Appendix H

1/23/18

SENATE COMMITTEE ON ADMISSIONS, RECORDS, SCHEDULING, AND STUDENT AID

Update on LionPATH Implementation

(Informational)

The Senate Committee on Admissions, Records, Scheduling, and Student Aid (ARSSA) was charged with providing Faculty Senate with an update on the implementation of the LionPATH student information system. ARSSA invited the LionPATH Development and Maintenance Office (LDMO) and the LionPATH Governance Committee, who work together and are most expert in the current status of LionPATH implementation, to answer the following questions for this report:

  1. What is the long-term vision and strategy for LionPATH as the student information system, and thus enabling technology, that facilitates the academic and administrative processes to help students progress through their programs?
  2. Integration of LionPATH with a number of other technologies (for example, a new bulletin, Canvas, Starfish, a learning outcomes program) are in process or are envisioned.  Please tell us a little about progress, plans, and challenges for these.
  3. Stakeholders were asked for input on LionPATH, and more specifically about what processes are most tedious. Can you share with us how these are being addressed, especially as they relate to question 1 above, and what the timeline is for those? What are the pathways available to faculty, students, and staff to communicate ideas, questions, concerns about LionPATH?
  4. Finally, information on missions of the governance team and the LDMO, how these interface, and how stakeholders are being engaged.

Below is the report from the LDMO and Governance Committee in response to this request.

Introduction

Project LionPATH officially kicked off in February 2014 and transitioned into the LionPATH Development and Maintenance Office (LDMO) as of February 1, 2017. During the deployment phase from September 2015 through December 2016, the LionPATH implementation followed the student lifecycle from admissions through financial aid and registration to billing and finally grade reporting and graduation.

While the project hit all of its major deadlines, the enormity of the effort resulted in some bumps and certainly disrupted normal business processes in a way that often left staff uncertain as to how to conduct routine transactions in the student information system. Despite these challenges, it is important to acknowledge that we successfully processed 108,262 applications for admission during the first year.  In addition, during academic year 2016-17, 108,124 unique students successfully registered for classes using LionPATH.

Since February 2017, the LDMO has focused on overseeing system operation as well as completing key development items defined within the project and stabilizing existing functionality. Additionally, the LDMO (with guidance from its Governance Committee) is clarifying the processes associated with supporting the system long-term. This report addresses the philosophy that the Governance Team and LDMO jointly are bringing to the ongoing development and maintenance of LionPATH.

Long-Term Vision and Strategy

Several working philosophies guide ongoing governance as well as system support and development efforts. These pertain both to development and operations.

First and foremost, key functional offices (e.g., Admissions, Bursar, Student Aid, Registrar) and the Governance Committee–not the software itself–drive business process, user education, communication and system direction. The functional offices lead in determining how to improve system usage, to identify where process changes are needed, and in recommending or approving modifications to the core software.

Having made a sizeable investment in this product, Penn State should leverage delivered PeopleSoft functionality as much as possible to meet operational and academic needs. It is incumbent upon decision-makers to look for ways to use delivered functionality to effectively manage student- and academic-related processes. This does not imply that Penn State simply should rework any and all business processes to fit the software, but rather that as changes are discussed, it is important to be aware of if and how the existing system is designed to support the process in question.

The LionPATH Project Charter approved in March 2014 by both the Steering Committee and Executive Committee set out a series of critical success factors including:

Minimal customization, deploying the system as delivered, as much possible. Change business processes to reflect best practices rather than customizing the software to match the current state.

This decision references lessons learned over more than 20 years of large implementations of commercial software across higher education. Those who ignore this approach in favor of near-term benefits pay a significant price in the long-term. For example, in 2014 the University of Minnesota presented a paper at the Higher Education Users Group (HEUG) conference for PeopleSoft users entitled, “An $83M Upgrade: Everything But the Kitchen Sink.” The LDMO and Governance Committee are aware of the dangers of continually modifying the software. As new development items are proposed, the LDMO and Governance Committee must evaluate the risks associated with modifying the software versus developing new business processes that align with delivered functionality. The LDMO and Governance Committee consider requests with an eye to expanding functionality/integration in alignment with strategic efforts while simultaneously trying to minimize system modifications.

Both the Governance Committee and the LDMO also are committed to leveraging LionPATH as a key technology platform. This involves aiding the Penn State community in identifying which of numerous systems supporting student administrative functions is the optimal choice for any specific activity. As Penn State moves toward a world with a plethora of enterprise tools, ensuring that we use the system best suited for specific tasks is critical.

Finally, as the Oracle Campus Solutions product evolves, we are committed to adopting newly available software options to improve the user experience for not only students, but for staff and faculty as well.

Integration of LionPATH with Other Solutions

LionPATH currently supports approximately 135 integrations including 87 outbound interfaces. These range from web services that exchange data with the Central Person Registry (CPR), tight integrations with third-party products such as CashNet (payment system), CollegeNet, and Schedule Builder, to batch interfaces that push data to such key Penn State systems as the General Ledger in IBIS, eSteward, Canvas, and Starfish. LionPATH also sends voluminous batches of data to colleges, the World Campus, Student Affairs, and many other units. Finally, LionPATH receives data from a broad array of sources both internal and external to the university, including agencies associated with state and federal financial aid, and law and medical admissions applications systems.

