13-05-2013, 02:59 PM
Student Management System
Student Management.docx (Size: 13.5 KB / Downloads: 18)
Project Vision
Once implemented, this student Management system will positively impact virtually everyone associated
with the University: students, their families, faculty and staff. The new system will increase data
accuracy, make student information management more secure, effective, convenient and accessible,
and begin to coordinate information across the system to simplify student access to University
resources.
Goals
•Complete the project on time and within budget.
•Provide a system that substantially improves service to students, faculty, staff and other
users.
•Provide a system that supports institutional initiatives.
•Provide reliable and valid student and academic program data in one integrated University
system of record that allows for the flexibility to meet specific university and academic unit
strategic decision-making needs and ensure that data quality continues to improve.
•Implement a stable, integrated, upgrade-compatible system with minimal total cost of
ownership.
Critical success factors ( MAJOR CONSTRAINTS):
Critical success factors are conditions and resources that must be present in order for the project to succeed.
•Acknowledge that people are the most important critical success factor. For success, it is
essential that we:
o Place the right people in the right roles at the right time across the breadth and
length of the project;
o Provide strong support by senior management;
o Use skilled participants;
o Keep employees and students informed; and
o Foster broad participation and representation.
o Give department personnel a good understanding of how their departments and
roles will change as early as possible in the project so that people can assimilate to
the changes more effectively. The organizational design effort will be a sensitive
topic for end users.
•It is reasonable to start with a “vanilla” approach to the implementation and
adapt our business processes to minimize complexity and optimize the delivered capabilities
of our system. Project participants will be able and willing to think out of the box, across
departmental lines, and with an eye always toward the good of the institution.
•Ensure that the overall SIS project is viewed as a “university owned” project and not owned
by individual departmental silos.
•Manage scope in a disciplined but not rigid manner. Scope changes can occur if it’s best for
the institution, but they must be explicitly identified, assessed and approved.
•Structure and discipline governance process to a high extent with clear decision rights. The
project leadership’s decisions and processes will be biased towards action, accountability,
candor and support for the greater good of the institution.
•Expect that we will not get the system and process design perfectly right the first time.
Therefore, we will use an “iterative design” approach to implementation throughout the
project.
•Agree that end users must be trained in regards to business processes in addition to their
role within the business processes so that they can play a key role in achieving the intended
business outcomes.
•Assume that the project will be able to proceed in the face of overall budget reductions. In
part this has to do with protecting the project budget. But more importantly the project will
not take place in a vacuum, as many participants, and all those affected by the project, are
being affected by budget reductions.