campus solutions upgrade project plan baseline 9-28-2007

North Dakota University System

Campus Solutions

Project Plan

Campus Solutions Upgrade to 9.0

September 28, 2007, Baseline Version

Presented by:

Jennifer Kunz, PMPAssistant Director, Campus Solutions

Table of Contents

Introduction................................................................................................................................................................. 3Purpose of this document....................................................................................................................................... 3Background............................................................................................................................................................. 3Project Purpose...................................................................................................................................................... 3Project Assumptions and Constraints.....................................................................................................................4Project Approach.................................................................................................................................................... 4

Scope Management.................................................................................................................................................... 5Product Scope........................................................................................................................................................ 5Project Scope Statement........................................................................................................................................ 5Scope Control....................................................................................................................................................... 13Acceptance Management (Deliverable Acceptance Process)..............................................................................13

Time Management.................................................................................................................................................... 14Baseline Schedule................................................................................................................................................ 14Schedule Control.................................................................................................................................................. 15

Cost Management..................................................................................................................................................... 16Budget.................................................................................................................................................................. 16Cost Control.......................................................................................................................................................... 16

Quality Management................................................................................................................................................. 16Quality Control...................................................................................................................................................... 16

Human Resources Management............................................................................................................................... 17Project Organization Chart.................................................................................................................................... 17Team Directory..................................................................................................................................................... 18Roles and Responsibilities.................................................................................................................................... 18

Communication Management................................................................................................................................... 20Communication Management Plan....................................................................................................................... 20

Risk Management and Issue Management...............................................................................................................21Risk Management Plan......................................................................................................................................... 21Issues Management Plan..................................................................................................................................... 21

Appendix I................................................................................................................................................................. 23Baseline Project Schedule................................................................................................................................. 23

Appendix II................................................................................................................................................................ 26Training Plan......................................................................................................................................................... 26

Potential Classes............................................................................................................................................... 26Testing Plan.......................................................................................................................................................... 27

Functional Testing.............................................................................................................................................. 27Technical Testing............................................................................................................................................... 28

Appendix III............................................................................................................................................................... 29Change Control Log.............................................................................................................................................. 29Risk Management Log.......................................................................................................................................... 29Issue Management Log........................................................................................................................................ 29Deliverable Acceptance Log................................................................................................................................. 29

Baseline Project Plan Approval................................................................................................................................. 30Sign-off................................................................................................................................................................. 30

Baseline Project Plan for the Campus Solutions Upgrade to 9.02

Introduction

Purpose of this document

The purpose of the Project Plan is to define the project scope, schedule, budget, and quality expectations of the project, and to provide a comprehensive strategy for managing the project.

Background

Project Background:ConnectND is North Dakota’s implementation of Oracle PeopleSoft financials, human resources, and student administration applications across North Dakota’s State Government and University System. The Oracle PeopleSoft implementation provides web-based applications for its users.

NDUS Institutions originally went live with Campus Solutions, beginning in October 2003 with two pilot campuses. In 2004, five additional campuses went live with campus solutions and in 2005, the remaining four campuses were live. In 2005, PeopleSoft was purchased by Oracle.

Business Need:The decision on whether to upgrade or not, or whether to upgrade to version 8.9 or 9.0 was based upon several factors. The primary driver to upgrade is Oracle published end dates for application support. The Campus Solutions portal will go unsupported in March 2008 and the application software will go unsupported at the end of August 2008. The lack of support would mean that changes to meet regulations and security, performance and other issues would not be available and the application would fail to meet business requirements.

In determining whether or not to upgrade to 9.0 several factors were considered. First, in the Oracle Health Check it was Oracle’s opinion that we should bypass version 8.9 and move directly to 9.0. Second, 9.0 offers much additional functionality not provided in version 8.9. Many of these are the functionalities, such as the ability to have multiple GPA’s or the ability to easily modify the transcript, which the Institutions have been requesting. Third, the 8.9 software, from what we’ve become aware of on the listserv, has many issues that are resolved in 9.0.

The decision to move to the Oracle 9.0 Enterprise Portal is to keep all software in sync and to allow us to fully take advantage of the software’s capabilities.

It was these factors that led us to determine that version 9.0 would be a much more viable product for upgrade versus 8.9. Finally, Oracle is providing migration paths from versions 8.0 to 8.9 and 8.0 to 9.0. The version 9.0 software puts the Institutions of the NDUS in a much better position for eventual movement to the Fusion product.

The decision to move to the Oracle 10g database software was driven by the Oracle Health Check which indicated that we would gain performance and be better prepared for Fusion by using this opportunity to change databases. Application changes will also more likely be available and tested on the Oracle database prior to that of other vendor’s products.

Project PurposeThe purpose of this project is to upgrade the existing NDUS student administration system to Campus Solutions 9.0 and to migrate the database from a SQL platform to an Oracle platform.


Project Assumptions and ConstraintsAssumptions:

1. Project staffing will be sufficient to allow us to meet the deadlines imposed on the project plan and if it is not, we will hire contracted resources.

2. Consulting help will be available to assist us through this first major upgrade and to ensure that we continue the level of support for 8.0.

3. Campus staff, especially the User Groups, will be available to ensure the project keeps progressing; the project management team will give campus staff at least 30 days lead time, but sometimes only a short notice will be possible.

4. The project scope and schedule will be driven by effort estimates.5. Sufficient consulting assistance will be available for loading of both the Oracle database as well as the

conversion of current data.6. Sufficient funding will be available for training of programming and technical staff with changes to the

technology.7. At the appropriate time during the upgrade there will be a stop put on all developments and migrations of

projects.8. We will need to maintain the bundles and fixes on the current 8.0SP1 system.9. After the infrastructure upgrade and the start of the Fall 2007 semester, this project will have priority status

over all other projects and staffing will be adjusted accordingly.10. Staff will, in general, be able to maintain a normal work schedule and take vacation time which if not taken

will be lost according to NDUS policy.11. New functionality will only be considered for implementation at this time if it replaces an existing

customization.

Constraints:1. Schedule:

o Ideally, the application and database would have been implemented separately and the project begun earlier. The availability of funding set the start date. There is a need to complete the project prior to the end of August 2008 due to loss of support. Implementing over the summer months prior to students returning is preferred.

o Due to the steep learning curve with the products of this project and the unknowns of the new technology, the tasks cannot be thoroughly scoped very far in advance. Task start/end dates will be firm only within 30 days of this plan version and/or a status communication. High-level dates for tasks will be provided out to 90 days and are somewhat firm, but any dates beyond 90 days are not firm and are subject to change due to the necessity of the gradual detailing of the scope and schedule.

2. Project Dependencies:o The project will overlap with the Financials upgrade and there may be concern whether we have

sufficient technical staff. Additionally, we have a dependency on hiring additional staff plus having consulting staff to ensure the upgrade and the maintenance of the current software is maintained. We will still need to do all the Federal Updates on 8.0 during this time which takes several weeks and will happen 6-8 times during the upgrade. Having the staffing levels to support both projects will put constraints on what can/can’t be accomplished. We have 14 major projects to implement during this time and having the time, resources, and campus assistance will be vital to ensuring we meet all deadlines.