By the completion of Project LionPATH in January 2017, the majority of the initial interfaces required to support major functions across the University were in place. However, given that not all functionality and/or data fields were fully defined through the implementation stage as a whole, interfaces have continued to be a focus of considerable rework. The project team could not always anticipate how processes, yet to be in operation, would impact the data. In addition, fully understanding the data model and explaining that model to data consumers was both time-consuming and difficult. As a result, users encountered many mistakes at the outset. An example familiar to faculty was that late-dropped students showed on Canvas class rosters.

LDMO challenges around interfaces lie in two areas:

  1. the sheer volume of requests for clean-up and modifications that users are requesting as they come to understand the data better
  2. the continual requests that arrive as units first purchase systems and then notify the LDMO that an interface with LionPATH is on the critical path for their project’s completion

Internally, LionPATH is creating several checklists pertaining to typical options we have for enhancement and data requests – options for handling interfaces, notifications, etc. These should help ensure that we have the appropriate conversations with data requestors and can identify optimal solutions to address their true needs earlier in the process.

The other challenge suggests a need to involve data sources as software purchases are being considered. This would aid greatly in planning for our workload as well as in meeting customers’ deadlines.

In August 2017, at the Provost’s request, the Governance Committee surveyed colleges and functional units as to which processes they found most time-consuming in LionPATH especially as compared to how these processes were designed in ISIS/eLion. The LDMO compiled the list and aggregated related requests into blocks. In keeping with the Provost’s request, the Governance Committee prioritized the list to emerge with a “Top Ten.” The actions required to address these items ranged from policy and process changes to system modifications and additional training. All of the items involved a number of different actions and most required discussions with key functional offices and their constituents. The group identified a leader who will follow up on each topic.

View the list, issue description, topic leaders, and follow-up actions.  A summary of those items is included as Appendix A.

The LDMO has already begun work on several of these items. In each case, there are multiple action steps involved in the response (see Appendix A).

Governance

The LionPATH Governance Paper Draft V.7 defines the Governance Team’s charge, their responsibilities and those of the LDMO. That document is attached to this report. Members include representatives from key functional offices who have responsibility for managing processes support by LionPATH as well as two faculty members representing ACUE and ACGE.

The Governance Team convenes weekly to review LionPATH-related issues as well as enhancement requests that can be submitted by anyone at Penn State via an enhancement request form available through the LionPATH Support website. The LDMO Team is responsible for an initial review of these requests to ensure that the request itself is: 1) sufficiently well-defined that it can be reviewed, 2) within the scope of LionPATH functions, 3) not a restatement of another current request before passing, and 4) requiring sufficient effort (>100 hours LDMO work) to merit review by the Governance Committee. The Governance Committee and LDMO management worked together to define a review process which is included in this document as Appendix B. As the group receives many requests pertaining to various functional processes, the work of prioritization is frankly challenging.

In addition, the LDMO Director produces a weekly digest of LDMO activity highlighting team accomplishments including the bi-weekly releases of new fixes and functionality, application of new functionality from the vendor, ongoing activities, issues, and key upcoming dates. These updates are available to the broader community through the LionPATH Support website. The Provost also receives a monthly report to share with the Faculty Advisory Committee.

The Governance Committee also maintains an association with a Communications Committee that includes representatives from key functional offices. This is critical as most communication is driven by the functional process owners, rather than the LDMO.

LionPATH by the Numbers  

System Availability and Up-time

LionPATH has consistently been available 24X7 except for maintenance windows of 5 am to 7 am on Thursdays and for an upgrade of our technical tools from noon November 24th through 9:00 am, November 25th.

Users

  • Number of LionPATH users
    • Faculty role: 10,785
    • Student role: 173,760
    • Staff role: 8,292
    • Authorized payer users: 57,554
    • Delegated Access users – 47,683
  • Number of users at midnight on a peak registration day – 9,966
  • Peak usage – over 64,000 on August 21st of which 35% accessed the system via a Mobile device or tablet

Appendix A.  Most Painful Manual/Time-Consuming Processes (aka “TOP TEN”)

