Statement 2 – analysis and design, phase 3
Statement of Work
The Keller Enterprise Solution Implementation Project is aimed to augment the technologically-based solutions delivered to Keller students, staff, and faculty. This project will center on the implementation of improved system capabilities and features, as well as optimizing the use of surviving systems and business processes. This project will involve the incorporation of the new Oracle enterprise information system that will work to support the needs of Keller students, staff, and faculty. At the highest level, a modernized systems analysis will be developed to determine the organization’s application demands; a systems installation approach will be devised to strategically transition the integration and use of target applications; work plans will be used as a means to track and prioritize project undertakings; individualized, secondary projects will be enacted as necessary to ensure specialized tasks are facilitated by designated subject matter expert groups; weekly project status reviews and budget reconciliation meetings will be conducted to ascertain the progress of project objectives; and specialized training programs will be instituted at each organizational level to enable a more fluent migration process.
The project deliverables will be structured into 5 phases: phase 1 – project planning and preview, phase 2 – analysis and design, phase 3 – configure and development, phase 4 – testing and training, and phase 5 – deploy and optimize. Phase 1 includes the activities necessary for project participants to discuss and agree upon a set of shared goals and objectives, as well as the development of relationships which support the successful conclusion of the project, which requires establishing a team of a common vision, instituting team learning capabilities, and advancing individual mastery of new skills. Phase 2 consists of all processes and software requisites determined to be within scope, such as reviewing current software capabilities and business processes, defining the needs of software end users, identifying required adaptations in software and/or business practice, establishing an inclusive implementation task list, and developing a prototyped system design. Phase 3 encompasses the development, data conversion, arrangement, and configuration of the required software, interfaces, and reports. Phase 4 entails the quality assurance activities that are vital to ensuring that the system has been appropriately configured, the data have been properly converted, and the technical structure can efficiently support the system’s operation. Phase 5 involves addressing any existing issues, as well as analyzing the fulfillment of all project objectives, which assures that all mandatory pre-requisites to going live are realized.
Keller has pinpointed key business objectives for the successful realization of this project. These central project objectives are as follows: provide more expedient, instinctive, and reliable web-based utilities for Keller students, staff, and faculty; heighten student information system functionality, and enhance corresponding business processes for end-user needs; streamline business processes in order to augment system responsiveness, accessibility, and functional capability for all end-users; encourage optimal cooperation and teamwork within and between the internal levels of the organization and its external affiliates; leverage supplied software solutions and assume industry-standard “best practices” for capable, proficient use of the delivered system instead of formalizing local conversions and adaptations; exploit advantageous change opportunities by recurrently evaluating delivered systems and business processes; and phase-out utility and data system redundancies established by the integration of the new enterprise information system. Additional objectives of this project include completing all project deliverables by 01/01/2019, as well as executing project requirements within the $500,000 order-of-magnitude budget.
The major constraints and limitations which may affect the timing and ultimate delivery of the project are as follows: improperly managed expectations of stakeholders and end-users could create considerable barriers to successful project implementation; Presently unknown/unidentifiable intangibles could impose significant risks to the project; the time schedule might represent substantial difficulty in providing an end-to-end solution in the implementation stage; the size and scope of the project could present notable risk exposures; funding deficiencies may lead to project schedule delays; the project schedule may conflict with peak workload periods of principle project personnel; and end-user training will involve major time and resource demands.
The assumptions on which the project will be based upon are as follows: activity levels will be scheduled and monitored though established work estimates based on resource availability; problem escalation and system scope changes will be approved by the president’s council, and team leads will provide monthly updates to the project manager on project timelines and progress, which, in turn, will be reported to the president’s council; it is the duty of the project manager to ensure the progress of the project coincides with formed plans and budgets, to alleviate controllable project hindrances, and to mitigate project risks; and the project manager will make certain that project activities are appropriately planned, communicated and understood, affording particular consideration to Keller activities already scheduled.
This project will include all the technical and functional aspects of enterprise solution integration, to include all corresponding hardware, software, and training parameters. This project will exclude the following: on-site renovations; student support staffing; database permissions; user agreements and polices; course schedules and catalogs; high level management strategies; admissions guidelines; and course-related costs and fees.
The minimum success criteria as defined by the key stakeholders are as follows: milestone targets met on time; costs are at or below set budget; usability of end product fully satisfies key end-user administrative needs; solutions integrated fulfill all functionality requisites; and change management model allows for continuous process improvement.
The technical requirements of the new enterprise information system are as follows; position Keller’s administrative applications to enable considerable expansion and growth within the next 5 years; optimize the software capabilities delivered to improve productivity, enable self-service, personalize service, and adapt technical processes; serve as the most upgrade-compatible system feasible in order facilitate advanced software modification requirements and processes; and provide a scalable, secure, and reliable technical infrastructure.