CU Alert: All enterprise and business applications are available. See email for additional information.
Portal Status: Green
If you have question about a project, click the link under the questions column to email the project manager.
|PROJECT NAME||PROJECT SUMMARY||PROJECT PHASEProject phaseThe project phase identifies where a project, or initiative, is in its cycle. It begins with the planning phase and ends with the closing phase.||PROJECT HEALTHProject healthThe project health identifies how a project, or initiative, is doing in terms of budget, timeline and scope. (DURING EXECUTION)||QUESTIONS?||GO-LIVE|
This project will build the foundation of a cloud infrastructure - specifically on AWS - in which future production and non-production workloads can successfully operate on in a secure, reliable, and performant manner.
The adoption of cloud infrastructure is identified within the UIS MultiCloud Phase 1 and 2 goals as well as supports UIS strategic goals aligned to overarching University initiatives.
|ExecutionExecution PhaseThe UIS project team executes the project plan with a focus on meeting scope, budget and timeline. Active management of time, cost, quality, change, risk and issues occur during the execution phase.||GreenGreen project statusOn-track projects are given green status. These projects are running within budget, timeline or scope.||Contact us||TBD|
|CU People MDM System Replacement||CU People matches person records across systems. The current technology is 10 years old. By upgrading the internal matching and database software, we will be able to greatly improve search/matching performance and quality. Modern database software will also be available 24/7 so that matching capabilities are extended to online education and other cloud services.||ExecutionExecution PhaseThe UIS project team executes the project plan with a focus on meeting scope, budget and timeline. Active management of time, cost, quality, change, risk and issues occur during the execution phase.||GreenGreen project statusOn-track projects are given green status. These projects are running within budget, timeline or scope.||Contact us||TBD|
|Tableau Enterprise||This project represents the work to implement a new UIS Product - Tableau Server as an enterprise visualization tool. Currently Denver and Boulder have campus based licenses which we are porting over to System so all campuses may use this service. This enables UIS to provide both a platform for customers for direct use while also paving the way for UIS to include this product in support of our UIS Data Management service.||PlanningPlanning PhaseThe UIS project team collects and develops necessary information to determine and confirm scope, budget and timeline. The team then develops project plans to manage time, cost, quality, change, risk and issues, which will guide the team through the project execution and closure phases.||GreenGreen project statusOn-track projects are given green status. These projects are running within budget, timeline or scope.||Contact us||TBD|
|eRA Boulder Conflict of Interest (COI) Module Implementation||CU Boulder will implement the Conflict of Interest (COI) Module, part of InfoEd’s eRA applications, to replace custom software (DEPA). This will bring COI business processes into the InfoEd eRA system and further integrate the COI process with other eRA modules, such as Proposal Tracking, Award Tracking and Human Subjects. This change will give business offices greater visibility into Conflict of Interest through the grant lifecycle.||ExecutionExecution PhaseThe UIS project team executes the project plan with a focus on meeting scope, budget and timeline. Active management of time, cost, quality, change, risk and issues occur during the execution phase.||Contact us||Fall 2020|
|InfoEd Version||The release is focused on stability, bug fixes, and enhanced configuration tools that should lead to reduced internal support tickets, increased security, and improved user experience. There is also added value in the timing of this specific upgrade, as the cross-campus eRA teams hope to achieve a regular cadence by conducting single upgrades on a more regular schedule.||Contact us||Fall 2020|
|Nelnet PeopleSoft Connector Upgrade||The Nelnet PeopleSoft Connector is responsible for posting student tuition and fee payments to CU-SIS. This upgrade will replace our current version with the latest release. This new connector version utilizes PeopleSoft Integration Broker and has demonstrated markedly improved performance times. Upgrading the student single sign-on method will replace an outdated service with a more secure one by leveraging our PingFederate platform. There will be both user performance and security improvements once the connector is upgraded.||Contact us||Summer 2020|
|New Service Framework Stage 2b: Future State Business Process Design||
The UIS reorganization and New Service Framework will strengthen campus partnerships to more effectively set strategy and coordinate efforts. In addition, UIS and campus partners will benefit from a holistic view of the delivery pipeline.
This effort was identified as a top opportunity in the department’s organizational maturation as it responds to the speed and quality of expected changes. This effort supports IT Governance's IT Strategic and Annual Plan efforts.
|PlanningPlanning PhaseThe UIS project team collects and develops necessary information to determine and confirm scope, budget and timeline. The team then develops project plans to manage time, cost, quality, change, risk and issues, which will guide the team through the project execution and closure phases.||Contact us||TBD|
|NextGen Donor Management Platform||
The Advancement Next Generation Donor Management project (Next Gen) is a three phase, multi-goal, cross-campus plan that will have positive and far-reaching University-wide benefits in efficiency savings, cost reduction, and increased private support for the University of Colorado (CU).
This request is to support years four, five and six of a nine-year Advancement business strategy that will transform constituent engagement from a disparate, unlinked system to a unified platform while still providing campus and entity Advancement teams autonomy and control.
|ODE Employee Transitioning to System ODE||
CU is investing in online learning with an ambitious goal of serving considerably more online students over the next 5 years. Centralized service provision is the most effective way to achieve CU’s ambitious online learning growth goals, though campuses will continue to own specific functions. An internal online services unit will offer the flexibility, speed to market, and customization CU requires to for high-quality online program management. The Office of Digital Education (ODE), previously serving CU Denver and CU Anschutz, will take on this system-wide role and become a department of System Administration, leveraging its current capabilities to support all campuses. The employee migration project with UIS will aid in the transition of current ODE employees to System Administration, who are current employees of CU Denver Anschutz.