ItemDescriptionStatusNext StepsLast
Updated
Transfer Credit
UAO – Amanda Maxson
• Concerns from admission evaluation through advising and graduation.
• Timely posting of transfer credits to the student record can impact students academic progress status for student aid and can impact the awarding of additional federal student loan eligibility if the transfer credits result in a student increasing grade level
• Loan amounts increase as students increase as student progresses to the next grade level.
• Transfer Credit Working Group (TCWG) met to respond to draft report. Penny Carlson is redrafting report with goal of resubmitting the report for final committee review prior to submission to Dr. Pangborn.
• Knowledge transfer to LDMO is underway
• PEN to GEN “flip” on Oct 5th updated ~1500 student records
• Investigating possibility of improvements to transfer articulation system (TAS) display of data
• Working to merge schools with multiple campuses/one course
• Successful PEN to GEN “flip” on 6-Dec-17
• TCWG finalized priority list and are updating/submitting enhancement requests to LDMO
• Bi-directional interface overhauled and moved to Production on 14-Nov-17. This automates the updating of new course evaluations and student records with those courses
7-Dec-`17
Prerequisite Checking
OUR- Bob Kubat
Enforced prerequisites were rolled out to a couple of colleges as a pilot and PERC (Post Enrollment Requirement Checking) process can be run at any time• Requested enhancement to add campus as search criteria on PERC rosters
• Working with SC and IST to start PERC processes for fall into spring
• Communications to students has been finalized
• IST-DS has been implemented for Summer 2018. Waiting for SRA to move through Curricular Affairs
• College of Science – query moved to Production
6-Dec-17
Graduation Processing
DUS – David Smith
• Tracking, Checkout, Review, Degree Conferral
• Partially related to the “new” process of approving students to graduate
• Meeting scheduled for Nov 9th to discuss what works and what doesn’t, training issues, possible process changes, recommended system enhancements• Met with College representatives
• Requested a meeting with LDMO to discuss College enhancements
6-Dec-17
Degree Audits
OUR – Karen Henninger
Audits are extremely complicated and there is a lot of programming behind the scenes; issues cited include too many clicks/pages required to find data, to make substitutions, or do other editing
• How do we present readable/understandable to students?
• What system is the right one for each task?
• Decisions need to be made
• Waiting for one last college to name a representative• Met with College representatives
• Requested a meeting with LDMO to discuss College enhancements
6-Dec-17
Leaving the University
OUR – Tryphena Miska
Withdrawal
• When an Active student decides to leave the University
• When an Active student with enrollment and disbursed aid decides to leave the University
• OUR has created a list of processes to automate withdrawals• Meeting scheduled for 7-Dec-17 with Valerie (from the Bursar) and Melissa (from Student Aid) to discuss a process6-Dec-17
Academic Standing
DUS – David Smith
OUR – Bob Kubat
• Concerns include preparation, corrections, and validation of student records.
• Broad issues beyond LionPATH functionality, decisions need to be made
• OUR is working with the LDMO RAD team to review the manual processes that can be automated
• ACUE continues to refine processes across colleges and campuses
• Group continues to meet on the process to be prepared to suspend and cancel students between fall and spring semester6-Dec-17
User Experience
LDMO – Deb Simpson
Issues cited include:
• Insufficient search parameters;
• Too many clicks/pages required to find data;
• Default values on pages
• Data in other systems that doesn’t match LP
• User Experience improvements in development, expected release Jan 2018 for updates to public lionpath.psu.edu, delegated access, and authorized payer.
• LDMO learning about new search tool delivered with 8.56 tools
• Writing functional specification for iCal schedule download for students
• Continuing to add useful descriptions to Queries
• LDMO doing hands-on experimentation with work centers. Reviewing migration of Work Center objects and documenting process
• Close to releasing “Query of Queries” to aid staff in searching for queries they need. Will notify users.
• Created communications matrix, crossover with Notifications Framework
5-Dec-17
Duplicates & Merges
ISO – Keith Brautigam
The existence of multiple IDs for a single person is an ongoing issue that raises concerns for reporting, compliance, and customer service. Resolving these is now an entirely manual process shared across numerous functional offices.• A working group, led by OIS, is working in business process and ownership
• LDMO is working on automating parts of the process with help from various functional offices, project manager assigned to coordinate the cross-functional testing group;
• Testing of automated merge processing
• Working on reference document for meeting with EI&O on Dec 11th
• Need to finalized business process for handling merges, identify user and security required
5-Dec-17
Notifications of Changes
LDMO – Tim Radio
Diverse requests for notifications from LionPATH; Waitlist and swap notifications were frequently requested.
• Concerns about students or staff being overwhelmed with emails/notices
• Enhanced framework for alerts/notifications available in Campus Solutions9.2 (after upgrade)
• Further investigation needed to see how existing systems work together (Canvas, Starfish, …)
• LDMO Team members exploring PeopleSoft Notification Framework. Wait List notifications likely first usage• Further research and follow-up consultation with stakeholders is required.
• Crossover with User Experience communications matrix
28-Nov-17
National Student Clearinghouse Processing/Reporting
OSA – Cindy Heaton &
OUR – Kaitlyn Roberts
The National Student Clearinghouse received data from schools about students enrollment status, anticipated graduate date and degree program. The CH reports the school data to the National Student Loan Data System (NSLDS) as required by federal Title IV regulation. Accurate reporting is important in determining whether a student should be placed into a repayment status for their federal student loans or whether they are eligible for interest subsidy based on their degree program.• OSA and OUR working on this issue• Scheduling a meeting to review a student track as we need to see what row the data is being pulled onto the NSC monthly report6-Nov-17
Leaving the UniversityDiscontinuation
• Particularly common for World Campus/adult learners
• Concerns including timing, forms, and fee-waiving for re-enrollment
___

Process for Requesting LionPATH changes/enhancementsSenate Agenda, Appendix H, As described below: Image 1Description of figure (above) depicting the process for requesting LionPATH changes/enhancements

The process initiates when an enhancement request is submitted by a requestor, or a service request is submitted by a requestor.

These requests are analyzed to determine if the LDMO is able to consider them. Analysis includes determining if there is a possible solution, if a modification is already in progress, if functionality already exists, if the request abides by University policy, if there is sufficient information, etc.   This review will determine clarity of the detail provided, approval of the “owner” of related functionality, impacts on other modules/functionality in LionPATH, strategic impact, risk to University, impact on users, etc. Also considered is the current LDMO and functional office work load and prioritization.

If the request is unable to be considered, this feedback is provided to the requestor.  If the issue is able to be considered, the team defines the type of issue: is it a bug/tweak, a query, or an enhancement request to LionPATH? The work flow based on that analysis determines the next steps:

Enhancement requests are evaluated by the LDMO to determine the size of the project, defined by the number of hours required to do the work. If less than 100 hours, the task is entered into the queue. If it will take more than 100 hours, prior approval is sought from the Governance Committee. (if approval is not obtained, the enhancement is declined and the original requestor is informed) New enhancements are moved into the queue for development, testing, migration, and approval, etc.

Query requests are evaluated to determine if there is an existing query to address the issue (which is then shared), or if a new query needs to be written. New queries are entered into the queue for development, testing, migration, and approvals.