Project ApproachThe method of project management to be used in the project is based on the Project Management Institute’s (www.pmi.org) Project Management Body of Knowledge (PMBOK) and the North Dakota Project Management Guidebook (www.nd.gov/epm). Both methodologies are based on initiating, planning, executing, controlling, and closing processes to ensure that the project completes its objective on time and on budget, while meeting the quality expectations of the stakeholders.


http://www.nd.gov/epm

http://www.pmi.org/

Scope Management

Scope Management involves the identification of all the work required, and only the work required, to complete the project successfully. In an effort to ensure the deadlines are met, a comprehensive project scope statement is necessary. Without a thorough understanding of the scope, we run the risk of missing deadlines which are critical to campuses

Product ScopeThe product scope is the software, hardware, features, functions, etc. that are being delivered. It is the “what.” The major products of this project are as follows:

a. New hardwareb. Oracle 10gR2 Databasec. All new environments (Demo, Test, Stage, Production, Query)d. 9.0 Oracle PeopleSoft Campus Solutionse. 9.0 Oracle PeopleSoft Enterprise Portalf. PeopleTools 8.49g. UPK (User Productivity Kit)h. Third-party product modifications

Project Scope StatementThe project scope is the work that must be accomplished in order to deliver the product. It is the “how.” The project scope for this particular project is first broken down into initiating, planning, executing, monitoring and controlling, and closing phases. These phases are further broken down into tasks and deliverables.

NOTE: the numbering of the tasks corresponds with the numbering in the project schedule.

1. Campus Solutions Upgrade to 9.0

1.1. INITIATING

1.1.1. Contract Negotiationso Deliverable : Signed Contracts

1.1.2. Finalize the NDUS Business Caseo Deliverable : Project Business Case

1.1.3. Develop the NDUS Project Chartero Deliverable : Acceptance of Project Charter

1.1.4. Define Oracle planning services and Schedule the Upgrade Planning Workshop

1.2. PLANNING

1.2.1. Develop Project Plan1.2.1.1. Develop Scope, Schedule, Budget and Risk, Quality and HR Mgmt Plan1.2.1.2. Draft the Training Plan1.2.1.3. Draft the Testing Plan1.2.1.4. Draft the Environment Management Plan1.2.1.5. Draft the Application Maintenance Plan1.2.1.6. Deliverable: Baseline Project Plan

1.2.2. Project Planning Kickoff Meeting - Internal Managers1.2.3. Oracle Upgrade Planning and Strategy Workshop


o Oracle attends on site for this workshop to review and plan all activities that will occur in their ‘Application Solution Center’ (lab). This workshop will be done in correlation with the Planning Workshop

Deliverable (Migration Milestone #1) : Platform Migration Workshop and Platform Migration Report

1.2.4. Finalize the Cutoff Date for Development1.2.5. Project Kickoff Meeting - CND and ITSS Staff1.2.6. CAC and Oversight Project Kickoff Meeting1.2.7. User Group Kickoff Meeting1.2.8. Develop MS Project Server and Project Repository

1.3. EXECUTING

1.3.1. CND Staff Training1.3.1.1. Learn the New Release (this occurs throughout the project)

o Throughout the project, all team members should reference the information on Customer Connection including: Benchmark performance reports, Change Assistant documentation, Hardware and software requirements guides, Installation guides (for PeopleTools and the product), PeopleTools PeopleBooks, Platform certifications, Product documentation (PeopleBooks), Red papers, Release notes, Upgrade guides, Upgrade pages (upgrade documentation, template and scripts, planning info.)

1.3.1.2. Training Classes for Staffo See Training Plan in Appendix II for details on planned or upcoming training

classesThe following classes have already occurred:

1.3.1.2.2 Oracle 10gR2 Administration I1.3.1.2.3 Oracle 10gR2 Administration II1.3.1.2.4 Oracle Enterprise Manager 10g Grid Control

1.3.1.3. UPK Planning and Implementation1.3.1.3.1 UPK Planningo Determine how to deploy UPK

1.3.1.3.2 UPK Implementation and Testingo Install and test UPKo NOTE: the details of how UPK will be used will be a part of the Training Plan in

Appendix II.

1.3.2. Prepare Technical Environments1.3.2.1. Complete Pre-Installation Checklist

o This checklist must be sent to Oracle before they will complete their installation of DEMO and certification

1.3.2.2. Package Database for the Upgrade Labo The DBA’s will perform various tasks per Oracle’s instructions to package the

database and send it to the Lab.o Planning must take place before and after the database is sent, because all

subsequent customizations that change the table structure must be tracked very closely as they won’t be part of the first compare report.

1.3.2.3. Schedule the Oracle Installer to be onsite for the installation in DEMO.1.3.2.4. Create and Certify DEMO Environment

o This involves multiple tasks related to network configuration, hardware and operating system installation, and installing the Oracle 10g database shell into the DEMO environment (Oracle will assist with this as part of the contract). Crystal and COBOL will also need to be installed, but before doing so, those licenses must be verified and/or acquired.

o Oracle will perform the following services onsite according to Exhibit 1 of the contract:


Install the standard functionality contained within Campus Solutions version 9 (PeopleSoft application and PeopleTools 8.49)

Deliverables : Certification / Post Installation Checklist (a completed checklist verifying the implementation readiness of the Installed Software as demonstrated by the Install verification Test) aka certification of DEMO by Oracle.

o Set up Access Technical staff must perform a series of tasks to make the DEMO

environment accessible to other CND/ITSS staff.o NOTE: DEMO is one of several environments to be created, described as

follows: DEMO: this will remain ‘vanilla’ and be used as it is today TEST (SYS): this will be where the developers build projects, queries,

programs and functional analysts do their initial testing STAGE: this environment will be a scaled down production environment.

This environment will include multiple web servers, app servers and a clustered database. It will be used as a last test for developments. Users will also do their final testing in this environment.

PRODUCTION: This will remain as it is today QUERY: for query writers LOAD TEST: This environment will be built after the go-live date. This

environment is exactly like production and will be used to perform load tests

1.3.2.5. Planning for Tools, Access, Bundles, Migrations, and Refresheso Planning meetings and research in order to make decisions on the following

areas: tools, access, bundles, migrations, and refreshes.1.3.2.6. Create PROD Environment

o This task is similar to the creation of the DEMO Environment, including the network services configuration, hardware and operating system installation and installing the Oracle 10g database shell. In addition, PeopleTools 8.22 should be installed and Data Mover and App Designer will need to be tested. Refer to the detailed technical plan (spreadsheet for specific details and steps).

1.3.2.7. Create TEST and STAGE Environments1.3.2.8. Post Install Management for All Environments

o Various technical tasks required to plan and manage the Oracle environments (refer to schedule details and/or associated technical plan).

