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SCT Banner Presentation

Patty Peebles ECU Software Development

ServicesSeptember 10, 2003

UNC-G UNC Records Management Meeting

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What is an ERP System?

• Enterprise Resource Planning– 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

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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: from Integral (In-Trust); DB2 database; COBOL; IBM mainframe

• Portal: ECU OneStop; developed internally

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Main Banner Modules

Banner is a fully integrated, Oracle web-based suite of administrative systems

• Advancement

• Finance

• Financial Aid

• Human Resources

• Student

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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

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Requirements Analysis/System Specifications

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

Requirements Responses Analysis -Banner

Module

“Optional”+

“Nice to Have”# of

“Required” Total # “No’s % of Fit

Advancement 0 44 44 0 100

Finance 118 1,064 1,182 157 85

Financial Aid 5 56 61 0 100

General 0 65 65 2 97

Human Resources

23 194 217 7 96

Luminis Portal 0 47 47 8 83

Student 26 1,335 1,361 218 84

Totals 172 2,805 2,977 392 86%

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SCT Datatel

PeopleSoft

Oracle SAP .

Jenzabar As of April 2002

Abilityto

Execute

Niche Players Visionaries

Completeness of Vision

Challengers Leaders

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

Source: Gartner Research

Product Evaluation

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Project Teams’ SynopsesProduct 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

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Project Teams’ SynopsesProduct 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”

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Project Teams’ SynopsesProduct Evaluation

• The good news:

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

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Risks Implementing BannerProduct Evaluation

• Adequate funding will not be available to be successful

• Staff burnout

• Resistance to change

• Loss of existing functionality

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Risks NOT Implementing BannerProduct 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

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Proposed Banner Implementation Timeline – Recommendation

Module Start Date End Date Duration

Advancement July 2005 December 2006 18 months

Finance July 2003 July 2004 12 months

Financial Aid November 2003 March 2005 17 months

Human Resources September 2003 December 2004 16 months

Student October 2003 May 2005 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)

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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.

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Purchase & Implementation

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

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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

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SCT Banner

Questions?