DRAFT LionPATH Governance Paper

November 2017

LionPATH Governance

Preamble

As the official student information system at Penn State, LionPATH not only provides students with access to their academic and financial records, but it also delivers to the wider university community critical functionality as well as data to support student success.  Given the importance of the student information system to creating a seamless environment for technologies that support student success initiatives, the LionPATH Governance Committee is charged with shaping a broad vision and direction for the development and maintenance of LionPATH as a core component of Penn State’s strategic goal of transforming education.  The LionPATH Governance Committee will encourage collaboration and effective partnering across the University to develop a system that enables student success.  This guiding principle recognizes that several key functional areas are vital to the health of the student information system, but that as Penn State moves forward with the strategic goal of transforming education, other areas of the University may need to be included in the Governance Committee to better align development with emerging goals of the institution.  As a whole, the Governance Committee has a vested interest in promoting student success and will play a leading role in aligning the strategic vision of transforming education into the ongoing development of a robust student information system.

Overview

In launching an enterprise-level project for the implementation of a new student information system, LionPATH, in XXXX, the stated vision was to develop a “new, student-centered information system [that] would foster transformative thinking, increased efficiency, and agile delivery of excellent and consistent services to Penn State students, faculty and staff.” The formal cutover to LionPATH as the official student information system occurred in XXXX.  With implementation completed, guidance to help the system fully reach its broad vision is the main task of the Governance Committee.  Through the ongoing development and maintenance of the system, the aim is to better ensure that LionPATH is positioned to be a core component of robust strategic planning and data-informed decision-making across the University that will enable student success.

Guiding Principles

  • Provide easy, consistent, and well-supported electronic access to the data and information necessary for students, faculty, and staff to perform and manage their functions
  • Maximize the use of new, secure SIS (student information system) self-service functionality
  • Aggressively and collaboratively develop common student processes and data across all of Penn State, while still supporting the unique needs of campuses and colleges
  • Make informed decisions through the use development of easy-to-use management reporting processes and technology
  • Use data and information as a strategic asset that is commonly definedelectronically captured at its point of origin, and appropriately shared across the University
  • Provide parents/other access to student information with the student’s authorization/permission.
  • Provide parents/students access to billing and financial aid information needed to pay tuition.
  • Provide former students access to information and services they need related to their academic and financial record.

LionPATH is based upon collaboration. The LionPATH Development and Maintenance Office (LDMO) agrees to promote the overall purpose and design of LionPATH to accommodate and satisfy the needs of the constituents. LionPATH is managed by the LDMO Director through a series of collaborative teams that strive to meet the common good of the University’s students, advisers, administrative offices, faculty, and related business responsibilities.

LionPATH Executive Committee

The members of the Executive Team are appointed by the Provost, and responsible to make strategic and major  budgetary decisions for the LDMO.

  • Senior Vice President for Finance and Business (co-chair)
  • Executive Vice President and Provost (co-chair)
  • Enterprise Project Director, (ex officio committee member)
  • Corporate Controller
  • Vice President  for Information Technology and Chief Information Officer (CIO)
  • Vice President & Executive Chancellor for Commonwealth Campuses
  • Vice President and Dean for Undergraduate Education
  • Vice President for Student Affairs
  • University Budget Officer
  • Vice Provost for Graduate Education and Dean of The Graduate School
  • Vice President for Outreach and Vice Provost for Online Education
  • Vice Dean for Educational Affairs, College of Medicine
  • Vice Provost for Planning and Assessment
  • Chair of the LionPATH Governance Team

LionPATH Governance Team

The members of the Governance Team are appointed by the LionPATH Executive Committee and were the former LionPATH Steering Committee. The chair will be appointed by the Executive Committee for a 2-year term. The Governance Team is specifically charged with the following responsibilities:

  1. To facilitate the LionPATH mission
  2. To review regular reports from the LionPATH Development, Maintenance and Operations (LDMO) Team for bundles, upgrades, enhancement requests
  3. To approve or deny and prioritize enhancement requests sent to or recommended by the LDMO Team for changes to Campus Solutions
  4. To provide guidance to the LDMO
  5. To provide guidance on communication to the University community
  6. To report to the LionPATH Executive Committee

Membership:

Membership consists of the senior administrator or designated appointee from each stakeholder office. The Faculty Senate will appoint a Faculty Senator for a 2-year term (recommend a past or current member of ARSSA or UE).

Representatives:

  • Advisory Committee for Graduate Education (ACGE) Representative
  • Administrative Council on Undergraduate Education (ACUE) Representative
  • Budget Office
  • College of Medicine
  • Division of Undergraduate Studies
  • Enterprise Infrastructure and Operations (EIO)
  • Faculty Senate Representative
  • LionPATH Development and Maintenance Organization
  • Office of Planning and Assessment
  • Office of Student Affairs
  • Office of Student Aid
  • Office of the Bursar
  • Office of the University Registrar
  • Office of the Vice President for Commonwealth Campuses
  • Outreach and Online Education
  • The Graduate School (2 members)
  • Undergraduate Admissions Office

Meetings:

The Governance Team will meet weekly (and cancel if there are no items for discussion) to review progress and reports of new functionality requests or requirements on LionPATH, provide guidance and direction as needed to ensure the mission and vision for LionPATH, and monitor the strategic direction of LionPATH. The Governance Team may invite any individuals to serve as resource members (non-voting) for defined periods of time.

Advisory and Ad-hoc Committees:

Faculty, Academic Advising, Student Advisory and/or Ad-hoc Committees will provide consultation regarding policy changes and system implementation issues, on an as-needed basis, to the Project LionPATH Steering Committee and the Project LionPATH Team. Members of the advisory committees will be liaisons for the organizations they represent.

