        Keep your eye on the big picture and how it can impact your project
        Treat milestone dates as sacred

Risks:
        Insufficient executive support
        Treating an ERP implementation as an IT project rather than a transformative business project
        Inexperienced project management
        Indecision
        Poor communication
        Insufficiently robust technical infrastructure
        Altered source code
        Insufficient testing prior to “go live”
        Insufficient and inadequate training
        Unreasonable expectations

Project Risk and Mitigation Strategies
At the outset of the SSP, the following risks and mitigation strategies were identified and validated by the IS
Executive Committee:

    1. The inherent tension between a centralized student system solution and the loosely federated culture of
       schools, programs, and activities that comprise the University of Virginia; insufficient motivation to
       standardize around system capabilities.
            IS Executive Committee must address this issue squarely and provide visible support to the
              Project.
            Clearly engage on an as-needed, predefined basis the academic and administrative decision-
              making representatives from the vice presidents and deans to react to recommendations and
              provide comments for decision-making by the IS Executive Committee.
            Define project parameters and timeline in order to assure project success.
            Include Senior Vice President for Development and Public Affairs (University website, nexus
              between student system and alumni/development systems) and Vice President for Research
              and Graduate Studies (graduate admissions and financial assistance).
       Failure to mitigate could result in scope issues and excessive customization to accommodate “local”
       processes affecting cost and timeline.

    2. Unclear definition of which University entities will participate in the SSP. Traditionally independent
       schools of the University may wish not to participate in a centralized student information system
       beyond the level of participation they currently enjoy. University-wide benefits may not be achieved
       without full participation of most schools and central offices (admission, financial aid, registration and
       records, etc.).
            Define participants early in the Project and seek commitment for continuing participation.
            Utilize clear mechanisms to seek exception to participation in the SSP.


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                Adhere to clearly defined Request for Exception or Customization process to request
                 exceptions that currently exist or that that may arise as the Project progresses (see page 44 for
                 scope change management).
               Involve IS Executive Committee-level leadership in decision-making mechanisms and
                 processes.
         Failure to mitigate could result in vague scope issues that lead to distraction of the Project Team from
         its responsibility for implementation and consequent increased costs.

    3. Insufficient attention to dependencies created by dependent technologies or created by the Project
       itself; insufficient conservation of resources allocated to projects that duplicate SSP efforts.
            Establish scope of SSP.
            Establish accountability for decisions pertaining to the feasibility and practicality of dependent
                technologies
            Establish responsibilities related to dependent technologies.
            Establish strong communication vehicles to collaborate with dependent technologies; be aware
                of timelines and status of these within the project plan
            Collaborate with ITC.
            Collaborate on dependent technologies to ensure successful interfacing, if necessary.
            Share consulting resources to ensure that the implementation of dependent technologies is on-
                time.
       Failure to mitigate may result in missed deadlines, conflict detrimental to project success, and/or cost
       overrun.

    4. Approaching the implementation of a new student system as a technology project rather than as a
       vehicle for organizational change that achieves the University’s strategic priorities.
           Gain clear, defined executive support for alignment of organizational changes.
           Gain consensus on project scope.
           Emphasize and publicize executive support for the Student System Project.
           Assure that project timelines allow sufficient time to optimize process improvement and
              changes in organizational structures, budgets, resources, etc., in key audience groups.
       Failure to mitigate may result in achieving less than optimal results in terms of student service, system
       capabilities, and system acceptance among the user community.

    5. Insufficient attention to change management (i.e., lack of institutional approach to the Project, poor
       audience-specific messaging, insufficient personal and credible interactions among stakeholders, poor
       or passive communications, inadequate training, poor preparation of managers and supervisors to
       implement changes, etc.).
            Proactively identify and mitigate change management risks throughout the University’s
               leadership structure(s).
            Develop and adhere to a defined strategy for change management in order to develop the same
               level of preparedness among all stakeholder and audience groups.
            Hire qualified team members with change management expertise and responsibility.
            Disseminate and demonstrate support for the Business Case for SSP.
            Effectively leverage the influence of “champions” of the Project throughout the University.


University of Virginia Student System Project                                      Page 44 of 68
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         Failure to mitigate may result in increased resistance to change, poor adoption of new processes and
         technologies, high error rates during the stabilization period, and service issues.

    6. Lack of project’s integration with existing governance structure (SSN, ISIS Review Committee,
       SESPOG, Process Simplification, IT governance, etc.) and competing activities; immaturity and
       marginal nature of project-specific governance and operational structure.
            Review existing governance structures and gain representation from SSP to them.
            Create and publicize project governance mechanisms, including processes for resolution of
               strategic issues, for decisions related to systems issues, for exceptions to participation in SSP,
               and for approval of IT projects that compete for project-related resources.
            Participate in development of revised governance and organizational structures that change as a
               result of the SSP.
            Coordinate projects and initiatives to take advantage of synergies and common goals; share
               resources.
       Failure to mitigate may result in wasted effort on conflicting projects and reduced resources available
       to achieve project objectives.

    7. Insufficient level of creativity, energy, and risk tolerance among all project stakeholders and
       contributors.
            Involve executive leadership in sending messages to direct reports that encourage full
               participation in the Project.
            Hire team members from inside and outside the University who have creativity, energy, and a
               high risk tolerance.
            Allow for demonstration of talent, and remove those who do not contribute.
            Create effective approaches to team development and for the professional development of
               individual team members.
            Develop effective approach to knowledge transfer throughout the life of the Project.
            Create reward mechanisms that address the contributions of team members.
       Failure to mitigate may result in sub-optimal system design, loss of input from stakeholders critical to
       project success, and loss of project team members.