1.3.2.9. Environment Management and Tuning1.3.2.9.1 General Environment Management and Tuning1.3.2.9.2 Performance Tool Setup1.3.2.9.3 Plan for Load Testing and Update the Master Test Plan1.3.2.9.4 Customization tracking1.3.2.9.5 Bundle 19 for 8.0 PROD1.3.2.9.6 Bundle 20 in 8.0, Bundle 4 in 9.0 (1098T & Fixes, to be available Aug.

24)1.3.2.9.7 Bundle 21 in 8.0, Bundle 5 in 9.0 (Regulatory Release 1, to be available

Nov. 2)1.3.2.9.8 Bundle 22 in 8.0, Bundle 6 in 9.0 (Regulatory Release 2, to be available

Jan. 18)1.3.2.9.9 Critical Fix (to be available mid-Feb.)1.3.2.9.10 Bundle 23 in 8.0, Bundle 7 in 9.0 (Regulatory Release 3, to be available

Apr. 18)o NOTE: it does not appear that there will be time to do Bundle 24 for 8.0 (8 for

9.0) before go-live.

1.3.3. Oracle Database Platform Migration and Upgrade Services (in Upgrade Lab)1.3.3.1. Oracle DATABASE MIGRATION Services (according to Exhibit 2 of the contract):

o Compare our existing release to a vanilla version of the same release


Deliverables (Migration Milestone #2): Standard Oracle Compare Reports; Vanilla Compare Spreadsheet

o Evaluate the results of the compare reports and update existing Platform SQL syntax objects: Records View, Peoplecode, Application Engine and Structured Query Reports (SQR’s) as appropriate for the new Target Platform and document the updated objects in a MS Excel spreadsheet. Create SQL-to-Oracle database migration scripts designed for use to migrate one copy of our PeopleSoft production environment using proprietary migration tools.

Deliverables (Migration Milestone #3): Database Migration Scripts, PeopleSoft Datamover export of the PeopleTools Tables, Updated Vanilla Compare Reports

1.3.3.2. Oracle UPGRADE Services according to Exhibit 3 of the contract:o Compare our existing release to an “out-of-the-box” version of the new release

and provide us with the standard Oracle compare reports and an Excel spreadsheet containing the results of the vanilla compare. Compare our PeopleTools queries contained in our existing release with the standard fields and records contained in the standard “out-of-the-box” upgrade release and provide us with an Excel spreadsheet showing the results of the query Jumpstart Tier 1. Compare our SQR’s/SQC’s contained in our existing release with the standard fields and records contained in the standard “out-of-the-box” upgrade release

Deliverables (Upgrade Milestone #1): Standard Oracle Compare Reports – Vanilla and New Release Vanilla compare spreadsheet in MS Excel Query Jumpstart Tier I Reports SQR Jumpstart Tier I Reports

o Initial Upgrade Steps Deliverables (Upgrade Milestone #2):

A PeopleSoft Datamover export of the PeopleTools tables at the upgrade release after the initial upgrade steps have been completed

Standard Oracle data conversion programs contained in our upgraded release modified to include our custom added record/field objects.

Our changes to reapplication objects contained in the existing release manually reapplied to the upgraded release.

The latest certified PeopleTools release A record of the decisions made by Oracle regarding the

reapplication objects in the Excel spreadsheet containing the results of the new release compare

1.3.3.3. NDUS Obligations with Oracle Lab Serviceso Participate in weekly Oracle Status Meetingso Identify customizations that will be retained, removed, remapped, or renamedo Review Migration Preparation Checklist and Upgrade preparation Checklist

documents and return to Oracle by August 31.o Review Defaults Questionnaire for LS 801-90 and return to the lab by August

31.o Review functional steps in Ch. 1 Upgrade Instructions in order to perform on

MSS copy of production take prior to Test Move.o Complete the ASC Upgrade Services discovery questionnaire

1.3.4. Perform Test Moves (into TEST (SYS))1.3.4.1. Develop Master Test Plan1.3.4.2. First Test Move

1.3.4.2.1 Preparations and Create SQL Copy of Production1.3.4.2.2 Perform the First Test Move

On-site Database Migration Test Move Services – Oracle will migrate one copy of our PeopleSoft production environment from SQL to Oracle. Deliverables (Migration Milestone #4):


o Up to 15 person days of onsite technical assistanceo Database Platform Migration Design Document

On-site Upgrade Test Move Services – Oracle will upgrade a copy of our existing release in its production environment to version 9.0. Deliverables (Upgrade Milestone #3):

o Up to 15 person days of onsite technical assistance1.3.4.2.3 Technical, Unit, and System Testing

Refer to Testing Plan in Appendix II1.3.4.3. Second Test Move

1.3.4.3.1 Preparations and Create SQL Copy of Production1.3.4.3.2 Perform the Second Test Move1.3.4.3.3 Technical, Unit, and System Testing

Refer to Testing Plan in Appendix II1.3.4.4. Third Test Move

1.3.4.4.1 Preparations and Create SQL Copy of Production1.3.4.4.2 Perform the Third Test Move1.3.4.4.3 Technical, Unit, and System Testing

Refer to Testing Plan in Appendix II1.3.4.5. Confirm Go-Live Date

o Once the Third and/or Fourth Test Move are complete, the project management team will have enough information to confirm a go-live date.

1.3.4.6. Fourth Test Move1.3.4.6.1 Preparations and Create SQL Copy of Production1.3.4.6.2 Perform the Fourth Test Move1.3.4.6.3 Technical, Unit, and System Testing

Refer to Testing Plan in Appendix II

1.3.5. Comparison Analysis1.3.5.1. Conduct Comparison Analysis

o Analyze release notes, PeopleBooks, all upgrade docs for 9.0 (business analysts)

Take sections and start reading and highlighting areas in which we need clarification

Use the “Upgrade Comparison Worksheet” to document commentso Identify current business processes, the current navigation, the related

customizations, modifications, reports, interfaces and queries, using the “Upgrade Comparison Worksheet.” This worksheet can be used for planning test scripts also.

o Identify new 9.0 navigation and processes that could replace current customizations/modifications and document them on the “Upgrade Comparison Worksheet”

o Once the Preliminary Report is developed (below) and the User Groups are trained, the business analysts, programmers, and the User Groups will work to complete the analysis and deliver the Final Report.

1.3.5.2. Deliver Preliminary NDUS Comparison Analysis Reporto This draft document will be the recommendations of the functional and

technical staff, prior to User Group Training and involvement.1.3.5.3. Prepare for Initial User Testing/Training1.3.5.4. Initial User Training/Testing1.3.5.5. Estimate and Prioritize Fixes for Customizations, Modifications, Interfaces, Reports &

Querieso Using the “Comparison Analysis Spreadsheet,” add estimates and priorities to

each of the customizations/modifications.1.3.5.6. Deliver Final NDUS Comparison Analysis Report

o This final document will be the recommendations of functional, technical, and User Group staff

1.3.6. Security Analysis and Configuration


1.3.6.1. Hire Security Consultanto Review résumés and select likely candidate(s).o Interview the candidate(s).o Determine the time schedule for when the consultant will be needed and the

consultant’s availability. Recommend the candidate to be offered the position.o Hire the candidate and arrange schedule.