LDMO

The LDMO will maintain frequent liaison with central offices, colleges and campuses, and will as needed support necessary training initiatives. The LDMO oversees the technical management of LionPATH and is specifically charged with the following responsibilities:

  1. Make recommendations for changes to the LionPATH Organization and Governance Document).
  2. Receive requests for new or revised LionPATH enhancements and send those above the threshold for requiring approval on to the LionPATH Governance Team.
  3. Coordinate and provide continuity of collaborative communication with respective parties.
  4. Determine and conduct necessary pre-development and pre-production review of all new and changed enhancements to ensure functionality on LionPATH.
  5. Conduct periodic review of LionPATH to ensure overall integrity of the system and its applications, including, when applicable, the use of measurement and assessment tools, focus groups, surveys, and end-user feedback to recommend the need for modification of existing applications. Report status and finding of the periodic reviews to the LionPATH Governance Team.
  6. Maintain general HTML pages that are not application-specific, including the LionPATH home page.
  7. Identify and resolve LionPATH operational problems.
  8. Maintain an environment conducive to optimizing the integration and collaboration with other systems supporting Penn State administrative functions.
  9. Coordinate the timing of code and configuration changes as well as the application of vendor updates (bundles) to LionPATH.
  10. Promote the concept of reusability of code, for example real-time integrations.
  11. Periodic review of security procedures and adherence to university policies.
  12. Review new Campus Solutions buddles and upgrades for determining implementation. Consult with the LionPATH Governance committee as appropriate.

LionPATH Project Request Process Flow

Requests for improvements, enhancements, necessary fixes, production support can originate from any individual, office or entity. Each request will be vetted by the appropriate functional office to avoid duplication and to assess the value (high, medium, low) related to a number of factors in the priority worksheet. After initial assessment by a functional office, the request will then be assessed by the LDMO to consider the workload, costs, return, etc., (high, medium, low) related to a number of factors in the priority worksheet. The combination of these assessments will help to inform the Governance Committee of the timing and priority of the request.  The proposed workflow is included as an Appendix B of this document.

A list of approved work and a projected timeline will be displayed to the University community on the LDMO website (see below). Until requests are approved, they will be not be displayed to the University community.

Upcoming Changes

The items listed below are currently under development by the LionPATH Development and Maintenance Office (LDMO).  They include updates to existing functionality, as well as new items.  Suggestions from the University community are taken into consideration, added to the working list, then prioritized.  This list will be updated weekly.

IDDEVELOPMENT ITEMDATE NEEDEDRELATED MODULE
982Adviser Assignments: assign students in large groups1/30/2017Academic Advising
712Course Catalog: display one line per course2/10/2017Academic Advising

Appendices

Appendix A: LDMO Organization Chart

Appendix B: LDMO Proposed Development Item Review Flow

Appendix C: Division of Duties between LDMO and functional offices


DRAFT Appendix A

LDMO ORG CHART
August 18, 2017

As described below: Senate Agenda, Appendix H, As described below: Image 2LMDO Organizational Chart Description

August 18, 2017

Michael Busges, Director, EPMO has two direct reports:  Stephanie Szakel, Director, LDMO and (Vacant) EPMO Operational Support and Communications.

Reporting directly to Stephanie are the following people along with their direct reports:

Melanie Schuster, Sr. Tech Analyst (Sr. Developer).  Melanie has the following direct reports:  Greg Bishop, Tech Analyst; Eric Helfen, Tech Analyst (Mobile); Kathi Reynolds, Tech Analyst; Bobbi Lucas, Tech Analyst; and (Vacant) Tech Analyst.

Mike Beck, Sr. Tech Analyst (Sr. PS Admin.).  Mike has one direct report, Derek Ross, Tech Analyst (PS Admin.)

Chris Ritzko, Sr. Tech. Analyst (Sr. Security Lead) has one direct report, Steve Dunio, Tech Analyst (Security Admin.)

Lynn Yingling, Project Manager, has one direct report, Dawn Van Bramer, Functional Bus. Analyst (Training)

Tim Radio, Sr. Functional Bus. Analyst (Adv/Rec/Adm).  Tim has the following direct reports:  Tom Alterio, Functional Bus. Analyst; Gary Gates, Functional Bus. Analyst; Erin Fisher, Functional Bus. Analyst; Patrick Krispin, Functional Bus. Analyst; Lee Citarella, Functional Bus. Analyst; Erin Devlin, Functional Bus. Analyst; Staci Schreiber, Functional Bus. Analyst; Rhea Leydig, Functional Bus. Analyst; and Rebecca Ballard, Functional Bus. Analyst.

Bonnie Benjamin, Sr. Functional Bus. Analyst (Fin Aid/SF).  Bonnie has the following direct reports:  Scott Bitner, Sr. Functional Bus. Analyst; Rick Ramsay, Sr. Functional Bus. Analyst; Jessica Smith, Functional Bus. Analyst; and Brooke Repine, Functional Bus. Analyst.

Deb Simpson, Sr. Functional Bus. Analyst (Cross Functional) has no direct reports.

Bob Fogarty, Sr. Functional Bus. Analyst (Reporting).  Bob has the following direct reports:  Bryan Garrison, Functional Bus. Analyst; Stephanie Lowenstein, Functional Bus. Analyst; and Pam Malone, Programmer Analyst.