    8. Possible changes in executive leadership and key stakeholders at the University throughout the
       Project.
           Have extensive conversations between new leaders and project leadership to define
               relationships affecting the Project, and to develop strategies to address issues in the context of
               the project’s timeline, resources, etc. Maintain accurate documentation of evolving roles and
               responsibilities during periods of change during the project period, as well as post-
               implementation.
           Insure that the Project stays informed of and responds to the University’s changing needs and
               priorities within the context of project parameters.
       Failure to mitigate may result in conflict detrimental to project success and expending resources on
       projects that conflict with the SSP.

    9. Underestimation of time commitment of individuals in academic and administrative units outside the
       Project.

University of Virginia Student System Project                                      Page 45 of 68
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               Have key leaders (VPs and Deans) state to their direct reports and others that the SSP is a
                priority for them, and that managers and supervisors must give the project’s requirements their
                attention and their resources.
              Have departments and schools create strategies for staff support of the Project that address
                University, departmental, and project priorities and needs.
         Failure to mitigate may result in limited subject matter expert participation, resulting in a less than
         optimal design and reduced acceptance of the processes and technology.

Lessons Learned
The following lessons learned, documented in “Assessing the Risks of Commercial-Off-the-Shelf
Applications” (Information Technology Resources Board of the United States Government, 1999), will
inform the evolution of the project’s risk management approach:
    1. Understand the Commercial Off-the-Shelf (COTS) product: visit others and consider prototyping and
        piloting the software
    2. Examine the “gap”: understand the gap between what your organization needs and what the software
        does well before the implementation begins
    3. Incorporate lessons learned: pay attention to experiences of similar organizations
    4. Secure required resources: be sure that the time, financial and personnel resources are dedicated;
        insure a balance between technical and functional experts on the team
    5. Focus on data and interfaces: build interfaces before deciding on a business solution, then create a
        business solution that works
    6. Involve functional users: users who understand the issues can minimize obstacles to implementation
    7. Validate performance and scalability: be sure that the product has supported user numbers and
        geographical demands like yours
    8. Select mature products: use “road-tested” products
    9. Fully understand contractual conditions: source code and modifications to source code, conditions at
        contract expiration, etc.
    10. Plan well for sustainability: maintenance includes the system, interfaces, integration with other
        systems, accommodation of hardware/operating system changes




University of Virginia Student System Project                                     Page 46 of 68
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Issue and Risk Management Processes
Issue and risk management processes have been established to facilitate good decision-making at all levels
and to ensure the monitoring and effective resolution of issues and risks. Such processes are management
tools for situations that can have an impact on team performance, implementation, and the quality and
successful completion of the Project.

A centralized, automated Project Risks and Issues Management database (PRISM) has been developed and
will be utilized throughout the Project to track:
     Issue/Risk Identification
     Documentation
     Communication
     Resolution/Implementation
     Maintenance

Issue Types and Risk Documentation
During the course of implementation, team members may identify or become aware of issues. The following
questions may help determine whether an issue should be tracked in PRISM:
    Is the issue relevant to the Project?
    Will the issue have significant impact on the Project, e.g., increased cost, project delay, or change of
       scope?
    Does the issue require further clarification or investigation?
    What is the priority status of the issue or its level of impact on the Project?
           o Critical: Critical issues require immediate attention since their impact could result in project
              failure or serious delay, cost increase, and productivity loss.
           o High-1: High-1 issues require urgent analysis prior to implementation planning in order to
              identify options for policy-level discussions. Decision-making and resolution of policy options
              may require the involvement of executive-level stakeholders. Lack of resolution could lead to
              the immediate halt or significant delay in project productivity. High-1 issues may be elevated
              to Critical status if not addressed in a timely manner.
           o High-2: High-2 issues require full analysis prior to implementation planning in order to
              identify options for system-level discussions. Options for delivered functionality within the
              system must be considered, since the decision-making and resolution of these issues may
              require the involvement of multiple key departmental stakeholders. Lack of resolution could
              lead to the immediate halt or significant delay in project productivity. High-2 issues may be
              elevated to Critical status if not addressed in a timely manner.
           o High-3: High-3 issues require some analysis prior to implementation, but decision-making and
              resolution of these issues most likely resides within the project team. Lack of resolution may
              require advice from key stakeholders. High-3 issues may be elevated to status High-2 if not
              addressed in a timely manner.
           o Medium: Medium issues carry some impact and require analysis to determine if and when
              they are part of the implementation.
           o Low: Low issues are excluded from the implementation but are retained as “parking lot”
              issues.


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In the course of identifying and documenting issues and/or engaging in other project-related activity, team
members may identify and/or become aware of potential or actual risks. These and other risks may be
documented in PRISM as issues in and of themselves; as issues, these risks will be rated as:

        Red: issue needs to be addressed immediately; it indicates an aspect of the project that is not on track
         or reflects another, significant concern
        Yellow: issue could become a problem if not addressed; it indicates an aspect of the project that is on
         track but it nonetheless signals caution or pending concern
        Green: issue is on track

Team members may enter an identified issue on behalf of the team or a stakeholder or consultant into PRISM.
The issue is assigned a status of “open” and the Project Leadership Team reviews open issues weekly.

When an issue or risk is entered into PRISM, the Team Leads, Technical Integration Lead, and Associate
Director review the issue and verify its priority status. They assign tasks, support responsibilities, establish a
decision deadline, and identify the decision-maker(s) or review group that is responsible for determining what
information is necessary to resolve the issue. The designated decision-maker or review group, in conjunction
with the team member supporting the information collection process, is notified of responsibilities pertaining
to the issue. All team members are responsible for informing the Project Director and Associate Project
Director through PRISM at the earliest possible date of any issues that may pose risk to the project, as well as
the decision-maker(s) for the issue.

