Student Information System (SIS) Planning - tech.msu.edu

1 Student Information System (SIS) Planning Presented by: Dr. Nicole Rovig, University Registrar, March 13, 2013 Agenda Overview of SIS Planning Market Trends and Best Practices MSU SIS Landscape and Business Drivers Stakeholder Interviews Site Visits Provisioning Options and Recommendation Current Status and Initiatives Organizational Context Lead SIS administrative units: Office of Admissions Controller s Office Office of Financial Aid Office of the Registrar Organizational Effectiveness and Collaboration Creating a paper sparse work environment and providing high-quality service MSU was among the first to offer PDF transcripts, electronic bills, and electronic financial aid awards more than 95% of applications for admission are submitted online Mature workflow solutions Organizational Effectiveness and Collaboration (Continued) Recent examples of cross-unit initiatives.

2 Complying with legislative mandates such as the Higher Education Opportunity Act of 2008, the Department of Education Program Integrity Regulations, the Department of Defense (DoD) Memorandum of Understanding (MOU), and the State of Michigan FY 2012-13 Appropriations Act updating the look and navigation of STUINFO implementing an admissions portal and Customer Relationship Management (CRM) System Organizational Effectiveness and Collaboration (Continued) under the leadership of the Dean of the Graduate School, overhauling graduate admissions processing developing a new preenrollment System to enroll all incoming students into classes prior to AOP reviewing and overhauling SIS security completing the SIS Planning activities Organizational Effectiveness and Collaboration (Continued) Proactively reviewing and updating academic policies to ensure practice and policy alignment dual enrollment, dual degrees and linked programs DSST examinations final examinations reporting non-attendance withdrawal from the university printed graduate certificates Student name and preferred name (in progress) SIS Planning Charge At the request of the Provost, the Associate Provost for Academic Services, the Associate Vice President for Business, and the Vice Provost for Libraries and IT Services provided oversight for SIS Planning activities to occur between June and September 2012.

3 SIS Planning Charge (Continued) Planning Activities: a high-level review and documentation of our current centrally-supported Student Information systems; a market study of available technologies and products; and an initial high-level report to assist with determining the next steps, if any. SIS Planning Team Executive Committee David Gift, Mark Haas, and Dr. Linda Stanford Project Sponsor Dr. Linda Stanford Project Manager Nicole Rovig Preplanning Advisory Committee Bruce Alexander, Mary Black, Mike Cook, Jim Cotter, Val Meyers, Sat Pal, Nicole Rovig, Rick Shipman, Bill Sperber, Fred Sudler, Scott TerMeer, and Sue Waltersdorf Preplanning Workgroup Mike Cook, Val Meyers, Sat Pal, Nicole Rovig, Scott TerMeer and consultant Milestone Activities Conducted scripted interviews with select executives and stakeholders from central units.

4 Developed a questionnaire and received responses from 14 higher education institutions that had implemented a new Student Information System in the last five years. Conducted site visits to three universities: the University of Arizona, Texas Tech University, and the University of Washington. Milestone Activities (Continued) Developed an initial draft of a high-level scope document to identify major functional areas to be included in the new SIS solutions. Created diagrams and a database to capture data flows and other characteristics associated with our current centrally-supported SIS. Gathered costs associated with operating and maintaining our current SIS. Prepared the SIS Planning Recommendation Report. Market Trends 90% of higher education institutions have a vended solution (Grajek et al. 2012). The two primary vendor solutions are Oracle s peoplesoft and Ellucian s Banner products.

5 Penn State is the only other Big 10 institution with a mainframe. Penn State, Harvard, and the University of Pennsylvania have started their selection process for a vended solution. Gartner Consultant Group Conference Call Key findings: All institutions need a coherent application strategy to be successful. Understanding the key signs of changes in applications will help with developing effective plans. The key is not to hire more programmers to keep old systems running. Rather, it is about figuring out how to modernize a company s application environment. Gartner s Recommendations Develop an application strategy. Fund an IT modernization program. Focus on retiring older systems. Best Practices According to Moran Technology Consulting: Define scope at the beginning of the project Reengineer business processes before implementation begins Don t customize the software Broad stakeholder participation throughout the project MSU SIS Landscape No consistent investment in the core SIS in the last 20 years Lack of consistent, unified structure for developing projects and systems More than 125 centrally-supported applications have been developed around the core Pockets of greatness Changes to our SIS take exceptionally long STATE Scope of SIS P oe: 1 SIS Applications Overview Ch tlge te:9/512012 2:19.

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9 Llld) <> '>'rv '" .. -f-JflcQrsts tal -(0 - Y'K-f)- Transform CSC Extr:neua --- .., (0.,1t'l'f"!'or:l) \ \o,SA$) \ \ (Oii ii:/OIC) -c:;;;..,.:.. :oc:..,.,.,..,"..''"' I un. ,.., :'ll'fl " '..''.".." "M'":.". "l .'..\' M" "'\i''"il''"""' - " < .. SIS Data Flow - Future Business Drivers Our capacity to operate and support the SIS is in question Financial aid module Fee assessment module has substantial limitations and high risk associated with manual processes Degree Navigator The University s degree advising tool Support model has become strained; Core SIS support staff will continue to retire in the next 5 years Hiring staff to learn an antiquated programming language Hiring and retain staff to work within a System environment that is unique to Michigan State University Business Drivers (Continued) Institutional risks are increasing Mainframe technology is at the end of it life cycle Financial aid and Student accounts are the most fragile and hold our greatest risks Fragility associated with having a SIS that has been patched together over the years Integrating and exchanging data with other databases is difficult, at best Replication software is heavily relied upon Business Drivers (Continued)

10 Quality of service has been and will continue to be compromised Delays and operational difficulties inherent in batch processing and a non-integrated complex environment Large-scale, high-impact business process reengineering is not feasible with our current SIS Data and reports are at least one business day old, which creates costly delays and manual processing Stakeholder and Executive Interviews Office of Admissions Controller s Office Office of Financial Aid IT Services Office of Planning and Budgets Office of the Registrar Select Senior Executives Stakeholder Interviews - Key Concepts Need for executives and project members to think more globally. Do not overpromise what the new System can provide. Every exception should not be programmed into the new solution. Do it right proper Planning and a solid methodology.