DRAFT Appendix B

LDMO PROPOSED DEVELOPMENT ITEM REVIEW FLOW CHART

As described below: Senate Agenda, Appendix H, Image 3Description of figure (above) depicting the LDMO Proposed Development Item Review Flow

The process initiates when an enhancement request is submitted by a requestor, or a service request is submitted by a requestor.

These requests are analyzed by LDMO Leadership to determine if the LDMO is able to consider the request. Analysis includes determining if they have received enough information to evaluate.  If they have enough information, the next step is to determine if the request requires Steering Approval.

If the request does not have enough information to evaluate, the Functional Team will clarify request and effort required.  After clarification, it moves on to the next step which is determining if the request requires Steering Approval.

If the request does not require Steering Approval, a decision is made by LDMO Leadership.  If the request is unable to be considered, LDMO Leadership will provide notification to the requestor.   If the request is approved, they send to the Functional Team to prepare the SPEC/DO then onto PHIRE Change Workflow.  LDMO Leadership will provide approval notification to the requestor.

If the request does require Steering Approval, it moves to the steering for review.  If the request is approved, it moves back to the LDMO leadership for approval.  LDMO Leadership will respond to the requester of approval/denial.

If the request is unable to be considered, LDMO Leadership will provide notification to the requestor.


DRAFT Appendix C

DIVISION OF DUTIES

Below we have outlined regular tasks that need to be handled for each functional area/module. Throughout the go-live process, some tasks have naturally migrated from the Project to the functional offices. Some items were already in transition from the Project staff to functional office staff, while others are aspirational and will require the LionPATH Development and Maintenance Organization (LDMO) to train functional office staff.

DRAFT compiled 3/17/2017

ADMISSIONS

LDMO

  • Watch Process Monitor
    • Ensure all Undergraduate Admissions (including Transfer) processes kick off on time/as appropriate
    • Analyze and fix processes when they break/No Success
  • Second-tier support
    • Assist functional office staff with troubleshooting
  • Maintain UPK/BPG/ Service Desk Knowledge Bank and Configuration Guides
    • Requires policy/practice input from functional office
  • Write, test (within reason), and migrate Queries
  • Approval of user-generated/functional office Queries
  • Enhancements/new development
    • Liaise with UAO to identify details of request
    • Write the functional spec, confirm with UAO
    • Work with LDMO developer through details
    • Coordinate testing at LDMO and with UAO
  • Non-development Work
    • Handle set up changes and new configuration (including but not limited to SARs, Test IDs, Test Components, Recruiting Categories, Service Indicators, Region Tree, …)
    • Coordinate across Careers/modules
    • Build/Re-build Jobsets, tweak Queries and QBU, coordinate with Control-M, make changes to File Parser, etc.
    • Handle complicated merges – those with more than just Admissions data (for now; working towards some automation)
    • Work with functional offices/Data Stewards on Security change requests (navigation, new Roles or Groups)
    • Attend regular meetings with the functional office
    • Stay up-to-date on PeopleTools and Campus Solutions Updates
      • Complete Bundle Testing
      • Communicate changes
      • Research, explore, and evaluate value of un-/under-utilized delivered features like WorkCenters
      • Submit Oracle Service Requests
  • Undergraduate Admissions Office (UAO)
    • First Tier support for processes
      • Troubleshooting (to the extent possible with Security access)
      • Review daily job errors
      • Answer user questions about how to accomplish daily tasks/business practices
        • Facilitate New User training, with materials and/or instance support from LDMO
      • Request, (potentially write) and test Queries
      • Enhancements/new development
        • Submit thought-out request
        • Assist in spec’ing out updates/changes
        • Work with LDMO on testing
      • Handle simple merges – those with data only in this Module
      • Monitor and fix app Staging Errors (unknown orgs, CPR errors, fixing data entry/integrity errors, …)
      • Monitor and fix app maintenance errors (invalid SARs, incorrect intended Plan/Subplan, …)
      • Maintain Communication tools
        • CommGen letter templates, MPC liaison
        • MPS Message Catalog and Criteria
        • WCS Messages and “active” Terms
      • Set up and maintain Evaluation modifications
        • Carnegie Units Tables
        • Hold Tables
        • Offer Tables
        • Notification Plan Dates
        • EI Coefficients
        • EI Factors
        • EI Formula
      • Identify populations for mass SAR updates, query, test, and execute
      • Work with LDMO on Security change requests (navigation, new Roles or Groups, approving row-level security)

Graduate

The Grad School has LP-specific Business Analysts who are responsible for many tasks generally viewed as LDMO tasks elsewhere in this document, as well as those generally handled by functional offices.

Law Schools

There is not much done on the Admissions side with either Law Career. The “Super Users” at each campus load their own apps and handle any standard errors. When there is an issue they cannot solve, they submit a ServiceNow ticket, which means the LDMO would handle.

Medical

There is not much done on the Admissions side with either Medical Career. The “Super Users” have handled app loads and any standard errors. When there is an issue they cannot solve, they submit a ServiceNow ticket, which means the LDMO would handle.