The project team member who is assigned an issue is responsible for collaborating with key stakeholder(s)
and decision-makers on the team, as appropriate and will gather and organize the necessary information,
including an impact analysis that addresses functionality, cost, and schedule. This documentation will include
a timeline for resolution as well as a recommendation and default decision. Issues that have not yet reached a
“critical” level will be continuously monitored in the weekly status reporting cycle by the team member who
is supporting the issue.

Prior to the deadline, the decision-maker on the team will consider the information, assess its adequacy to
make the decision, and make the decision.

The team’s decision-maker approves the documentation or modifies it appropriately. If the decision-maker
determines that the information is inadequate, the Associate Director or Project Director may nonetheless
request a decision even in light of the uncertainty. If the decision-maker is unable or unwilling to make a
decision by the established deadline, the Associate Director or Project Director will adopt the default decision
proposed by the team, or may transfer decision-making authority to him/herself or another appropriate group.

When the issue has been resolved and the resolution approved, the team member supporting the decision-
process documents the resolution in PRISM.

Open issues that are not critical will be managed and resolved according to whether they are strategic
or system issues.




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Strategic Issues
Strategic issues are those issues that may have University-wide, cross-functional policy, budgetary, or
organizational implications and that require higher level policy and/or change management activity in order
for the Project to proceed with clear direction. Academic, financial, or any issues that carry implications for
the review of policy are considered by the team as strategic issues.

System Issues
System issues are those that pertain to system-related and/or technical matters and solutions that affect and/or
are affected by business processes. During the evolution of the implementation of the student system, for
example, there will be gaps between the student system software as it is delivered from the vendor and the
functionality that is desired by users. In those situations, there must be a governing methodology for
identifying and addressing such gaps. Resolution of system issues during the Project will rely on information
and analysis that includes inputs from key stakeholders.




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Decision-Making Process
Decisions are made according to procedures outlined in the project Charter and are based upon consultation
with appropriate constituencies and with the best information available at the time. Some decisions may rely
on the review and approval of subsets of individuals who are members of each of the groups listed below.

                 Item                                             Reviewing and/or Approving Parties
Critical Issue Resolution                         Project Leadership Team, Policy Review Group (PRG), IS Executive
                                                  Committee (Ex. Comm.)

Strategic Issue Resolution                        Project Leadership Team, Core Advisors to the Student System (CASS),
                                                  PRG, Ex. Comm.

System Issue Resolution                           Project Leadership Team, Core Advisors to the Student System (CASS),
                                                  Local Project Groups (LPG), Ex. Comm.
Risk Resolution                                   Project Leadership Team, PRG, Ex. Comm.
Organizational Changes                            Project Leadership Team, CASS, PRG, Ex. Comm.

Functionality Gaps                                Project Leadership Team, CASS, PRG, Ex. Comm.

Revised Business Processes                        Project Leadership Team, LPG, CASS, PRG, Ex. Comm.

Revised Roles and Responsibilities                Project Leadership Team, CASS, PRG, Ex. Comm.

System Modifications                              Project Leadership Team, LPG, CASS, PRG, Ex. Comm.

System Usability and User Acceptance              Key Stakeholders, Instructional Designers, Project Leadership Team



Issue Management and/or Change Control Process
Once pertinent information is gathered and materials are prepared according to the protocol described above,
a complete summary and recommendation for resolution will be prepared by the team. The Project Director,
Associate Director and others, as appropriate, will consult with key stakeholders and others, as necessary, to
review and decide on resolutions to the issues.

In resolving such issues, a primary goal for the SSP is to rely on the best practices as contained in the
delivered application. Keeping the application as “vanilla” as possible alleviates difficulties when revisions
and upgrades are implemented and limits the proliferation of specialized elements of the system that are
expensive to design, develop, test, and maintain. Choices of configurations made during the implementation
will consider the needs of the stakeholders, the capabilities of the system, academic mission criticality, legal
and compliance requirements, costs, and how to address best the requirements of the greatest number of users.

In order to ensure the long-term functionality and viability of the system(s) installed during the
implementation of the student system, customizations, modifications, and bolt-on applications that are not an
initial part of the vendor-supplied software package(s) will be made only in exceptional circumstances.
(“Customizations” are software components developed as adjunct processes to the application.
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                                                      11/21/2012
“Modifications” are software changes made to the application and may be changes to the core software or to
the table structure. “Bolt-on applications” are separate software packages that interface with the application.)

Requests for adaptations to the basic software system as it is constituted when delivered will be referred to the
IS Executive Committee for resolution through the Request for Exception or Customization process (see page
45) or at the discretion of project leadership. The Project Director and Team will consult with key
stakeholders in order to assure the preparation of a full description of the requested adaptation, an outline of
the pros and cons of various options for solution, a statement of the timeline for resolution of the issue
required by the project timeline, and articulation of a default solution.

The timeline for decisions that is embedded in dependencies contained within the project timeline will be
honored.

The following diagram provides a pictorial representation of the SSP Issue Management and/or Change
Control Process.