1.3.6.2. Review Documentation for 9.0 Securityo Review documentation applicable to PeopleTools security. Highlight areas

where we need clarification. Divide up the sections under Maintain Security: Use, Setup, and

Process to learn more about the options available and to see if we can easily implement to improve institution security.

Create and update the ‘Upgrade Security Tasks’ spreadsheet as tasks are identified to redesign or create permission lists and roles.

Create and update the ‘Upgrade Tasks Needing Clarification’ as questions arise. As the questions are resolved, update the ‘Upgrade Security Tasks’ spreadsheet.

o Review documentation applicable to Design Student Administration. Highlight areas where we need clarification.

Divide up the Secure Student Administration and Secure Student Financials sections.

Update the ‘Upgrade Security Tasks’ spreadsheet as tasks are identified.

Update the ‘Upgrade Tasks Needing Clarification’ spreadsheet as questions arise. As the questions are resolved, update the ‘Upgrade Security Tasks’ spreadsheet

1.3.6.3. Identify and Document Modifications to the Current Securityo Review Security Change Log, DR’s, and other documentation applicable to

modifications for Security. Identify and document changes that will be necessary. Update the ‘Upgrade Security Tasks’ spreadsheet.

1.3.6.4. Review Current Security Functionality - roles and permissionso Review the current security role and permission lists set-up.

1.3.6.5. Research Best Business practice in 9.0 Security Accesso Research the best method of creation of security roles and permission lists.

Same roles for all campus? Same permission lists but different roles for each campus? Different permission lists and different roles for each campus? How would bundles and MR's be handled?

o Determine the lines of authority and approval for: Access requests New permission lists or changes to permission lists New roles or changes to roles.

o Determine methods to implement better institutional security Security Views, etc

1.3.6.6. Design and Configure New/Revised Security Roles and Permissions for 9.0o Design and configure the new/revised security roles and permission lists for

9.0 based on the Best Business practice research completed above.o Decide on naming convention for permission lists and roles.o Begin creating the spreadsheet documentation of all permission lists.

1.3.6.7. Security Documentationo Complete the spreadsheet documentation for each permission list.o Create descriptions for each new role.

Determine which roles should be published, to enable the users to determine the correct access assignments.

Determine which roles should not be published, and how the roles will be approved, if requested.

o Publish the new roles


o Create a Security document containing procedures and policies. Create the document Determine who should approve the document Obtain the approval of the document

o Re-design and create request forms. Create the forms Seek approval of the forms Publish the new forms

1.3.6.8. Creation and Assignment of New Security Roles to Campus End Userso Determine the correct security access for campus end users by campus

personnel, based on documentation created in the previous task.o Communicate the requests for users to the ConnectND Security Staffo Apply the Security changes

Apply new roles Apply additional institutional security, etc.

1.3.7. Plan for and Perform Testing/Fixes/Updates and Configure Functionality1.3.7.1. Planning and Coordination for Development Cutoff

o Communication and coordination of outstanding developments1.3.7.2. Development Cutoff

o This milestone signifies a point when no additional developments should be migrated to production, unless it is approved by the Campus Solutions Director and/or is a federal or regulatory requirement.

1.3.7.3. Create Test Scriptso Refer to Testing Plan in Appendix II

1.3.7.4. Perform Fixes, Resolve Issues, Retesto Test and perform the appropriate fixes to ensure that approved customizations

and modifications function as designed in the new release.1.3.7.5. Configuration of Functionality, Resolve Issues, Testing

o Configure 9.0 functionality for business processes and the approved customizations and modifications.

1.3.7.6. Documentationo Create documentation and configuration documents.

1.3.8. Portal Creation1.3.8.1. Create Portal Demo Environment1.3.8.2. Create Portal Production Environment1.3.8.3. Create Portal Pre-Production (Q)1.3.8.4. Create Portal Test Environment1.3.8.5. Copy Portal Environments

1.3.9. Third Party Product Installation / Configuration1.3.9.1. Ad Astra Reinstall

1.3.9.1.1 Ad Astra Planning1.3.9.1.2 Production Environment1.3.9.1.3 Test Environment1.3.9.1.4 Acceptanceo The database migration to Oracle is part of the overall plan that also requires a

change to Ad Astra. However, there might be other reasons for changes. We will first gather information from Ad Astra to determine if there are also functional changes needed because of the upgrade to 8.9 and above such as table structure changes.

1.3.9.2. Housing1.3.9.2.1 Judicial Officer on-demand student import1.3.9.2.2 Housing Director on-demand student import1.3.9.2.3 Data Interface Module student update1.3.9.2.4 MyHousing external data source connections1.3.9.2.5 MyHousingApplyOnline external data source connections


1.3.9.2.6 Data Interface Module billing exports1.3.9.3. TouchNet

1.3.9.3.1 TouchNet Configuration and Interfaces1.3.9.4. AppWorx Reinstall

1.3.9.4.1 AppWorx Planning1.3.9.4.2 AppWorx Installation and Testing

1.3.9.5. EdConnect1.3.9.5.1 Analysis of Impacts and Issue Resolution

1.3.9.6. Kronos1.3.9.6.1 Analysis of Impacts and Issue Resolution

1.3.9.7. Self Service HRMS1.3.9.7.1 Analysis of Impacts and Issue Resolution

1.3.9.8. FAMIS1.3.9.8.1 Analysis of Impacts and Issue Resolution

1.3.9.9. CRM – Recruiting and Admissions1.3.9.9.1 Analysis of Impacts and Issue Resolution

1.3.10. End-to-End Testing1.3.10.1. Develop Go-Live Plan, including Help Desk procedures1.3.10.2. Integration, Parallel, and User Acceptance Testing

o Refer to Testing Plan in Appendix II1.3.10.3. Final Test Move

o Preparations and Creation of SQL Copy of Productiono Perform Final Test Moveo Validation and Testing of Final Test Move

1.3.10.4. Performance Testing (Load Testing)1.3.10.5. CAC and User Group Acceptance of System1.3.10.6. Evaluate Readiness for Go-Live1.3.10.7. Acceptance for Go-Live

1.3.11. Campus End User Training1.3.11.1. Prepare Training Plan and Materials1.3.11.2. Perform Training

o Refer to Training Plan in Appendix II

1.3.12. Go-Live Planning and Preparations1.3.12.1. Misc. Go-Live Preparations

1.3.13. Go-Live1.3.13.1. Final Move to Production

o Preparations and Creation of SQL Copy of Productiono Perform Final Move to Productiono Validation and Testing of Final Move to Production