Student Records

LDMO

  • Watch Process Monitor
    • Ensure all Records processes kick off on time/as appropriate
    • Analyze and fix processes when they break/No Success (including by not limited to lopover mod, GradesFirst, Jump Forward, …)
  • Second-tier support
    • Assist functional office staff with troubleshooting
  • Maintain UPK/BPG/ Service Desk Knowledge Bank and Configuration Guides
    • Requires policy/practice input from functional office
  • Write, test (within reason), and migrate Queries
  • Approval of user-generated/functional office Queries
  • Enhancements/new development
    • Liaise with OUR to identify details of request
    • Write the functional spec, confirm with OUR
    • Work with LDMO developer through details
    • Coordinate testing at LDMO and with OUR
  • Non-development Work
    • Handle set up changes and new configuration (including but not limited to …)
    • Coordinate across Careers/modules
    • Build/Re-build Jobsets, tweak Queries and QBU, coordinate with Control-M, make changes to File Parser, etc.
  • Handle complicated merges – those with more than just Records data (for now; working towards some automation)
  • Work with functional offices/Data Stewards on Security change requests (navigation, new Roles or Groups)
  • Attend regular meetings with the functional office
  • Stay up-to-date on PeopleTools and Campus Solutions Updates
    • Complete Bundle Testing
    • Communicate changes
    • Research, explore, and evaluate value of un-/under-utilized delivered features like WorkCenters
    • Submit Oracle Service Requests

Office of the University Registrar (OUR) / Functional Offices (GRAD, MED, LAW(s), DUS …)

  • First Tier support for processes
    • Troubleshooting (to the extent possible with Security access)
    • Review daily job errors
    • Answer user questions about how to accomplish daily tasks/business practices
      • Facilitate New User training, with materials and/or instance support from LDMO
    • Request, (potentially write) and test Queries
    • Enhancements/new development
      • Submit thought-out request
      • Assist in spec’ing out updates/changes
      • Work with LDMO on testing
    • Handle simple merges – those with data only in this Module
    • Work with LDMO on Security change requests (navigation, new Roles or Groups, approving row-level security)
    • Monitor Update Academics, Update Campus, College Scheduler/Schedule Builder, Student Groups, …

Intercollegiate Athletics

  • Maintain Athletic Participation pages
  • Athletic Compliance & Designated non-UP staff carry out day-to-day work
  • Athletic Compliance, Campus AD’s, and possibly other athletics staff make Updates to team rosters/participation info
  • Athletic Compliance at UP does “lopover” (i.e., mod to increase Terms in Residence)
  • Morgan Center is responsible for GradesFirst

Academic Advising

LDMO

  • Watch Process Monitor
    • Ensure all Advising processes kick off on time/as appropriate
    • Analyze and fix processes when they break/No Success (including by not limited to Degree Audit What-if Report, Exceptions, Repeats, Starfish, Adviser Assignment, New Student Orientation, ALEKS, Educational Planning Survey, …)
  • Second-tier support
    • Assist functional office staff with troubleshooting
  • Maintain UPK/BPG/ Service Desk Knowledge Bank and Configuration Guides
    • Requires policy/practice input from functional office
  • Write, test (within reason), and migrate Queries
  • Approval of user-generated/functional office Queries
  • Enhancements/new development
    • Liaise with OUR to identify details of request
    • Write the functional spec, confirm with OUR
    • Work with LDMO developer through details
    • Coordinate testing at LDMO and with OUR
  • Non-development Work
    • Handle set up changes and new configuration (including but not limited to new Gen Eds, Equation Engine, milestones, facilities, …)
    • Coordinate across Careers/modules
    • Build/Re-build Jobsets, tweak Queries and QBU, coordinate with Control-M, make changes to File Parser, etc.
  • Work with functional offices/Data Stewards on Security change requests (navigation, new Roles or Groups)
  • Maintain Communication tools
    • Become proficient with BI Publisher
    • Transcript & Degree Audit PDF Templates (and transfer credit report?)
  • Stay up-to-date on PeopleTools and Campus Solutions Updates
    • Complete Bundle Testing
    • Communicate changes
    • Research, explore, and evaluate value of un-/under-utilized delivered features like WorkCenters
    • Submit Oracle Service Requests

Office of the University Registrar (OUR)

  • First Tier support for processes
    • Troubleshooting (to the extent possible with Security access)
    • Review daily job errors
    • Answer user questions about how to accomplish daily tasks/business practices
      • Facilitate New User training, with materials and/or instance support from LDMO
  • Request, (potentially write) and test Queries
  • Enhancements/new development
    • Submit thought-out request
    • Assist in spec’ing out updates/changes
    • Work with LDMO on testing
  • Degree Audit
    • Primary responsibility for coding, exception entry support, troubleshooting, and training
    • Running and distributing batch audits
  • Work with LDMO on Security change requests (navigation, new Roles or Groups, approving row-level security)

Starfish Team

  • Receive data and import into Starfish
  • Responsible for security/access (i.e., Instructor/Advisor Table)
  • Support end users
  • Act as primary communicators with Starfish (vendor)
  • Enhancements/new development
    • Submit thought-out request
    • Assist in spec’ing out updates/changes
    • Work with LDMO on testing

Campuses/Colleges/Departments

  • Adviser Assigners with access carry out day-to-day work
  • Enhancements/new development
    • Submit thought-out request
    • Assist in spec’ing out updates/changes
    • Work with LDMO on testing

Student Orientation and Transition Programs (SOTP) / DUS Team (?)