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Issue Management And/Or Change Control Process


                                                                                                                                                                                                                              Recommenda
                                                                                                                                                                                                                              Implemented

                                                      Monitor Issue
     SSP Team


                                                       Resolution                               Implement Option
                                                        Progress


                                                           No

                                                      Does the Issue
                                                                               Draft Change
                                      Review New         Require a     Yes    Request and/or
                                    Issues and Risk       Change
                                                                             Issue Paper with         No
                                        Reports       Request and/or
                                                                             Recommendation
                                                       Issue Paper?
                  Document/Update
                   Issue in PRISM
 Leadership
   Project

   Team




                                                                              Review Change
                                                                                                   Require         Yes
                                                                              Request and/or                                                                                                                   Communicate
                                                                                                  Governance             Policy Matter?
                                                                             Issue Paper with                                                                                                                   Disposition
                                                                                                    Input?
                                                                             Recommendation




                                                                                                                                                              Research
     CASS




                                                                                                                                                              Additional      Decision Date
                                                                                                                                 No       Review Change                                        No       Provide
                                                                                                                                                           Information and    Approaching or
                                                                                                                                          Request and/or                                            Recommendation
                                                                                                                                                               Consult           Need to
                                                                                                                                           Issue Paper                                                & Concerns
                                                                                                                                                           Stakeholders as      Escalate?
                                                                                                                                                             Appropriate

                                                                                                                                                                                      Yes
  Policy Review




                                                                                                                                                              Research
      Group




                                                                                                                                                              Additional      Decision Date
                                                                                                                                Yes       Review Change                                        No       Provide
                                                                                                                                                           Information and    Approaching or
                                                                                                                                          Request and/or                                            Recommendation
                                                                                                                                                               Consult           Need to
                                                                                                                                           Issue Paper                                                & Concerns
                                                                                                                                                           Stakeholders as      Escalate?
                                                                                                                                                             Appropriate


                                                                                                                                                                                      Yes
  IS Executive
   Committee




                                                                                                                                                                              Review Change             Provide
                                                                                                                                                                              Request and/or        Recommendation
                                                                                                                                                                               Issue Paper            & Concerns




University of Virginia Student System Project                                                                                                  Page 52 of 68
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Management of Deliverables
Introduction
Deliverable management guidelines establish the rules and responsibilities for creating, approving, and
maintaining project deliverables. They identify the documents and data to be managed, as well as the
associated format for, review process for, and retention of these deliverables

Creation and Documentation of Deliverables
The Project Team is responsible for drafting deliverables and involving appropriate project stakeholders in
their creation and review.

Review and Approval of Deliverables
To ensure that the risk is minimized, project direction is consistent, and project standards and procedures are
being adhered to, review and sign-off is required. Specific deliverables will be assigned in concert with the
implementation partner.

Maintenance of Deliverables
Working deliverables are stored on the shared drive, accessible to all team members. Upon sign-off and
approval, deliverables are placed on the SharePoint Community site for stakeholder reference. Explanations
of both the shared drive and SharePoint site follow.

Tollgate Process
The Project Team is responsible for delivering pre-defined work products, or deliverables, as key milestones
are reached. In order to ensure the timely and successful delivery of such products, each project phase will
contain a tollgate process that is designed to involve stakeholders, solicit their comments, revise deliverables
if feasible within project guiding principles, and provide a mechanism for documenting stakeholders’
concerns.

In the “pre-tollgate session”, stakeholders review drafted deliverables and provide feedback within a specified
timeframe for the team’s consideration through the person the team has identified as the “owner” of the issue.
The team then considers revision(s) to deliverables and presents resulting changes, if any, at the “tollgate
session” prior to the close of the current phase of the Project.

Because stakeholders are responsible for understanding deliverables as they relate to their business areas,
identified decision makers are required to sign off on of the team’s final deliverables if they accept them.
However, if stakeholders have reservations or concerns related to the project’s deliverables, they and SSP will
jointly document issues and concerns within a specified timeframe. It is expected that, if stakeholders’
concerns are accurately documented and conditions addressed by project leadership, they will sign off on the
team’s deliverables for the phase.

It is the responsibility of the stakeholders to communicate information related to and impact of deliverables
within their departments. The diagram below provides more information about the tollgate process.
                Tollgate Process



                                                                                                                             Present Draft
                                                                                       Present Draft
                                                   Draft Current                                                            Deliverables at
Phase Nearing                                                        Incorporate      Deliverables at     Incorporate
                                                      Phase                                                                Tollgate Session,
 Completion                                                           Feedback        Pre-Tollgating       Feedback
                                                   Deliverables                                                               Addressing
                                                                                         Session
                                                                                                                               Feedback
                   SSP Team




                                                                                                                                                          Work with
                                                                                                                                                       Stakeholders to
                                                                                                                             Deliverables
                                                                                                                                               No    Arrive at Consensus
                                                                                                                             Satisfactory?
                                                                                                                                                       within Specified
                                                                                                                                                          Timeframe



                                                                                                                                                          Reach
                                                                                                                                                        Agreement?               No



                                                                                                                                 Yes
                Leadership
                  Project




                                  Identify Next   Review Current
                                     Phase         Phase Draft     Provide Feedback                                                            Yes                         Document Issu
                                  Deliverables     Deliverables
                Stakeholders
                   Project




                                                                                                                                                                             Sign Off on
                                                                                       Review Draft                          Sign Off on                                   Deliverables w
                                                                                                        Provide Feedback
                                                                                       Deliverables                          Deliverables                                     Conditions
                                                                                                                                                                             Addressed




                               Next Phase
                               Deliverables                                                                                                                          Phase Completed
                                Identified
Status Reporting
Status Reports are an important tool to:

 Provide the right level of information about each project (overall progress, milestones, issues, and risks)
 Provide a forum for escalating issues and matters of concern to the appropriate level
 Establish consistent and simple procedures for providing project updates

This document describes the project-wide guidelines for status reporting within a team, within all areas for
which Integration Leads are responsible, and for the Project Leadership Team on behalf of the project as a
whole.

Individual Status Documentation
Team members utilize PRISM as their primary tool to capture work activities and status. All team members
have authorization to create new issues and tasks in PRISM. Before creating any new issues or tasks in
PRISM, team members should seek approval from their respective Team Leads. At a minimum, the team
members should notify their respective Team Leads when new issues or tasks are identified.

When issues or tasks are documented in PRISM, they may be assigned to individual team members. The
assignee documents percentage complete on a regular basis. Upon task completion, the assignee updates the
issue or task to “closed.”

