- Institutional participation in, and commitment to, the move
from the current legacy system to PeopleSoft (SIS) is broad and
deep.
- Chancellor, Provost/Vice Chancellor, and Senior Administrators
are fully supportive of this project.
- The Team believes that the move to the SIS is worth doing
right, and that it will be harder to complete successfully than we
realize.
- The Team realizes the move to SIS will take considerable time
and that it is the highest priority.
- The Team expects that, on balance, much more can be done
better and more consistently with the SIS than could be
accomplished with the current system.
- The Team will set a project plan schedule and keep it. (Even
if we have to move on before everyone is completely satisfied ...
the primary goal is to get the SIS up and running on
schedule.)
- The SIS implementation is divided into two sequential
periods:
The
first period constitutes a “vanilla” implementation of
the system (i.e. no customizing or program code changes) to ensure
that the imposing time constraint of the Year 2000 is met; only
critical administrative functions will be addressed;
The
second period follows successful implementation of all SIS modules
and addresses the development of additional functionality and
linkages to the SIS per a prioritized list of projects.
- Critical administrative functions (i.e. those that are
absolutely necessary) will be addressed first and foremost. All
critical functions will be prioritized by the Team. Less critical
but important functions will also be prioritized but these will
not be considered as part of the “vanilla”
implementation.
- The Team understands and accepts that there will be
“something” that the SIS will not do as well as the
current system.
- Process re-engineering is always considered, investigated, and
incorporated before any discussion of changing the PeopleSoft SIS
features. Change how we do things rather than customize the SIS
programs. Changes to the programs can be discussed after the SIS
is up and running and we have a more complete understanding of why
the programs are structured and designed as they are.
- Functional unit staff are kept informed of progress toward
conversion milestones.
5/29/97
Questions/comments? Email berens@uwosh.edu
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