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Educause2013AdministrativeSystemsManagementConstituentGroupMeeting Wednesday,October16,2013:3:40pm4:30pm.

MeetingRoom207A SessionledbyMatthewBurfeind,MassachusettsCollegeofArtandDesign NotestakenbyEricBird,RoadScholar Introductionseachpersonraised1or2majorchallenges(approx20peoplepresent) Systemsrepresented Ellucian(Banner,Colleague,Matrix) Jenzabar Peoplesoft OracleEBusinessSuite SCTPlus Workday homegrown Listofchallenges Staffing,particularlygettingappropriateskills Datastandards,dataintegrity,dataquality Howtofundtheadministrativeenterprise Migrationtoanewsystemandimplementation Buildingastrategicplanforasustainablesolution Operatinginthedifficulteconomicclimate Supportingbothtraditionalandnontraditionalprograms Riskoflosinginstitutionalknowledgewithimpendingretirements Overcustomizationofsystems,makingsupportandupgradesdifficult Lackofadministrativebuyinonneedforupgradesandsystemssettingexpectations Lackofstandardizedbusinessprocessesandlotsofinefficiency Difficultyreportingdatafromtransactionalsystem,needdatawarehouse Howtoselectanewsystemwhenitsneeded,andhowtofindfundingforit,andhowto changestaffskillstosupportnewsystems Governancetomanagecustomizations ThisgroupalsohasacompanionLISTSERV(ASM@LISTSERV.EDUCAUSE.EDU)please registeronthewebsite. Howtoaddresssomeoftheseissues? oneinstitutionselectedWorkdaydeliveredviaSaaSnocustomizationallowed, upgradesdeliveredautomatically howtogetbuyin:comingfromareallyoutdatedenvironment,showtheshiny bellsandnewfeatures.Alsogetseniorleadershipbuyin.

Needleadershipalsotolimitcustomizations Doyoumakevisiblethecostswhenyoudocustomizations? Anyonehaveagovernancemodelthatshowscoststousers?Evenifyoudont chargeback? Useapercentagefigurebasedoninitialimplementationcostuseapercentage (possiblerange1035%) Howtojustifynewpositionsand/orongoingsupportcosts? Howdoyoumeasureandcomparestaffingacrossschoolsdependsmoreonculture andprioritiesofinstitutionsthan,specifically,sizeofinstitution(FTE/budget) Budgetmodeling ...isextremelychallengingshouldbudgetfundsbewithinITorwithinthe operationalareas?Variesbyinstitution. Oneinstitutioncentralizedbudgetforallsystemsupportcentrally,sotheycould exposetheTOTALcostofsupportingeachsystem/operation.Resultedin stickershockbutwasavaluablenumbertomakevisible. Educational/culturalcomponentforinstitutionsjustbeausedepartmentsmight bewillingtoprovidecashtosupportaparticularproject,theremightnotbestaff available,ormoneyavailableforongoingsupport. Departmentalinitiativesalsomightnotfitinstitutionalsystems architecture/strategy,allthemoreimportanttotrynottoletthemspendthat moneyontheirown ORmakepeopletransferbudget(permanently).Makesitveryvisibleand peoplestop,quick. Whatworked? Puttinginagovernanceprocess.CIOpushedthatalong.Separatedacademic andenterprise,separatecommittees(alsothirdnoncommittee:internalITstuff) Implementprojectmanagement