1.3.13.2. Final Acceptance Test1.3.13.3. Go live1.3.13.4. Initial Go-Live Support

1.3.14. Post-Upgrade Transition1.3.14.1. Problem prioritization and resolution1.3.14.2. Transition to support mode

1.4. Monitoring and Controlling1.4.1. Coordinate Plans (Training, Testing, Environment, Maintenance)1.4.2. Update and Maintain the Project Plan / Manage Scope, Schedule, Budget, and Quality1.4.3. Stakeholder Communications - Meetings and Correspondence


1.5. Closing1.5.1. Post Implementation Review and Report

Scope Control

To ensure Scope Control, a Change Control Log will be developed (see Appendix III). This log will contain the following fields:

Request number (for tracking purposes) Date of Request Description of the scope control change item Areas that are impacted by this scope control change item Who the change item is assigned to The status of the change item The last update recorded on the change item

To ensure the scope control document is utilized in the overall project management of this implementation it will be reviewed on a weekly basis by the Project Manager and Project Leads. The outcome of this meeting will include a report that will be forwarded to the Steering Committee and the CAC if necessary.

Acceptance Management (Deliverable Acceptance Process)

To ensure proper accounting of signoffs and assurance that deliverables are met, the deliverables acceptance log will be utilized (see Appendix III). This log will include the following items:

Deliverable Name (as determined by campus and project staff) Date sent for review Date sent for acceptance Action and Comments Action Date

This acceptance log will be reviewed by the Project Manager and Campus Solutions Director each week and a report filed with the Steering Committee. The Acceptance Log will be maintained in coordination with campus staff, module lead, and Project Administration.


Time Management

Project Time Management includes the processes required to ensure timely completion of the project.

Baseline ScheduleThe baseline summary schedule below is the base version of the schedule. The schedule will have additional details added to it as the project progresses. Any significant changes will follow the Schedule Control procedures below. To view additional schedule details, refer to Appendix I.

Note: The detailed resource assignments for these tasks are not yet included in the summary below. However, there are no tasks assigned to campus personnel or the Functional User Groups within the next 45 days. As more details and resource assignments are planned, campus personnel will be notified 30 days in advance through the Weekly Updates and other communications as to which tasks they can expect to be participating in.

Reminder: Due to the steep learning curve with the products of this project and the unknowns of the new technology, the tasks cannot be thoroughly scoped very far in advance. Task start/end dates will be firm only within 30 days of this plan version and/or a status communication. High-level dates for tasks will be provided out to 90 days and are somewhat firm, but any dates beyond 90 days are not firm and are subject to change due to the necessity of the gradual detailing of the scope and schedule.

1 Baseline Schedule for the Upgrade to Campus Solutions 9.0 Project 1.1 Initiating May 4, 2007 June 8, 20071.1.1 Contract Negotiations May 4, 2007 May 29, 20071.1.2 Finalize the NDUS Business Case May 14, 2007 May 18, 20071.1.3 Finalize the NDUS Project Charter May 18, 2007 May 30, 20071.1.4 Define Oracle planning services and Schedule the Upgrade Planning Workshop May 30, 2007 June 8, 20071.2 Planning April 2, 2007 August 13, 20071.2.1 Develop Baseline Project Plan May 18, 2007 August 13, 20071.2.2 Project Planning Kickoff Meeting - Internal Managers May 30, 2007 May 30, 20071.2.3 Oracle Upgrade Planning and Platform Migration Workshop June 19, 2007 June 21, 20071.2.4 Finalize Cutoff Date for Development June 22, 2007 June 22, 20071.2.5 Project Kickoff Meeting - CND and ITSS Staff June 25, 2007 June 25, 20071.2.6 CAC and Oversight Project Kickoff Meeting June 28, 2007 June 28, 20071.2.7 User Group Kickoff Meeting August 2, 2007 August 2, 20071.2.8 Develop MS Project Server and Project Repository May 30, 2007 July 10, 20071.3 Executing May 14, 2007 August 20081.3.1 Staff Training May 14, 2007 July 20081.3.2 Prepare Technical Environments June 6, 2007 August 20081.3.3 Oracle Database Platform Migration and Upgrade Services (in Lab) June 14, 2007 October 12, 2007

1.3.4 Perform Test MovesSeptember 4, 2007 February 2008


1.3.5 Comparison Analysis August 14, 2007 December 20071.3.6 Security Analysis and Configuration July 16, 2007 February 20081.3.7 Plan for and Perform Testing/Fixes/Updates and Configure Functionality June 29, 2007 April 20081.3.8 Portal Creation August 6, 2007 February 20081.3.9 3rd Party Product Installation/Configuration August 1, 2007 February 20081.3.10 End to End Testing March 2008 July 20081.3.11 Campus End User Training April 2008 July 20081.3.12 Go-Live Planning and Preparations April 2008 July 20081.3.13 Go-Live July 2008 July 20081.3.14 Post-Upgrade Transition July 2008 August 2008

1.4 Monitoring and ControllingAugust 14, 2007 August 2008

1.4.1 Coordinate Plans (Training, Testing, Environment, Maintenance) August 14, 2007 July 20081.4.2 Update and Maintain the Project Plan / Manage Scope, Schedule, Budget, and Quality August 14, 2007 July 20081.4.3 Stakeholder Communications - Meetings and Correspondence August 14, 2007 August 20081.5 Closing August 2008 September 20081.5.1 Post-Implementation Review and Report August 2008 September 2008

Schedule Control

To ensure control of the schedule, the following controls will be in place for this implementation:

No change will be made to the schedule without the approval of the Project Manager. All schedule changes will be agreed on by the Project Leads and the Project Manager. The Project Manager will report all schedule changes to the Steering Committee and the CAC with an explanation for the change in schedule. The Change Control Log in Appendix III will be used to track schedule changes.


Cost Management

Project Cost Management includes the processes required to ensure that the project is completed within the approved budget

BudgetThe project budget is $1,545,000. The budget is to be used for the Oracle Lab services, consulting, training, the Universal Productivity Kit. Refer to the current status report for a listing of expenses to date.

Cost Control

To control implementation costs the following will be adhered to:

Final approval for all changes will be the responsibility of the Steering Committee and CAC. When changes in costs are realized they should be first addressed by the Project Manager. If the Project Manager and Project Director believe the costs are critical to the overall success of the project,

they will document the reasons and forward them to the Steering Committee for review. Upon reviewing any requests for additional costs, the Project Manager and Project Director will meet with the

Steering Committee to review the costs and ensure that all cost controls have been reviewed. If additional funding is to be sought out, the Steering Committee will forward the need for additional funding to

the NDUS Senior Councils for review and funding source identification. Only when all efforts have been exhausted to control costs will the request be forwarded to the Project

Oversight Committee for review. The Change Control Log in Appendix III will be used to track budget changes.