Reports are generated from PRISM to address new issues, closing issues, and high risk issues.

Project Status Reporting
The Integration and Team Leads are responsible for maintaining and communicating the status of the work of
their teams. In addition to monitoring their team’s progress through PRISM, each lead should hold regularly
scheduled status meetings. PRISM documentation and reports, status meetings, and the project plan form the
basis for ongoing status reports.

Reports that inform the status reporting process are listed below:

    Name             Data Source       Frequency             Description              Report Generator
Risk Report      PRISM                 Weekly      Report generated on a weekly       Integration Leads
                                                   basis from PRISM to show           and Team Leads
                                                   “Red” (high) risk issues
New Issues       PRISM                 Weekly      Report generated on a weekly       Integration Leads
Report                                             basis from PRISM to show all       and Team Leads
                                                   issues entered over a specific
                                                   time frame (past week)
Closing Issues   PRISM                 Weekly      Report generated on a weekly       Integration Leads
Report                                             basis from PRISM to show all       and Team Leads
                                                   issues with due dates within the
                                                   next 30 days
Weekly Status    Risk Report,          Weekly      Report prepared on a weekly        Integration Leads
Highlights       New Issues Report,                basis from the Risk and New
     Name                                 Data Source               Frequency                               Description                       Report Generator
                                Closing Issues Report                                   Task Reports to highlight
                                                                                        project challenges and risks
Project Plan                    Integration Team and                Weekly              Report prepared on a weekly                           Consulting
                                Team Leads meeting                                      basis from the team leads                             Project Manager
                                                                                        meeting discussion of project
                                                                                        progress and status


Project Leadership Team Status Report Process

         Status Reporting Process
              Team Members




                                                                                                                                 Update PRISM
                                                                                                                                  TUESDAY
              Team Leads




                                                                     Ensure Team’s
                                                                    Status is Updated
                                                                       FRIDAY PM
           Integration




                                                                                                                                                            Send Weekly
              Leads




                                                   Update Issue                                                INTEGRATION       Prepare Weekly
                                                                                                                                                          Status Highlights
                                                  Status in PRISM                                             TEAM AND TEAM      Status Highlights
                                                                                                                                                          to PLT Members
                                                    FRIDAY AM                                                 LEADS MEETING         TUESDAY
                                                                                                                                                             WEDS AM

                                                                                                              Review Risk, New
                                                                                                               Issues, Closing
                                                                                                               Issues Reports
           Business




                                                                                                               Review Project
            Analyst




                                                                                                                    Plan

                                                                                                               MONDAY PM


                                                                                        Run and Review
                                                                                        Risk, New Issues,
                                                                                         Closing Issues
                                                                                             Reports
         Consulting

          Manager




                                                                                          MONDAY AM
           Project




                                                                                                                                                           Send Updated
                               Email Reminder                                                                                      Update the
                                                                                                                                                           Project Plan to
                             for Status Updates                                                                                    Project Plan
                                                                                                                                                           PLT Members
                                 THURSDAY                                                                                           TUESDAY
                                                                                                                                                             WEDS AM




                                                                                                                                                            PLT Meeting
                                                                                                                                                           Review Project
                                                                                                                                                          Plan and Weekly
                                                                                                                                                          Status Highlights
                                                                                                                                                             WEDS PM




Provost Status Reporting
The Project Director will utilize the weekly Team Status Reports as the basis of a monthly report provided to
the Provost. The monthly report will inform the Provost of project milestone status, monthly
accomplishments, upcoming activities, and issue and risk status.



University of Virginia Student System Project                                                                                             Page 56 of 68
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Executive Committee Status Reporting
The Project Director will utilize the weekly Team Status Reports as the basis of a monthly report provided to
the Executive Committee. The monthly report will address project status regarding:

           Budget
           Schedule
           Scope
           Planned business goals
           Risks
           Issues requiring Executive Committee action

Each of the first five elements of the report will be rated according to risk, as follows:

Red=High Risk; Yellow=Medium Risk; Green=Low Risk

        R                         Y                               G




Commonwealth of Virginia Status Reporting
The University is required to report progress on and the status of major IT projects on a quarterly basis to an
agency of the Commonwealth of Virginia. The Student System Project is a major information technology
initiative and thus participates in these procedures and documentation.

The Project Director is responsible for providing a quarterly status report/project scorecard to the Provost
who, in turn approves and provides the report to the Chief Information Officer (CIO) of the University. Upon
approval, the CIO provides the project’s scorecard to the Commonwealth.

The University’s format for project status reporting to the Commonwealth is found below.




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                                      Major Project Scorecard
      Project Description:



      Project Budget and Timeline:



                                       Current      Prior
        Key Project Indicator          Status      Status
                                                              Additional Comments
                                        Date         n/a
        Project Remains Within
        Budget


        Project Remains within
        Schedule

        Project Remains within
        Approved Scope


        Project Remains on Track to
        Meet Planned Business
        Goals
        Project is Managed to
        Minimize and/or Mitigate
        Identified Risks


                                                       =Yellow/Caution--On
                                                       Track, but could         =Red/Not on Track/Needs
        KEY:              G =Green/On Track        Y   become a problem if   R to be Addressed
                                                       not addressed



Project Assessments

Best Practice Independent Verification and Validation (IV&V)
University policy stipulates that projects of the magnitude and complexity of the SSP will adhere to best
practices offered by external agencies for software IV&V to help ensure that projects are completed
successfully within budget and on time.

The SSP participates in the required IV&V process at appropriate milestones and according to the project
quality plan.