  • Is there one home office (SOTP?) office to take the lead on front line support?
  • Receive data and import into VZO scheduling system
  • Enhancements/new development
    • Submit thought-out request
    • Assist in spec’ing out updates/changes
    • Work with LDMO on testing

Financial Aid

LDMO

  • Watch Process Monitor
    • Ensure all Financial Aid processes kick off on time/as appropriate
    • Analyze and fix processes when they break/No Success (including by not limited to ISIR loads, PASGP, ELM, eSteward, DL file loading, ISIR processing, …)
  • Second-tier support
    • Assist functional office staff with troubleshooting
  • Maintain UPK/BPG/ Service Desk Knowledge Bank and Configuration Guides
    • Requires policy/practice input from functional office
  • Write, test (within reason), and migrate Queries
  • Approval of user-generated/functional office Queries
  • Enhancements/new development
    • Liaise with OSA to identify details of request
    • Write the functional spec, confirm with OSA
    • Work with LDMO developer through details
    • Coordinate testing at LDMO and with OSA
  • Non-development Work
    • Handle set up changes and new configuration (including but not limited to Equation Engine, external award processing, customizations, …)
    • Coordinate across Careers/modules
    • Build/Re-build Jobsets, tweak Queries and QBU, coordinate with Control-M, make changes to File Parser, etc.
  • Handle complicated merges – those with more than just financial Aid data (for now; working towards some automation)
  • Work with functional offices/Data Stewards on Security change requests (navigation, new Roles or Groups)
  • Attend regular meetings with the functional office
  • Stay up-to-date on PeopleTools and Campus Solutions Updates
    • Complete Bundle Testing
    • Communicate changes
    • Research, explore, and evaluate value of un-/under-utilized delivered features like WorkCenters
    • Submit Oracle Service Requests

Office of Student Aid (OSA)

  • First Tier support for processes
    • Troubleshooting (to the extent possible with Security access)
    • Review daily job errors
      • Monitor and fix file staging errors in external awards loading process app
      • Monitor and fix ISIR app errors
    • Answer user questions about how to accomplish daily tasks/business practices
      • Facilitate New User training, with materials and/or instance support from LDMO
    • Request, (potentially write) and test Queries
    • Enhancements/new development
      • Submit thought-out request
      • Assist in spec’ing out updates/changes
      • Work with LDMO on testing
    • Handle simple merges – those with data only in this Module
    • Maintain 3C’s and service indicators
      • Run any manual CommGen (those sent on occasion rather than daily in our job/jobset)
      • Establish and maintain Commgen letter templates
      • Manually run new communications to establish working as intended prior to adding to jobs/jobset
      • Bonnie – check if security
      • Maintain checklist, checklist item, and service indicator text
      • Add new checklists, checklist items and service indicators as needed for Student Aid processing changes for federal regulatory changes
      • OSA Message Catalog edits and Criteria
    • Set up and maintain Federally mandated annual verification selections via QBU, checklists, and service indicators

Student Financials

LDMO

  • Watch Process Monitor
    • Ensure all Student Financials processes kick off on time/as appropriate
    • Analyze and fix processes when they break/No Success (including by not limited to Tuition calculation, HigherOne, CashNET, …)
  • Second-tier support
    • Assist functional office staff with troubleshooting
  • Maintain UPK/BPG/ Service Desk Knowledge Bank and Configuration Guides
    • Requires policy/practice input from functional office
  • Train Bursar Technical staff
  • Write, test (within reason), and migrate Queries
  • Approval of user-generated/functional office Queries
  • Enhancements/new development
    • Liaise with Bursar to identify details of request
    • Write the functional spec, confirm with Bursar
    • Work with LDMO developer through details
    • Coordinate testing at LDMO and with Bursar
  • Non-development Work
    • Handle set up changes and new configuration (including but not limited to Holiday/shutdown schedule, Service Indicators, Equation Engine, SF Records (table), …)
    • Coordinate across Careers/modules
    • Build/Re-build Jobsets, tweak Queries and QBU, coordinate with Control-M, make changes to File Parser, etc.
  • Work with functional offices/Data Stewards on Security change requests (navigation, new Roles or Groups)
  • Monitor and fix Table validation errors
  • Maintain Communication tools
    • Create / update 3C communications
  • Run stand alone Equation Engine
  • Responsible for CashNET operator security
  • Attend regular meetings with the functional office
  • Stay up-to-date on PeopleTools and Campus Solutions Updates
    • Complete Bundle Testing
    • Communicate changes
    • Research, explore, and evaluate value of un-/under-utilized delivered features like WorkCenters
    • Submit Oracle Service Requests

Office of the Bursar

  • First Tier support for processes
    • Troubleshooting (to the extent possible with Security access)
    • Review daily job errors
    • Answer user questions about how to accomplish daily tasks/business practices
      • Facilitate New User training, with materials and/or instance support from LDMO
    • Request, (potentially write) and test Queries
    • Enhancements/new development
      • Submit thought-out request
      • Assist in spec’ing out updates/changes
      • Work with LDMO on testing
    • Handle simple merges – those with data only in this Module
    • Work with LDMO on Security change requests (navigation, new Roles or Groups, approving row-level security)
    • Create and maintain Item Types, Trees, Transaction fees, Course and Class fees, Tuition (including waivers), Cashiering, Refunding, Adjustment calendars, Bill and Due Date calendars, Student Billing set up, Short Term Loan set up (PPL), …
    • Monitor and fix tuition calc errors
    • Run monthly Late Fee process
    • Handle External File Load
    • Reconciliation (all)
    • Responsible for HigherOne set up and maintenance
      • Email notifications
      • IPP and auto payment plans
      • System set up and maintenance
      • Approve/release billing, refund, and 1098T data
    • Term Cancelation – future term due to non-payment
    • No show report activity
    • Corporate Billing
    • Third party contracts

LDMO & Bursar in conjunction:

  • Work with Records to resolve tuition calc erorrs
  • Handle complicated merges – those with more than just Financials data (for now; working towards some automation)
  • Term rollover activities
  • 1042S
  • 1098T Processes
  • CashNET portal student/parent message/text updates