Planning and Implementing a New Student Information System

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Student Records Officers Conference 2005

• Planning and Implementing a New Student
  Information System
• Dennis Barrington-Light, CamSIS Project Director
• University of Cambridge

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• The CamSIS Project
• University of Cambridge

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Follow the yellow brick road to project success!
(a tale of heroes and villains)
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The Route

• Background to the CamSIS Project
• Project Structure
• User involvement
• Tackling wider issues in a complex organisation
• Conclusions

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The issues

• Each of the 31 Colleges and the University
  Offices have separate student records systems
  that do not communicate with each other
  electronically
• Some of the Colleges use the same software but
  the implementations are separate
• The Central system uses in-house software which
  no longer meets the Universitys requirements
• Many Departments also have their own systems and
  none are linked to the central system
• Data quality and duplication
• Students have access to none of these systems

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The Vision

• That there would be one record for each student
  covering all the Colleges and Departments of the
  University
• That it would be easy to maintain
• That it would provide management information in a
  timely manner
• That the data held would be accurate and
  up-to-date
• And that students would be able to view and
  update their information

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How to deliver the vision

• University was sceptical that a suitable packaged
  solution existed for Cambridge
• Extensive research into possible systems before
  commencing the project
• Important to have a view of where you want to be
  in 5-10 years time not just for the present
• Limit business process change initially to that
  which can be delivered in the project timescale
• Plan for greater business process change once
  there is confidence that the base system works!

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Preparation for the Journey

• JanMay 2002 Project Definition Study to
  determine
• Scope of the Project
• Management Structure
• Phasing
• Business Process Analysis Phases 1 and 2
• Phase 1 existing processes (to document as is
  information flows)
• Phase 2 recommendations for change
• Revalidation of the Student Data Model first
  prepared in 1999
• But NOT to select software

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Current business process..delivered by bicycle
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.with a fully automated system
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Procurement

• August 2002 invitations to bid
• October 2002 two suppliers shortlisted
• November 2002 first round of demonstrations
  (general)
• January/February 2003 second round of
  demonstrations (scripted)
• Assessment by Special Interest Groups
• March 2003 decision by Project Board to select
  Ciber/PeopleSoft approved by University

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Project Structure
University Council
Planning Resources Committee
Information Strategy Group
CamSIS Project Board
CamSIS Steering Group
CamSIS Project Team
Working Groups
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Project Structure

• Small Project Board with Key stakeholders meets
  monthly
• Project Director is Executive Officer of the
  Board
• Dedicated full-time project team
• Full-time professional Project Manager
• Functional Team secondments from the University
  and Colleges of key managers
• Technical Team secondments from University and
  new recruits

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Project Team
Project Director
Project Manager
Project Administration Plus Helpdesk and
Training
Functional Team Users seconded to work
with CIBER consultant for each module
Technical Team Existing staff plus new
recruits and CIBER work on development Plus
DBAs, technical admin,etc
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Steering Group

• Chaired by Project Director
• Membership includes lead Project Team members and
  key users
• Role to oversee implementation
• Meets monthly
• Receives reports from the various Working Groups

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Involving the wider community

• 5 Functional Working Groups to support each of
  the Functional Leads e.g. Undergraduate
  Admissions, Student Records, etc.
• A Technical Working Group to support the
  technical team
• A Development Colleges Working Group
• Membership for these groups drawn from throughout
  the University and Colleges
• Website and Newsletters
• Targeted demonstrations of achievements

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The Journey begins with the Heroes

• The Heroes are the Project Team who follow the
  yellow brick road set out by the Project Plan
• Essential to have strong Project Management and
  leadership
• The journey begins with team formation and
  concludes in the Emerald City of post
  implementation review!

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On the journey we may meet.
The Lions

• Key stakeholders on the Project Board willing to
  give practical support and backing to the project
• A good Implementation Partner
• Users who are willing to devote time and energy
  to making the project as success

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The Tin Men..

• Members of the Project Team who cannot adapt to
  working in a project environment
• Users who are enthusiastic but get immersed in
  detail and cannot see the wood for the trees
• Stakeholders who fail to fully engage in project
  processes but nevertheless feel able to comment
  with authority on the outcome

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The Scarecrows.

• People who propose solutions without first
  defining the business requirements
• Users willing to engage in the project but who
  constantly question the need for change
• Decision-makers who are unwilling to make
  decisions in a timely manner

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...and watch out for the Wicked Witches of the
West on the way

• Users and Stakeholders unwilling to engage in the
  project, but who then readily criticise it
• Users and owners of legacy systems who are
  unwilling to consider change, often to protect
  their vested interests
• Users who see change being a loss of control of
  their data and processes
• The doom and gloom merchants!

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Checkpoint reviews

• Sub-group of the Project Board undertake a
  checkpoint review every 3-6 months
• Panel chaired by the Project Director
• Agenda set beforehand and appropriate team
  members provide documentation prior to the
  meeting
• Team members make presentations on progress and
  are questioned by the Panel
• A Report with recommendations is presented to the
  next Project Board

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Outline Project Plan Phase I

• Project mobilisation 1 July 2003
• Phase I of Project due to complete October 2005
• Implementation in University Offices, Development
  Colleges and small number of Departments
• First go-live with central undergraduate and
  postgraduate admissions early October 2004
• Second go-live with central student records and
  College admissions and students records October
  2005

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Outline Project Phase II

• Phase II of Project from October 2005
• Roll-out to remaining Colleges and Departments
• Upgrade to v 8.9
• Add additional functionality requiring major
  business change
• e.g. Improving processing of Postgraduate
  applications using work flow and electronic
  document managemente.g. Implementing financial
  aid for undergraduate bursaries

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Corporate issues

• How to convince all the various parties that
  working together is beneficial
• How to turn agreement in principle into action
• How to develop the software for a stepped
  implementation without those coming last feeling
  left out
• How to sell a package to customers currently used
  to bespoke systems
• How to convince staff that benefits to students
  will also be benefits to them even though it may
  mean more work initially

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Conclusions and reflections on the Journey

• Time spent in preparation is worth every penny
• Full-time team essential
• Get the best users involved in the team
• Involve a wider group of users from day one
• Set expectations at a realistic level from the
  start
• Control scope creep
• Manage risks
• Stick to the Project Plan
• Regular checkpoint reviews to ensure still on
  course
• Manage the witches!!

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And finally.

• The words of David Brent
• Accept that some days you are the pigeon and
  some days you are the statue
• Someone has to be 100 per cent behind you before
  they can stab you in the back
• If at first you don't succeed, remove all
  evidence you ever tried

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Contact details (at the Emerald City)

• Dennis Barrington-Light
• Email Dennis.Barrington-Light_at_camsis.cam.ac.uk
• Telephone [phone]