Audit
         University Auditor
          The SSP will engage the Audit Department throughout the implementation to ensure University audit
          requirements are met in the areas of
             o Input controls – who can input data in system
             o Processing controls – who is allowed to modify data
             o Output controls – who can view and distribute data
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            o Database controls – who can modify data without going through the application
            o Operating System controls
            o Network controls – who has access to the network
            o Methods of access – who makes decision about who gets access and with which roles, etc.
        Auditor of Public Accounts (APA)
         The University is required to present periodic updates on issues of security to the APA. The Project
         Director is responsible for providing these updates via the University Auditor.
        Audit of Capitalization Costs
         The SSP is required to capitalize all direct costs for the Student System software implementation.
         These include payroll expenses for functional and technical staff, development costs including
         supporting software, and all contracted services and materials directly related to software
         development. The SSP Business Analyst will prepare reports for the University Auditor.



Project Toolkit
New Employees
As the Project Team grows, new employees will be given a standard orientation by their supervisor or
supervisor’s designee. They are encouraged to participate in the University benefits sessions, attend
orientation sessions, and interact with direct supervisors, to include seeking out evaluations and counsel.

Employees should review the New Employee Handbook (G:\Administration-SSP\Policies and
Procedures\EMPLOYEE MANUAL.doc) to familiarize themselves with project information. Information
includes: obtaining parking passes, how to set up hardware/software, getting email and phone access, setting
up voicemail, etc.




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Standard Project Applications
The standard desktop and/or laptop tool set for team members consists of the following:

               Application                        Version
           Windows                     XP
           Word                        2003
           Excel                       2003
           PowerPoint                  2003
           Project                     2003
           Visio                       2003
           Corporate Time              6.0
           SharePoint                  2003
           CaseWise Corporate          10
           Modeler
           PRISM
           User Productivity
           Kit

All project employees must complete security awareness training for the University of Virginia
http://www.itc.virginia.edu/security/ as well as the Electronic Access Agreement
(http://www.itc.virginia.edu/policy/form/eaa.pdf) prior to receiving access to the student system or other
applications.

No unlicensed software is to be loaded on University equipment.




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University Readiness
Communications Objectives and Strategic Goals

Objectives
The objectives of the communication plan are to:
    Open lines of communication
    Manage expectations
    Increase awareness of the project
    Communicate:
           o Required involvement
           o Process changes
           o Project status and results

Strategic Goals
The strategic goals of the communication plan include:
    A well-informed audience
    Understanding and acceptance of the project and its goals
    Dedication to learning how the new system works and how to operate it successfully
    A timely transition from old to new systems
    Awareness of change management issues and proactive management of those issues

End User Assistance and Support Objectives and Strategic Goals

Objective
The key objective of the end user assistance and support strategy is to ensure that end users are capable of
using PeopleSoft Campus Solutions to fulfill their roles and responsibilities effectively. To achieve this
objective, targeted audience populations will be identified and appropriate training activities and methods of
delivery developed to accommodate a wide variety of end users with varying degrees of familiarity with
technology.

Strategic Goals

The strategic goals of the end user assistance and support strategy include:
    The identification of training milestones, which have been incorporated into the overall project plan
    The utilization of a User Productivity Kit (UPK)
    The allocation of two FTEs for instructional design
    The development of a matrix of target end user audiences and training delivery methods
    The identification of strategic goals, e.g., a University-wide model for Help Desk support that is
       transparent to the user




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Communication and End User Assistance Plan

Approach
Enterprise-wide communication and effective end-user assistance will depend heavily on the contributions of
Functional Team Leads and Project leadership. Functional leads and Subject Matter Experts will serve as
primary change and communication agents with personnel in departments and will use standardized
communications as defined in the Communication Matrix.

The diversity of individual target audiences affected by and involved in the student system implementation
will require a different type, level and frequency of communication and end-user assistance materials for each
constituency. Each target audience will have a mechanism for providing feedback, and records of these
communications will be maintained to insure action items have been properly addressed.

Continual assessment (formal and informal), structured stakeholder feedback, and user forums will help
ensure that stakeholders receive required information and assistance, which will change and evolve during the
course of the project. The Communications and Strategic Planning Managers will proactively assess
stakeholder needs and recommend communication activity to the Project Leadership Team.

Critical Communication Success Factors
The following conditions are critical to the successful execution of this Communication Plan:
    The Executive Sponsor, Executive Committee, and other governance groups understand the
       importance of communication and will play an active role in key communication events (visible,
       consistent, and communicative project sponsorship)
    Financial support (budget) and resources will be provided to design, develop, and deliver effective
       communication materials and events
    Feedback is confidential and used constructively to improve effectiveness of communications
    The following actions are incorporated into all communications activities:
          o Actively include constituents in all phases of the project
          o Listen to constituent concerns and suggestions
          o Follow-through on promises
          o Provide regular communications early and often
          o Explain the need for change/why SSP is happening now
          o Share timely information
          o Effectively answer the questions, “What is in it for me?, Why should I care?, How does this
               differ from earlier implementations?”
          o Receive and respond to ongoing feedback
    Approval turnaround for communications is efficient to ensure quality, timely delivery

The Case for Action
A “Case for Action” provides the compelling business case or rationale for undertaking a major initiative such
as this. This is an integral message in introducing the Campus Solutions project to the community.