Quality Management

Project Quality Management includes the processes required to ensure that the project will satisfy the needs for which it was undertaken

Quality Control

To ensure quality control, the following standards will be utilized in the implementation:

For overall Project Management, the Project Management Institute’s Body of Knowledge (PMBOK) www.pmi.org and the North Dakota Project Management Guidebook www.nd.gov/epm will be utilized.

For Technical Standards the North Dakota University System Technical Standards Guide will be utilized. This will include Development Requests (DR), Migration Requests (MR), and Technical Requests (TR).

For overall ‘health’ checks of the project, the Project Manager will meet monthly with Project Oversight (Assistant to the CIO) and submit quarterly reports to Project Oversight.

To monitor the overall success/failure of the project, the Project Manager and Project Director will review the deliverables, issues log, change log, and project plan on a weekly basis as a measure of overall project success.


http://www.nd.gov/epm

http://www.pmi.org/

Human Resources Management

Project Human Resource Management includes the processes required to make the most effective use of the people involved with the project.

Project Organization Chart


Steering CommitteeMick Pytlik, CND Executive Director

Scott Mahar, Campus Solutions DirectorNancy Haskins/Janie Adam, Application

Systems Development DirectorDorette Kerian, ITSS Director

Project ManagerJennifer Kunz, Campus

Solutions Assistant Director

Project Oversight

Rich Lehn, Asst. to the CIO

Project LeadsTricia Campbell, Lead Business Analyst

Angela Uhlenkamp, Lead Business AnalystMarv Hanson, ITSS Assoc. DirectorGail Sullivan, Lead Database Admin.David Levenseller, Help Desk Lead

Bonnie Jundt, Network Admin. ManagerJanie Adam, Lead Programmer

Barb Rask, Lead Security Admin.Keith Wildermuth, Lead System Admin.

Functional User GroupsCampus Community

Financial AidRecruiting & Admissions

Student FinanceStudent RecordsAncillary Systems

State Board of Higher Education

NDUS CIORandall Thursby

Team Members

CND Oversight Committee

Campus Advisory Committee

Bill Goetz, Chancellor

End Users

Laura Glatt, Vice Chancellor for Admin Affairs

17

Team Directory<<Please contact the Project Manager, Jennifer Kunz ([email protected] to request a copy of this directory>>

Roles and ResponsibilitiesRole Names ResponsibilityProject Sponsors

o Randall Thursby, NDUS CIOo Mick Pytlik, CND Directoro CND Oversight Committeeo CND Campus Advisory

Committee

o Review overall progress and budgetary impactso Review project recommendations and make

decisionso Make strategic decisions for the Campus

Solutions System

Steering Committee

o Randall Thursby, NDUS CIOo Mick Pytlik, CND Directoro Dorette Haskins, ITSS Directoro Scott Mahar, CND-Campus

Solutions Directoro Nancy Haskins / Janie Adam,

CND-Application Services & Development Director

o Rich Lehn, NDUS Assistant to the CIO

o Review and manage escalated risks, issues, overall progress, and resource impacts

o Deploy resources necessary for the project

Project Manager

o Jennifer Kunz o Develop the project charter and the project plan, including the schedule and budget

o Monitor the project schedule and budgeto Report overall project status to the steering

committee and project sponsorso Assist in the identification, reporting, and

resolution of project changes, risks, and issues.o Coordinate overall resources necessary for the

projecto Conduct regular and ongoing review of the

project to confirm that it meets original objectives and requirements

o Direct the planning and management of the tasks in the project schedule

o Develop, prepare, and coordinate the dissemination of timely information to stakeholders.

o Close the projectProject Leads o Tricia Campbell, Lead Business

Analysto Angela Uhlenkamp, Lead

Business Analysto Marv Hanson, ITSS Assoc.

Directoro Gail Sullivan, Lead Database

Admin.o David Levenseller, Help Desk

Lead

o Coordinate project tasks and manage resource impacts for assigned employees

o Report task progress to the project managero Assist in the identification of project risks and

issues and escalate them to the project manager

o Communicate project information to applicable employees


mailto:[email protected]

o Bonnie Jundt, Network Admin. Manager

o Janie Adam, Lead Programmer

o Barb Rask, Lead Security Admin.

o Keith Wildermuth, Lead System Admin.

Functional User Groups

o Campus Community

o FAMIS

o Financial Aid

o Housing

o Parking

o Student Finance

o Student Records

o Perform functional tasks assignedo Provide recommendations for customizations

and modificationso Perform testingo Assist with training planningo

Project Team o Various technical and functional staff

o Perform technical and functional tasks assigned and report progress to the project leads and project manager

Students and End Users

o Various students and end users o Assist with testing, providing recommendations, and feedback on the project


Communication Management

Project Communication Management includes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimately disposition of project information.

Communication Management PlanDescription of Communication

To Whom / Stakeholders involved Frequency Facilitator / Author (s)

Project Review Meetings Project LeadsSteering Committee (optional)

Wednesdays Scott Mahar

Oracle Lab Status Meetings Project Leads Weekly Jennifer Kunz

Steering Committee Meeting (part of CND Directors meeting)

CND Directors Tuesdays Jennifer Kunz

Project Status Reports Steering CommitteeProject Team

Fridays(Monthly to CAC)

Jennifer Kunz

Weekly Updates about current and upcoming project tasks (based on 30 day and 90 day increments)

Project TeamSA List Serv

Weekly Jennifer Kunz

Web Site Updates All Stakeholders TBD Jennifer Kunz

IVN Meetings As needed for FUG’s, Users, etc. TBD Jennifer Kunz


Risk Management and Issue Management

Risk Management is the systematic process of identifying, analyzing, and responding to project risks. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse event to project objectives.

Risk Management PlanTo ensure proper accounting of Risks (events that could happen), the Risk Management Log will be utilized (see Appendix III). This log will include the following items:

Identification Number Date Risk Raised Status (Active/Potential/Closed) Risk Risk Probability (Low, Medium, High) Risk Impact (Low, Medium, High) Risk Assignment Agreed Response (Avoid, Transfer, Mitigate, Accept) Risk Score (Matrix) Risk Response Plan

This Risk Management Log will be reviewed weekly by the Project Manager and Project Director with the Project Leads, with a report filed to the Steering Committee, CAC, and Oversight Committee. The Risk Management Log will be maintained in coordination with campus staff, module leads, and Project Administration

Issues Management Plan

In an effort to ensure proper accounting of Issues (events that have already occurred), the Issue Management Log will be utilized (see Appendix III). This log will include the following items:

Issue Number Date Issue Raised Description Comments Who Assigned To Action Taken Status Last Update

This Issues Management Log will be reviewed weekly by the Project Manager and Project Director with the Project Leads, with a report filed to the Steering Committee, CAC, and Oversight Committee. The Issue Management Log will be maintained in coordination with campus staff, module leads, and Project Administration


Appendix I

Baseline Project Schedule

The baseline summary schedule below is the base version of the schedule. It has more details expanded than the summary version on page 14. The schedule will have additional details added to it as the project progresses. Any significant changes will follow the Schedule Control procedures. If you would like to receive the Excel spreadsheet as a separate file, please send an email to the Project Manager, Jennifer Kunz at [email protected].

