SCT Banner Presentation Patty Peebles

ECU Software Development Services September 10, 2003 UNC-G UNC Records Management Meeting 1

What is an ERP System?

•

E

nterprise

R

esource

P

lanning – Replace disparate systems in an organization – Integration of systems and functions – Eliminate data redundancy – Standardize and streamline business processes – Reduce/eliminate high mainframe and legacy costs – Provide quick, easy access to data for end-users – Internet based solution

** Banner is a noted leader in ERP for higher education

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Evaluation Process

• • System Development Life Cycle – Problem definition – Requirements analysis – System specifications – Product evaluation – Recommendation – Product acquisition and implementation

Described in Information Technology Management Flexibility Plan under “Major IT Project Implementation”

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Systems Development Life Cycle

• Analyze SCT Banner – is it right for ECU?

– – – – – – – – Banner presentations Banner “Discovery Days” on site SCT Summit Conference Requirements developed w/ responses from SCT Gap analyses Site visits: ODU, Drexel, Thomas Jefferson Medical U.

Web cast conferences on areas of concern UNC Financial Systems User’s Group Conference 4

Today’s ECU Administrative Systems

• • • • • Finance: from SCT; IDMS database; COBOL; IBM mainframe Student: home-grown; DB2 database; COBOL; IBM mainframe Alumni: from Ruffalo Cody (Summit), DB2/UDB database; NT Server HR: Portal: from Integral (In-Trust); DB2 database; COBOL; IBM mainframe ECU OneStop; developed internally 5

Main Banner Modules

Banner is a fully integrated, Oracle web-based suite of administrative systems • Advancement • Finance • Financial Aid • Human Resources • Student 6

Banner Add-On Products

• • • • • • • • • •

AppWorx:

automated job scheduling

(recommended)

Luminis Portal:

(not recommended)

College Loan Mgmt:

(recommended)

SCT DataMart:

(recommended)

E~Print:

report distribution

(recommended)

Strategic Enrollment Mgmt:

reporting tool w/ drill down capability

(recommended)

SCT Workflow:

automate business processes

(recommended)

SCT Xtender Solutions:

imaging & document management w/ capability to update data from an image directly to Banner

(recommended)

TouchNet E-Commerce:

credit card payment

(recommended)

SCT Executive Self-Service:

allows executives to view summarized data (enrollment figures, graduation completion, revenues/expenditures

(recommended)

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Problem Definition

• • • • • • Different databases, hardware, operating systems, application development platforms – data redundancy No integration between systems (interfaces) No web-based applications for core administrative processes No point-and-click access to data except for Financial data (via data warehouse) High cost Need to standardize and streamline business processes 8

Requirements Analysis/System Specifications

• Reviewed each ECU vs. Banner Application separately with thorough GAP analysis.

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Module

Requirements Responses Analysis -Banner

“Optional” + “Nice to Have” # of “Required” Total # “No’s % of Fit

Advancement 0 44 44 0

100

Finance Financial Aid 118 5 1,064 56 1,182 61 157 0

85 100

General Human Resources Luminis Portal Student

Totals

0 23 0 26 172 65 194 47 1,335 2,805 65 217 47 1,361 2,977 2 7 8 218 392

97 96 83 84 86%

Product Evaluation U.S. Higher-Education ERP Magic Quadrant: 1H02

Challengers Leaders

Ability to Execute SCT Datatel PeopleSoft Oracle SAP .

Jenzabar As of April 2002

Niche Players Visionaries

Completeness of Vision

Source: Gartner Research 11

Project Teams’ Synopses Product Evaluation

• The good news: – – Ability to do real-time degree audits Creating our own reports – – Using ECU OneStop as the portal for Banner Banner well received; web-based; excellent history; end-user query capability; document imaging & workflow, drill-down functionality – – – Having one database will improve data quality and reduce duplication Help eliminate shadow systems via Datamart Linking Student, Finance, HR, Financial Aid and Advancement will improve report generation 12

Project Teams’ Synopses Product Evaluation

• – – – – – The bad news: – – Banner Advancement not advanced as current system (Summit) Will need Business Process Analyses and system modifications to provide missing functionality Banner does not offer Still haven’t seen everything sufficiently – No capability to un-approve a requisition Banner screens not conducive to centralized data entry Still need a separate time & attendance recording package Information available online now would be an ad-hoc report in Banner “All of our eggs will be in one basket” 13

Project Teams’ Synopses Product Evaluation

• The good news:

There were really no major “showstoppers” reported at this point!

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Risks Implementing Banner Product Evaluation

• • • • Adequate funding will not be available to be successful Staff burnout Resistance to change Loss of existing functionality 15

Risks NOT Implementing Banner Product Evaluation

• • • • • • Maintaining existing legacy systems becomes more challenging Increasing costs of hardware & software maintenance Inability to create online queries & ad-hoc reports Maintaining vendor support of existing hardware platform Today’s graduates not trained in our legacy systems (COBOL, MVS, IDMS, CICS, …) Considerable investment in re-engineering to accommodate elimination of SSN 16

Proposed Banner Implementation Timeline – Recommendation

Module

Advancement Finance Financial Aid Human Resources Student

Start Date End Date Duration

July 2005 July 2003 November 2003 September 2003 October 2003 December 2006 July 2004 March 2005 December 2004 May 2005 18 months 12 months 17 months 16 months 20 months

**Note this was original time estimates. Current timeline for Finance is July 2005…

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Recommendations

• • • • Project Team - Options for Implementation

Option #1: Remain with the present infrastructure and administrative systems Option #2: Implement the full Banner ERP suite with timeline of less than 4 years for full implementation Option #3: Implement the full SCT Banner suite using SCT’s “SureFire” approach Option #4: Implement the minimal infrastructure necessary to sustain only the Banner Finance Module…initially

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Recommendation

•

Option #2: Implement the full Banner ERP suite with timeline of less than 4 years for full implementation

– – – – – Will provide the infrastructure to support the growth of ECU State-of-the-art and state-of-the market technology Less operational costs after fully implemented Total cost of implementation: $17.7 million Initial start-up cost: ~$8.6 million

(or ~$8.2 million less Y1 contingency)

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Purchase & Implementation

• • • Banner Executive Steering Committee put forth recommendation #2: – – IRCC Executive Board (motion passed) Chancellor’s Executive Council (motion passed) Oracle9i requisitioned for May 30, 2003 Further negotiations with SCT on: – – Discount percentage Hourly support service rate (with no annual escalation for project duration) 20

Purchase & Implementation

• Forming teams for Implementation • Putting in place the infrastructure to implement • Attending education classes on Banner through the UNC Alliance. • Reviewing department procedures to maximize the personnel efficiency to free up time for implementation teams. 21

Purchase & Implementation

Cost Considerations

• Core Banner Software • Add-On Products • Implementation Services • Infrastructure • Personnel • Contingency Fund • SCT Travel Expenses • ECU travel, misc.

• Hardware • Oracle 22

UNC Shared Services Alliance

• • • • • Pool allocations of smaller schools – – Purchase software solutions (economies of scale) Implement standard processes across all schools Full Members (pool their allocations) Associate Members (keep their allocations) – ECU, NCSU, UNC-CH, UNCC, UNCG Strategic intent motion to implement Banner (Full Members) NCSU & UNC-CH not moving to Banner 23

SCT Banner

Questions?

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