        For nearly 10 years, the University of Virginia has been engaged in an effort to replace disparate and
         obsolete administrative systems with an enterprise-wide, integrated system, consistent with the


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         University’s strategic vision to “transform the University’s physical and administrative infrastructure
         to support the activities of a top-ranked national university, effectively and efficiently.”
        The third phase of the Integrated System Project—the SSP—will replace ISIS, the current student
         information system of record. The functionality and underlying technologies of ISIS cannot meet
         current or future administrative or programmatic needs of students, faculty, or administrators. For
         example:
             o Because of its aging technology platform, ISIS lacks both the flexibility to meet routine
                 business needs and the ability to effectively incorporate new technologies, despite maximal
                 effort to incorporate web front ends and other modifications.
             o ISIS was not designed to include a variety of functions that are now requirements at top-ranked
                 institutions, e.g., a real-time course offering directory. It requires significant manual effort to
                 accommodate new programs, fees, and academic schedules.
             o It is increasingly difficult to change ISIS to accommodate expanding informational and
                 reporting needs.
        The SSP affords the University an opportunity to adapt and enhance institutional policies and
         processes and to provide:
             o a set of accessible, convenient, effective tools that enable students, faculty, and staff to focus
                 on the substance of their interactions rather than the mechanics
             o an infrastructure designed to facilitate future enhancements to address changing student and
                 faculty service needs and expectations
             o a central, information-rich repository that provides an opportunity for enhanced decision
                 making at all levels
             o an environment with a unified, cohesive “look and feel” in which transactions are entered only
                 once, data elements are consistently named, etc.
             o more self service features
        The implementation of a new student information system provides a technological infrastructure that
         is up-to-date, integrated, reflects “best business practices,” will evolve to capitalize on future advances
         in information technology, and provides the adaptability and flexibility necessary to respond quickly
         to new business needs and requirements.
        The new student system helps position the University for growth and change.

Roles and Responsibilities
Leadership Involvement
The Student System Project will result in changes to U.Va.’s core business source documents and processes
due to both new system tools and transaction methodology. Successfully implementing these changes will
require visible buy-in and support from the Executive Sponsor, members of the Executive Committee, and
other governing bodies. One demonstration of active support will be participation in all appropriate
communication events and the timely completion of key assignments in support of the Project.

Responsibilities for these executives and directors include, but are not limited to, the following:
    Participation in team meetings, key communication events, and required training sessions, as
      appropriate.
    Contribution to newsletters and other internal communications.
    Communication of the goals and benefits of the project within their spheres of influence.

Communication Roles and Responsibilities
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The project director is the official spokesperson for the project. The project office is primarily responsible for
project communication. All out-going communications must be routed through the project director, associate
director, communication manager, or strategic planning manager to ensure that:
     the information is accurate
     the message is consistent with the project vision
     the writing is clear and understandable
     the format and style fit within the established identity of the project

Requests for information from outside or within the University should be routed to the Communications
Manager.

The Communications Manager will work with the project team leads to produce the following deliverables:
    Articles and updates regarding the project, primarily for internal communications
    Creation and dissemination of project media treatments for use at promotional events, presentations,
      and special meetings
    Planning and coordination of meetings to share the project vision and objectives

The Strategic Planning Manager will work with the project team leads and instructional designers to produce
the following deliverables:
     Training curriculum/content/materials
     Matrix of target training audiences/training content/training calendar
     Appropriate feedback mechanisms to monitor effectiveness

The Communications and Strategic Planning Managers interact extensively with governance groups, the
project directors, and the project team throughout the project to achieve the following objectives:
     Identify audiences and their information/end-user assistance needs.
     Identify communication vehicles, meetings, events, and other communication opportunities
     Create and disseminate messages
     Solicit feedback and monitor effectiveness of communication

Leveraging Communication Efforts
Communication will be based on a Communication and Strategic Planning Matrix, which organizes
project stakeholders by specific targeted audience with specific information needs. The matrix determines the
form, media, timing, and frequency of communications which will be leveraged through:
     A plan that is dynamic and interactive
     The integration of communication initiatives with key project events
     A clear, expeditious approval process
     Messages delivered in a style that underscores the new direction, behaviors, and results
     Focus on change “stories” and on behaviors needed for positive business results
     Communication of a unified message from the top—leverage leadership
     Delivery of key messages by internal staff rather than by consultants—to ensure organizational
        acceptance
     Addressing concerns about the impact of the project on the user community
     Consistently-worded key messages in all communication efforts that explain:
            o What the project is about;

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              o    Why the organization is implementing the change and cannot continue with the status quo;
              o    Benefits of the new process;
              o    When key events will occur; and
              o    Who to contact with questions.

Identify Target Audiences
Messages and end-user assistance/training efforts will be geared to each of the following stakeholder
audiences, by phase.
           o Executive Committee
           o Policy Review Group
           o Core Advisors to the SSP
           o Student System Advisory Committee
           o Provost
           o Deans
           o Faculty
           o Students
           o Student Process Owners
           o Staff
           o Managers, Supervisors
           o Integrated System Deployment & Support
           o Information Technology and Communications
           o Remote sites
           o Auxiliary units (Student Health, Housing, Parking and Transportation, Dining, IDs, Alumni,
               Development
           o Parents
           o Alumni/Donors
           o Board of Visitors
           o Information Technology Investment Board (to the Vice President and Chief Information
               Officer through the Vice President and Provost)
           o Virginia Legislature, Community of Charlottesville, other external parties
           o Vendors related to system
           o Sponsors
           o Federal and state agencies, accrediting agencies

Vehicles for Communication
Wherever possible, the project will identify and utilize existing communication vehicles, e.g., standing
meetings, departmental or school publications, and will employ, as appropriate:
Print
    Organizational publications
    Memos
    Posters
    Bulletin boards
Face-To-Face
    User Group Sessions
    Board meetings
    Executive meetings
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    Directors’ meetings
    Staff meetings
    User forums (brown bag sessions)
    User Fairs
Electronic
    Email
    Website
    Videotaped messages for regional sites
    Videoconferencing

Monitoring Effectiveness
Throughout the course of the project, frequent assessments will be made to ensure that target audiences
effectively receive information, messages, and appropriate training/assistance. Assessments, formal or
informal, will be documented and incorporated into future efforts.

