University Task Force Deepens Academic Involvement in ERP System

University Task Force Deepens Academic Involvement in ERP System

Michael Crow (Kansas State University, USA)
DOI: 10.4018/978-1-60566-400-2.ch025
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Abstract

Kansas State University has ensured greatly increased academic involvement in the implementation of its new student information system through the use of an Academic Task Force. Consisting of Associate and Assistant Deans, each college of the university is represented on the task force to work directly with project management to review and revise university procedures as well as suggest system enhancements with the goal of melding the new system into the long term objectives of the university. This case study explores the evolution of the task force from its beginnings, springing out of an update session with an academic policy and procedure committee to the point that the task force eventually supplanted the Project Steering Committee as the primary conduit of information exchange between the project team and the academic community.
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Background

The LASER (Legacy Applications System Replacement) project was born out of an overarching vision of data sharing to replace the traditional silo effect of legacy systems (Fitzgerald, Rivenbark & Schelin, 2003). This vision was formalized into the Integrated Information Initiative, a ten-year plan to distribute information more widely among users with the appropriate “educational need to know”. By breaking down silos of information and transforming the culture from one of data ownership to one of data stewardship, information could be more readily accessed by decision makers to better forecast and plan for future trends. The centerpiece of this initiative was the LASER project, an effort to replace the aging, mainframe-based conglomeration of disparate pieces including a student information system, a billing and receivables system and a financial aid management system among others.

Like most of its peer universities, K-State had maintained and modified these robust but functionally constrained systems for a quarter century or more and the core operating system had long since exceeded its useful life. Only by constant innovation and customization had the institution been able to maintain its cutting edge delivery of services to students and faculty. However, with the natural limitations of the application, combined with an ever-shrinking pool of labor with the necessary skill-set to maintain and push the boundary of the system’s ability to deliver new functionality, it became clear that a replacement system would be necessary and a fully integrated ERP would be the system of choice. This choice would fulfill the desires of the administration for a comprehensive approach to data administration that would allow the university to break out of the silo mentality and make data available to far more users more effectively and efficiently.

The original system of choice was the Oracle Student System (OSS), which held the promise for adaptability in line with the vision of the Integrated Information Initiative. Although the OSS application held high Gartner scores for innovation, it was not sufficiently developed at the time to meet all of the needs of a “Top 25 Connected” university with an aggressive implementation timeline (Harris, & Zastrocky, 2005, K-State Media Relations, 2004).

Key Terms in this Chapter

Shared Governance: Higher education concept of university management as a bilateral responsibility of both the central administration and the faculty.

Matriculation: A specific process in the PeopleSoft application that allows the student record to move from under the aegis of the Admissions process to the Records process, thus enabling term activation and enrollment.

Educational ‘Need to Know’: Concept for determining who should have access to a student’s educational records as regulated by the Family Educational Rights and Privacy Act of 1974, known as FERPA.

Silo Effect: Lack of information exchange between data base systems within an entity or with outside entities. The silo may be limited to the technical deficiencies of the system, but the effect encompasses the larger human problem of the silo mentality, which includes a predisposition away from sharing such information.

