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Finance and HR System
Project Definition
Project Timeline Milestones
Patriot Project
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Executive Summary
An ambitious schedule is necessary because the existing database is unstable. If a major crash occurred it could take four days to
rebuild the database, and the University could miss a payroll if the timing were poor. Pay checks that were identical to those issued
the prior pay period would be processed, but this would require advances, repayment arrangements, and extraordinary rework in
order to recover.
The goals and objectives of the project are to improve software reliability, management and regulatory reporting capabilities,
business processes, level of system functionality for transaction processing, and data integrity; assign ownership for business
processes, maintain an audit trail and establish an appropriate decentralized environment for end users.
The scope of the project is to upgrade the current Finance and Human Resources Administrative System software to the level of
SCT’s current and emerging software technology contained in versions called “Banner.” Implementing Banner will present
challenges, opportunities, and a road map to the future at GMU. The challenges will involve building and implementing the new
system in an ambitious time frame and preparing employees to use new tools. This will require dedicated effort by a project team
assembled from many functional areas at the university.
SCT is committed to the effort required to complete this upgrade by providing implementation support, and training services for the
following Banner software: General Workflow, Finance, Human Resources, Web for Employees, Web for Executives, and e-Print
Reports. GMU is committed to the effort required to complete this upgrade by dedicating the personnel, equipment and space
required for implementation, education, communication and ongoing maintenance of the software.
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SCT will ensure that the goals of the project are met by providing project management services using their Common Services Methodology (CSM). One aspect of the CSM that maximizes project success is the change management process, which requires an approved change request for all base line work products before action is taken. A formal Steering Committee has been established by GMU, and one of its responsibilities is to review all Change Requests. Scope, cost, schedule, quality and objectives for the project are built on a number of assumptions that events will or will not occur. Some of the more significant assumptions are that changing to the accrual method of accounting will not cause unmanageable budgetary issues, a consistent series of business processes will be employed by all University units, and new federal and state mandates will not be so significant to redirect project staff. There are a number of risks to the project’s success that require contingency plans, which are designed to minimize the impact on scope, cost, schedule and quality. For example, there is a high likelihood that some staff members will be needed on both the Finance and Human Resources implementations. The contingency options are to manage the implementation schedule around these overlaps or add resources. If policy and procedural decisions are not made in a timely manner, the contingency plan is to elevate decisions to a higher level. If the state legislature enacts a retroactive pay raise next spring, the contingency options are to assign other technical staff to the project so project staff could be redirected to meet the requirements in the legacy system or to accelerate the payroll implementation if practical. If network connectivity to the Commerce building is not adequate to transmit the data, the contingency is to upgrade the transmission lines. The communications plan for the project includes a web site and town hall meetings to inform and involve the University community. Focus group meetings will be used to solicit input from stakeholders at decision points for key elements of the system. The Steering and Coordinating committees will meet at regular intervals to make layout, ownership and policy decisions. Project team members will report time spent on tasks, and team leaders, project managers, and quality assurance reviewers will provide periodic status reports. The Executive Committee will meet as needed. Several quantitative and qualitative measurements will be used to determine whether the goals and objectives of the project are met. The number of items listed will increase as the project progresses. At this time, measurements to be evaluated include the following: pay checks are produced accurately and on time, the chart of accounts restructure will allow activity (project) tracking and will support Student as well and Finance and Human Resources system needs, system generated IDs are used to identify employees instead of social security numbers, faculty and staff will have remote access to core and web applications, and web applications will be accessible through any internet service provider (ISP). The challenges are great, but the potential for innovation is even greater. The University community will be asked to remain open to new ideas and understand that we must commit to positive change in order to thrive and succeed. Implementing Banner will present a road map to the future by establishing the basis for an integrated reporting environment and will bring both short and long-term opportunities to improve information management.
Assumptions/Dependencies
Assumptions
Dependencies
Dependent Projects
Capturing accurate project dependency information early is critical in order to identify
the issues that may prevent GMU from implementing the project deliverables because of
known issues that jeopardize the completion of a project upon which this project depends.
Dependent Products
Capturing accurate product dependency information here is critical to identifying early
the issues that may prevent clients from implementing your project deliverables because
of known issues with products upon which this project depends.
Dependent Resources
If the performance of the web deployed application is suitable for back-office
transaction processing, the additional server would not be needed. 2/1/02 Superceded.
We will use the Web to deploy the application.
Nightly downloads from SCT Banner will be required from Finance and Human Resources. The
new Chart of Accounts structure will have a significant impact on OFA. There are no
regulatory changes to consider for this dependency.
Employee information is downloaded to Kronos. Time and attendance information is uploaded
to drive payroll. The payroll calculations are based on the payroll coding scheme in the
core system. There are no regulatory changes that are an issue.
An alternative method would be required to collect time in a non-web, clock based manner.
Employee and financial information is downloaded to the warehouse nightly. Some scripts
match human resources and student system information for complex analysis. SCHEV and
other official university reports are generated from this data. The state could impose
new regulatory requirements during the period of this implementation.
Implementation of SCT Banner datamarts should eliminate the need for the dependency.
New regulatory requirements dictate significant changes to the manipulation of financial
information from the core administrative systems. The new system must capture this
information in a manner that allows adequate reporting.
Implementation of an SCT Banner version that is compliant with the GASB requirements
should eliminate the need for the dependency.
SCT is providing the scripts to populate the datamarts from the core administrative
systems.
Project Constraints
Constraint Details
Project Success Criteria
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