Topics for Communication
The following topics will be included in the Communication and Strategic Planning Matrix:
    Introduction of the project, project name, goals and expectations
    The “case for action,” explaining why we’re doing this and the benefits we will realize
    Key metrics to measure success – what will be used, how do we measure against them?
    Executive commitment and expectations
    Management commitment and expectations
    Implementation milestones and timelines
    Project status and progress
    Budgetary status (actual costs vs. budget)
    Identify project team
    Impact of implementation effort on operations
    Software functionality (what will the software do, overall and area specific)
    Glossary of new terms
    Preview of business process changes – area specific
    Policy and procedure changes / implications
    Training strategy and plans
    Testing results

Supporting Documentation
        Communications and Strategic Planning Matrix
        University Readiness Database

Shared Drive
The SSP shared drive provides additional working space on a network server. The server is backed up on a
nightly basis by ITC. The shared drive will be the repository for documents in progress. Draft documents are
marked as such on each page of the document, preferably in the header. Final versions of all other
documentation are housed in folders on the SharePoint site and marked “Final”.


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Project Team SharePoint Site
The Project Team Site is used as a repository for final archival documentation. It is available to team
members.

Community SharePoint Site
The SSP Community Site is available to all members of the SSP governance structure and other key
stakeholders. Stakeholders can review documents and provide feedback to project team members.

Issues, status reports, and meeting agendas/minutes are posted to the Community site and portal.

SSP Web Site
The public SSP Web Site at http://www.virginia.edu/integratedsystem/studentSysProj/index.html houses
project information of use and interest to the community at large, including status reports, timelines,
governance structure, documentation, training information, etc.




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Appendices:
Appendix One: Current Student System Functionality and Data Flow
                                                     Manual
          MyUVa Portal                              Inputs &                           ISIS Online
                                                                                                                                                     Schools – Admissions, Student                                              DofS - IRIS
                                                    Updates                                                                                                                                          DofS - BIAS
                                                                                                                                                    Finance, Registration & Records,                                             (Incident
                                                                                                                                                                                                      Reporting
                                                                                                                                                        Document Management,                                                    Reporting
                                                                                                                                                                                                      Web Site
                                                                                                                                                      Research, Graduate Studies                                                 System)
          Whois/LDAP
           Directory
                                                                           Housing -                    Housing -                                    Manual                                                         Student
                                                                            Oracle                     Quickbooks                                                         Admission -
                                                                                                                                                  Tuition & Fee                                                     Affairs -
                                                                           Database                      Billing                                                          AppTracker
                                                                                                                                                      Inputs                                                       Database
                              Orientation -
                                Access                                                  Housing –
                               Database                                                Family Hsng
                                                                                        Database                                                                                                                    Hoos
                                                  ISO - fsaAtlas                                                                                                                              Advance
                                                                                                                                                                                                                    Online
                                                                                                                             ISIS
           Instructional
              Toolkit                                                                                                      Admission                                      Bookstore -
                                                                                                                     Registration & Records                                 PRISM
                                                                                                                          Financial Aid
                                                  Library -                                                                                                                                                        Board of
                                                                                                                       Student Financials                                                    Cashiering
                                                  VIRGO                                                                                                                                                            Elections
             Course            VISTAA -                                                                                 Advising Support
           Evaluations        Degree Audit                                                                          Reporting Data Structure                              ID Card,
                                                                                                                                                                         Dining – CS
                                                 ImageNow                              Resource 25                                                                           Gold
                              HR/Payroll –
                                                                                                                                                                                                Oracle
                               Oracle &
                                                                                                                                                                                              Financials
                               Windstar                                                Institutional                                                                       Parking &
                                                                                                                                    Comm. Svcs.
                                                                                       Assessment                                                                           Trans. –
                                 Billing                                                                                             - TOMAS
                                                                                        & Studies                                                                         Power Park
                               Receivable       SAS/AF                                                                                                                                       Athletics -
                                System                                                                                                                                                      Ticketmaster
                                                                                       Blackboard                                                                                                                                             Stud
                                                                                                                                                                          Athletics -
                                              SFS - Funds                                                                                                                                                                                     Heal
                               SFS - Track                                                                                                                                   CAi
                                              Management                                                                                                                                                                                      Med

                                                                            Course
                                                                           Offering                                 Information Warehouse
                                                                           Directory
                                                                                                                                                                                                                    Career
                                                                                                                                                                         ISO - Studio                              Services
                                                                                                                                                                           Abroad




                                                                           Information Inputs to and Outputs from External Partners (Reporting, Compliance, Interfaces, etc.)

                                                                                                                                                                                                          OTHER
                                                                                                                    STATE
                                                                                                                                                                               Campus Partners       ViaKlix       Tuition Management System
                                   FEDERAL                                                       State Council for Higher Education of Virginia
                                                                                                                                                                                 Bank Of America       Collection Agencies       Chickering
                     Common Origination & Disbursement                                                     Department of Taxation
                                                                                                                                                                                       ELM (Federal Family Education Loan Program)
                         Central Processing System                                                        Auditor of Public Accounts
                                                                                                                                                                       Educational Testing Service      American College Test         Semester
            SEVIS (Student Exchange Visitor Information System)                                                   State Police
                                                                                                                                                                          National Student Clearinghouse        Credentials, Inc     College Bo
      Internal Revenue Service       National Student Loan Data System
                                                                                                                                                                  Southern Association of Colleges and Schools       National Collegiate Athletic
      Veteran’s Affairs     INS (Immigration and Naturalization Service)
                                                                                                                                                                           Atlantic Coast Conference      American Football Coaches Associat
               Integrated Postsecondary Education Data System
                                                                                                                                                                   U.S. News and World Report         Association of American Universities Data
                                                                                                                                                                            National Research Council        Southern University Group        et

								
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