Note: The detailed resource assignments for these tasks are not yet included in the summary below. However, there are no tasks assigned to campus personnel or the Functional User Groups within the next 45 days. As more details and resource assignments are planned, campus personnel will be notified 30 days in advance through the Weekly Updates and other communications as to which tasks they can expect to be participating in.

Reminder: Due to the steep learning curve with the products of this project and the unknowns of the new technology, the tasks cannot be thoroughly scoped very far in advance. Task start/end dates will be firm only within 30 days of this plan version and/or a status communication. High-level dates for tasks will be provided out to 90 days and are somewhat firm, but any dates beyond 90 days are not firm and are subject to change due to the necessity of the gradual detailing of the scope and schedule.

1 Baseline Schedule for the Upgrade to Campus Solutions 9.0 Project 1.1 Initiating May 4, 2007 June 8, 20071.1.1 Contract Negotiations May 4, 2007 May 29, 20071.1.2 Finalize the NDUS Business Case May 14, 2007 May 18, 20071.1.3 Finalize the NDUS Project Charter May 18, 2007 May 30, 20071.1.4 Define Oracle planning services and Schedule the Upgrade Planning Workshop May 30, 2007 June 8, 20071.2 Planning April 2, 2007 August 13, 20071.2.1 Develop Baseline Project Plan May 18, 2007 August 13, 20071.2.2 Project Planning Kickoff Meeting - Internal Managers May 30, 2007 May 30, 20071.2.3 Oracle Upgrade Planning and Platform Migration Workshop June 19, 2007 June 21, 20071.2.4 Finalize Cutoff Date for Development June 22, 2007 June 22, 20071.2.5 Project Kickoff Meeting - CND and ITSS Staff June 25, 2007 June 25, 20071.2.6 CAC and Oversight Project Kickoff Meeting June 28, 2007 June 28, 20071.2.7 User Group Kickoff Meeting August 2, 2007 August 2, 20071.2.8 Develop MS Project Server and Project Repository May 30, 2007 July 10, 20071.3 Executing May 14, 2007 August 20081.3.1 Staff Training May 14, 2007 July 20081.3.1.1 Learn the New Release (this occurs throughout the project) May 14, 2007 July 2008


mailto:[email protected]

1.3.1.2 Training Classes for Staff May 14, 2007 July 20081.3.1.2.1 Oracle 10gR2 Administration I May 14, 2007 May 18, 20071.3.1.2.2 Oracle 10gR2 Administration II May 21, 2007 May 25, 20071.3.1.2.3 Oracle Enterprise Manager 10g Grid Control July 9, 2007 July 13, 20071.3.1.3 UPK Planning and Implementation June 22, 2007 September 14, 20071.3.1.3.1 UPK Planning June 22, 2007 July 26, 20071.3.1.3.2 UPK Implementation, Testing, and Training July 27, 2007 September 14, 20071.3.2 Prepare Technical Environments June 6, 2007 August 20081.3.2.1 Complete Pre-Installation Checklist June 6, 2007 June 12, 20071.3.2.2 Package Database for the Upgrade Lab June 8, 2007 June 14, 20071.3.2.3 Schedule the Oracle Installer to be onsite June 18, 2007 July 23, 20071.3.2.4 Create and Certify DEMO Environment June 22, 2007 August 13, 20071.3.2.5 Planning for Tools, Access, Bundles, Migrations, and Refreshes June 22, 2007 November 20071.3.2.6 Create PROD Environment July 30, 2007 December 1, 20071.3.2.7 Create TEST and STAGE Environments November 2007 January 20081.3.2.8 Post Install Management for All Environments July 23, 2007 August 20081.3.2.9 Environment Management and Tuning June 14, 2007 August 20081.3.3 Oracle Database Platform Migration and Upgrade Services (in Lab) June 14, 2007 October 12, 20071.3.3.1 Oracle Database Migration Services June 14, 2007 July 25, 20071.3.3.2 Oracle Upgrade Services July 25, 2007 September 14, 20071.3.3.3 NDUS Obligations with Oracle Lab Services June 14, 2007 October 12, 20071.3.4 Perform Test Moves September 4, 2007 February 20081.3.4.1 First Test Move September 4, 2007 November 8, 20071.3.4.1.1 Preparations and Creation of SQL Copy of Production September 4, 2007 September 10, 20071.3.4.1.2 Perform the First Test Move September 10, 2007 October 5, 20071.3.4.1.3 Technical, Unit, and System Testing of First Test Move October 5, 2007 November 20071.3.4.2 Second Test Move November 13, 2007 December 20071.3.4.3 Third Test Move January 2008 February 20081.3.4.4 Fourth Test Move February 2008 February 20081.3.4.5 Confirm Go-Live Date February 2008 February 20081.3.5 Comparison Analysis August 14, 2007 December 20071.3.5.1 Conduct Comparison Analysis August 14, 2007 December 20071.3.5.2 Deliver Preliminary NDUS Comparison Analysis Report October 2007 October 20071.3.5.3 Prepare for Initial User Testing/Training September 17, 2007 November 20071.3.5.4 Initial User Group Training/Testing November 2007 November 20071.3.5.5 Estimate and Prioritize Fixes for Customizations, Modifications, Interfaces, Reports & Queries October 2007 December 20071.3.5.6 Deliver Final NDUS Comparison Analysis Report December 2007 December 20071.3.6 Security Analysis and Configuration July 16, 2007 February 20081.3.6.1 Hire Security Consultant July 16, 2007 August 6, 2007