Complete Chapter List

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Editorial Advisory Board
Table of Contents
Foreword
Robert K. Hiltbrand
Preface
Terry T. Kidd
Acknowledgment
Terry T. Kidd
Chapter 1
James W. Price Jr., Pamila Dembla
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The Tao To Understanding Enterprise It Project Complexity: Sun-Tzu's Five Factors Revisited
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Chapter 2
A. J. Gilbert Silvius
This chapter describes a study into the expected development of the competences of the project manager in the year 2027. The study was performed... Sample PDF
Project Management 2027: The Future of Project Management
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Chapter 3
Gregory J. Skulmoski, Francis T. Hartman
The purpose of this research was to investigate the soft competencies by project phase that IT project managers, hybrid and technical team members... Sample PDF
The Progression Towards Project Management Competence
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Chapter 4
Ralf Müller
This chapter addresses project managers’ leadership styles, mainly from the perspective of technology projects. It starts by defining and outlining... Sample PDF
Leadership in Technology Project Management
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Chapter 5
Melanie S. Karas, Mahesh S. Raisinghani, Kerry S. Webb
A project manager’s role on any project goes far beyond task-related deliverables. Although the project manager must be able to effectively manage... Sample PDF
The Importance of Leadership in Project Management
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Chapter 6
Jaby Mohammed
This chapter introduces the concept of technology management by objectives. Technology is one of the fastest moving elements in the 21st Century... Sample PDF
Technology Management by Objectives (TMO)
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Chapter 7
Gary Pan
The goal of any product is to be used. In a very real sense, people judge the success or failure of any product by the extent to which it is used by... Sample PDF
Examining Stakeholders' Roles in Influencing IT Project Cancellation Decisions
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Chapter 8
Daniel W. Surry
This chapter will discuss more than 20 system development life cycles (SDLC) found in the Information Technology project management arena, whereby... Sample PDF
Bringing the User into the Project Development Process
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Chapter 9
Evon M. O. Abu-Taieh, Asim A. El Sheikh, Jeihan M. Abu-Tayeh, Maha T. El-Mahied
This chapter uses the Diffusion of Innovations (DOI) theory and examines a business case, highlighting certain gaps in the theory. First, confusion... Sample PDF
Information Technology Projects System Development Life Cycles: Comparative Study
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Chapter 10
Francisco Chia Cua, Tony C. Garrett
This chapter introduces the Firm-Level Value Creation Model as a means of planning Information Systems projects based on their potential for... Sample PDF
Analyzing Diffusion and Value Creation Dimensions of a Business Case of Replacing Enterprise Systems
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Chapter 11
Otavio Prospero Sanchez, Alberto Luiz Albertin
In this chapter the authors investigate the management of service innovation projects; can ICT based service innovation be facilitated by... Sample PDF
IT Project Planning based on Business Value Generation
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Chapter 12
Bendik Bygstad, Gjermund Lanestedt
This chapter provides a framework for technology project implementation in systems where the human is an integral element of the completed project.... Sample PDF
Managing ICT Based Service Innovation
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Chapter 13
Katy E. Ellis
Project management is a carefully planned, organized effort to manage the resources in order to successfully accomplish specific project goals and... Sample PDF
Employee Preparation, Participation, and Performance
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Chapter 14
Jaby Mohammed, Ali Alavizadeh
This chapter provides a fundamental yet comprehensive coverage of quality management. Bringing managers and engineers the most up-to-date quality... Sample PDF
Quality Assurance in Project Management
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Chapter 15
Sohail Anwar
Project management is a carefully planned, organized effort to manage the resources in order to successfully accomplish specific project goals and... Sample PDF
Quality Management and Control
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Chapter 16
Dawn M. Owens, Deepak Khazanchi
Successful implementation of IT (information technology) projects is a critical strategic and competitive necessity for firms in all industrial... Sample PDF
Software Quality Assurance
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Chapter 17
Fayez Ahmad Albadri
An overwhelming number of Information Technology (IT) projects experience persistent problems and failures. This chapter reflects on some of the... Sample PDF
IPRM: The Integrated Project Risk Model
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Chapter 18
Technical Risk Management  (pages 283-294)
Pete Hylton
In today’s highly competitive industrial environment, many high-tech businesses are using Technical Risk Management (TRM) in their engineering... Sample PDF
Technical Risk Management
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Chapter 19
Lauren Fancher
IT projects across all sectors are relying on more iterative methodologies that can employ early and frequent assessment and evaluation processes in... Sample PDF
Early, Often, and Repeat: Assessment and Evaluation Methodology for Ensuring Stakeholder Satisfaction with Information Technology Projects
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Chapter 20
Chad J. Cray
Considering the high failure rate of information technology (IT) projects over the last 40 years, project managers should use all the tools at their... Sample PDF
A Needle in a Haystack: Choosing the Right Development Methodology for IT Projects
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Chapter 21
Mysore Narayanan
In this chapter, the author describes how one can implement and incorporate creative techniques to design, develop, document and disseminate a... Sample PDF
Project Management Assessment Methods
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Chapter 22
Mario Vanhoucke
It is well-known that well managed and controlled projects are more likely to be delivered on time and within budget. The construction of a... Sample PDF
Static and Dynamic Determinants of Earned Value Based Time Forecast Accuracy
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Chapter 23
Michele De Lorenzi
This chapter presents a technology exploration process designed to support service innovation for information and communication technologies in a... Sample PDF
Technology Exploration Process: From Technology to New Services
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Chapter 24
Henryk R. Marcinkiewicz
Three models structure the planning for technology integration into instruction. Institutional needs are assessed for three dimensions suggested in... Sample PDF
Planning for Integrating Technology
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Chapter 25
Michael Crow
Kansas State University has ensured greatly increased academic involvement in the implementation of its new student information system through the... Sample PDF
University Task Force Deepens Academic Involvement in ERP System
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Chapter 26
Joni A. Amorim, Carlos Machado, Rosana G.S. Miskulin, Mauro S. Miskulin
The production of quality educational multimedia content involves both its publication and its use, considering aspects ranging from metadata... Sample PDF
Production, Publication, and Use of Educational Multimedia Content in Brazil: Challenges and Opportunities in Real World Technology Projects
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Chapter 27
Hasan Tinmaz
Technology planning is an indispensable activity for all higher education institutions nowadays. The major purpose of the technology planning is to... Sample PDF
Instructional Technology Plans for Higher Education Institutions
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Chapter 28
Patricia McGee, Veronica Diaz
The rapid proliferation of e-learning tools that offer low or no cost investment and are not housed on institutional servers, has made it very... Sample PDF
Shifting from Classroom to Online Delivery
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Chapter 29
Bimal P. Nepal, Leslie Monplaisir
Original equipment manufacturers (OEMs) in automotive industry are faced with the conflicting goals of creating vehicles with higher reliability... Sample PDF
Lean and Global Product Development in Auto Industry
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Chapter 30
Debra D. Orosbullard
The business world is running at a faster pace than ever before. Globalization has partnered the world and new ways of doing business to meet... Sample PDF
Future Trends: Global Projects & Virtual Teaming
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Chapter 31
Geoffrey Corb, Stephen Hellen
Social networking technologies—such as Wikis, blogs and instant messaging—are increasingly being employed in business settings to support... Sample PDF
Wiki-enabled Technology Management
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Chapter 32
Owen G. McGrath
Higher education IT project managers have always relied on user activity data as logged in one form or another. Summarized counts of users and... Sample PDF
Mining User Activity Data In Higher Education Open Systems: Trends, Challenges, and Possibilities
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About the Contributors