1.3.6.2 Review Documentation for 9.0 Security August 27, 2007 October 9, 20071.3.6.3 Identify and Document Modifications to the Current Security August 27, 2007 September 14, 20071.3.6.4 Review Current Security Functionality - roles and permissions September 17, 2007 November 20071.3.6.5 Research Best Business practice in 9.0 Security Access August 27, 2007 October 20071.3.6.6 Design and Configure New/Revised Security Roles and Permissions for 9.0 September 18, 2007 February 20081.3.6.7 Security Documentation October 1, 2007 April 20081.3.6.8 Assignment of New Security Roles to Campus End Users April 1, 2008 June 20081.3.7 Plan for and Perform Testing/Fixes/Updates and Configure Functionality June 29, 2007 April 20081.3.7.1 Planning and Coordination for Development Cutoff June 29, 2007 August 2, 20071.3.7.2 Development Cutoff August 1, 2007 August 1, 20071.3.7.3 Create Test Scripts August 14, 2007 February 20081.3.7.5 Perform Fixes, Resolve Issues, Testing October 2007 April 20081.3.7.6 Configuration of Functionality, Resolve Issues, Testing October 2007 April 20081.3.7.7 Documentation July 30, 2007 April 20081.3.8 Portal Creation August 6, 2007 February 20081.3.8.1 Create Portal Demo Environment October 1, 2007 January 20081.3.8.2 Create Portal Production Environment October 2007 January 20081.3.8.3 Create Portal Q Environment October 1, 2007 December 20071.3.8.4 Create Portal Test Environment November 2007 April 20081.3.8.5 Copy Portal Environments February 2008 February 20081.3.9 3rd Party Product Installation/Configuration August 1, 2007 February 20081.3.10 End to End Testing March 2008 July 20081.3.11 Campus End User Training April 2008 July 20081.3.12 Go-Live Planning and Preparations April 2008 July 20081.3.13 Go-Live July 2008 July 20081.3.14 Post-Upgrade Transition July 2008 August 20081.4 Monitoring and Controlling August 14, 2007 August 20081.4.1 Coordinate Plans (Training, Testing, Environment, Maintenance) August 14, 2007 July 20081.4.2 Update and Maintain the Project Plan / Manage Scope, Schedule, Budget, and Quality August 14, 2007 July 20081.4.3 Stakeholder Communications - Meetings and Correspondence August 14, 2007 August 20081.5 Closing August 2008 September 20081.5.1 Post-Implementation Review and Report August 2008 September 2008


Appendix II

Training Plan***NOTE: This Training Plan is high level only at this time. More details will be added as the project progresses.

Potential Classes 1. Data Center

o Oracle 10g Real Application Clusterso Oracle 10g Application Server Admin Io Oracle 10g Application Server Admin 2o Oracle 10g Intro to SQLo Oracle 10g SQL Tuningo Oracle 10g Performance Tuningo Change Assistant Trainingo Additional Training TO BE LISTED AT A LATER DATEo

2. Programmer Trainingo XML Publishero Additional Training TO BE LISTED AT A LATER DATE

3. Functional Training - Business Analystso POP Selecto Additional Training TO BE LISTED AT A LATER DATE

4. Security Trainingo TO BE LISTED AT A LATER DATE

5. Help Desk Trainingo TO BE LISTED AT A LATER DATE

6. User Group Member Trainingo TO BE LISTED AND EXPLAINED AT A LATER DATE

Oracle Task Suggestions yet to be added:o Identify Training Topicso Identify Training Requirements and Audienceso Identify Training Methodso Create Project Team Training Scheduleo Draft Project Team Training Plano Draft End-User Training Plano Review and Approve Training Strategy


Testing Plan***NOTE: This Testing Plan is high level only at this time. More details will be added as the project progresses.

Functional TestingTypes of Testing

1. Unit Testing – This testing is done to determine if the system is working correctly. The first testing will be used to test the setup configuration on 9.0 PS. This testing will start at the end of July (as soon as the demo environment is available).

2. System Testing – This testing is done to test business processes to determine if they still work on 9.0.3. Integration Testing – This testing is done with all modules participating. This tests the coordination

between the modules as well as other databases and software’s (Ad Astra, Housing, Parking, etc). The other products must be stable before this testing is done. This should be done in a separate environment that is not cluttered. It is very important that this be a copy of a good environment.

4. Parallel Testing – This testing is done in two environments simultaneously to ensure they are both working the same. This should be done prior to data conversion

5. Performance (Load) testing – Functional Assistance is needed, but it is mainly done by the technical staff.6. User Acceptance Testing – This testing is important for accepting features new to the 9.0 release. This

testing may be done early in the process to have user input in additions to the system, but it must also be done at the end of the testing process

Testing Concerns

1. Expect that processes WILL NOT WORK correctly at first.2. Security Access testing must be done throughout all testing types.3. Since this is a version upgrade, the scope of the testing should be restricted to current functionality and

approved customizations/modifications.4. It is very important that areas of concern in one area be shared with other modules as the issue may affect

other areas. This communication is vital!5. Significant amounts of time will be required for testing. Testing time must be blocked off for this.6. Specific campus users may help with testing. These users will need to expect that things will not work at

first.

Needed for Testing

Test Scripts (Steps) – As much or as little effort as needed or wanted may be used to make these. The creation of these documents eats up time. Previous test scripts or desk manuals may be used if desired. The important thing is to document all issues and recommendations.

Scenarios for Integration Testing – Determine which types of students, enrollment situations are needed to ensure the most complete testing is done.

Initial Effort Estimates1. Create Test Scripts

Whata. First determine how to use UPK and/or old test scriptsb. Develop the UPK process and/or a templatec. Create at least --- scripts for each moduled. Discuss as a groupe. Discuss with user groupsf. Signoff

2. Initial Unit Testing in DEMOWhata. Test navigation


b. Test the setup configuration of 9.0c. Test individual online transactions and batch processes on the upgraded databased. Test and Document issuese. Deliver an Issues List

3. Initial Unit and System Testing in the migrated and upgraded Copy of Production (SYS) What

Unit Testinga. Test individual online transactions and batch processes on the upgraded database Validate

data converted ruing the upgradeb. Verify that you can access existing data and enter new data successfullyc. Test customizations reapplied to the upgraded databased. Each customization is tested individually along with all related processese. Business processes and test scripts are not yet testedf. Test and Document findings

System Testinga. Test inbound and outbound interfaces and related business processesb. Test online business processes using relevant security (user IDs, roles, and permission lists)c. Test batch business processesd. Test reporting processes (SQR, PS/Query, nVision, and Crystal)e. Test customizations to business processesf. Perform using test scriptsg. Compare expected results to actual resultsh. Test and Document findingsi. Deliver a list of all Issues to be resolved?

4. Resolve Issues, Perform Fixes, RetestWhat

a. Test, Document, Resolve issues, retest

Technical Testing<<This section is not yet started>>


Appendix III<<These are examples only; the logs will be updated weekly and included with the weekly Status Report>>

Change Control Log

Request # Date of Request

Description Area of Impact

Assigned To StatusPending/Accept/Reject

Last Update

Risk Management Log

ID Date Raised

Status (active, potential, closed)

Risk Risk Probability(L, M, H)

Risk Impact(L,M,H)

Risk Assignment

Agreed Response(Avoid, Transfer, Mitigate, Accept)

Risk Score(Matrix)

Risk Response Plan

Issue Management Log

Issue # Date Raised

Issue Description

Comments Assigned To

Action Taken

Status Last Update

Deliverable Acceptance Log

Deliverable Name Date Sent for Review

Date Sent for

Acceptance

Action and Comments Action Date


Baseline Project Plan Approval

Sign-off

_________________________________ ___August 17, 2007_____Randall Thursby, NDUS-CIO Date

_________________________________ ___August 17, 2007_____Mick Pytlik, CND Executive Director Date

_________________________________ ___August 17, 2007_____Dorette Kerian, HECN-N / ITSS Director Date

______________________________________ ___August 23, 2007_____Campus Advisory Committee Date

______________________________________ ___September 12, 2007__Oversight Committee Date