The goal of a long-term, phased technology migration plan includes:
|Oracle Database Upgrades||General support for the current Oracle database version ends November 30, 2020; extended support is not available. The purpose of this project is to upgrade all databases to the latest Oracle database version.||Contact us||TBD|
|Fall & Spring Online Marketing Campaign Phase II||This project is intended to yield additional net new students for Fall 2020 and Spring 2021 identified online programs.||PlanningPlanning PhaseThe UIS project team collects and develops necessary information to determine and confirm scope, budget and timeline. The team then develops project plans to manage time, cost, quality, change, risk and issues, which will guide the team through the project execution and closure phases.||Contact us||TBD|
|Removal of ePAR Job Changes||
This project will modernize the university’s Job Changes process by using PeopleSoft-delivered HCM Template Based Transactions.
The cross campus HR Services Management Team identified three third-party SmartERP items for removal: ePAR Job Changes, ePAR Pay Rate and ePAR Leave. These third-party forms from 2015 will be replaced with Template Based Transactions, in addition to a new Auto-Termination process.
Removing these transactions shifts the university closer to providing a single user experience when entering HCM transactions, enhances processing time, stabilizes the system and uses delivered, vendor supported functionality.
|OUD Deployment||Currently, we use a combination of Oracle Virtual Directory and Oracle Internet Directory services to manage database authentications, load testing, and CIW access. Oracle now has combined all of its Directory services functionality into a single app called Oracle Unified Directory (OUD) and recommends customers upgrading or deploying new Oracle Directory services use OUD.||Contact us||TBD|
|Cognos Upgrade||Upgrade the existing Cognos application to address outer join reporting issue, security vulnerabilities, incorporate IBM suggested installation configuration for stability and to provide the latest and greatest functionality to our University data and bi stakeholders.||Contact us||TBD|
|XML Send and New Parchment Connector||The purpose of the EDX Transcript project is to electronically exchange post-secondary XML transcripts with other schools inside the state of Colorado (pilot) and then nationally (phase 2). Receiving XML transcript data from other schools will allow us to store the data and be able to load the data into downstream software, resulting in automated articulation of transfer credit for students (without having to manually re-type each students transcript data). This will save more than 30 hours of data entry per week in admissions and reduce errors. Sending official transcript XML data files for CU student/alumni will allow other schools to store this information and automatically articulate transfer credit course information from CU into their transfer process.||Contact us||TBD|
|Automated Updates to Primary Job Indicator in HCM||This initiative will refine the process to automatically update the University Primary Job Indicator flags in our HCM System that falls under the HCM Core module.||Contact us||TBD|
|Advancement Public Space Move||
The move of Advancement to Public Space will have two major benefits:
|Billing Automation Phase III||o Campuses have requested process improvements to their current business processes to eliminate inefficiencies. The opportunities for improvement identified will eliminate many manual processes and significantly save time in generating and delivering invoices. Billing Automation Phase 3 will allow the campuses to further rollout and expand Billing Automation to the maximum number of eligible sponsors.||Contact us||
|CU-SIS CU Boulder NameCoach||CU Boulder purchased the NameCoach software (e.g. recording name pronunciation) and this is already integrated into their Canvas learning management system. To continue improving the student, faculty and staff experience, this initiative will integrate this with the student information system (CU-SIS) and BuffPortal.||Contact us||
|CU-SIS Duplicate Record Clean-Up||This initiative will clean up duplicate records to have as many unique Ids in the system as possible. Having clean, unique data will allow the staff to better serve the students across the university with platforms that integrate using constituent ID and student ID||Contact us||TBD|
|DATC CIW Staging $ Priority Reports||o Source uAchieve Degree Audit and Transfer Credit (DATC) tables/data plus required CU-SIS tables/data into the data warehouse CIW staging layer in order to develop the highest priority DATC Cognos operational reports.||Contact us||TBD|
|PeopleSoft CRM Decommissioning||The PeopleSoft CRM application has fallen out of use over time due to the focus on SalesForce CRM, and Oracle's lack of investment in the application. By decommissioning the PeopleSoft CRM application, critical resources can be reclaimed, and PS environments simplified.||On HoldGreen project statusOn-track projects are given green status. These projects are running within budget, timeline or scope.||Contact us||TBD|
|SF: A/R Collect Integration||This initiative will allow campus Bursar offices to utilize the A/R Collect module from Flywire to manage past-due student accounts receivable. A/R Collect provides a superior user experience for staff and students and will enable students to manage their own payment agreements for their past-due tuition and fee accounts.||Contact us||TBD|
|RedHat Enterprise Linux (RHEL) Replacement||RedHat Enterprise Linux (RHEL) current version will reach the end of maintenance support this fall. Once this happens deployed RHEL6 systems will no longer receive updates or security patches. Extended Life-Cycle Support can be purchased for RHEL6 which will allow for Critical Security patches to be applied to the OS. Extended Support is purchased on a per instance bases; the goal of this initiative is to retire or replace as many RHEL6 instances as possible, thus minimizing the budget impact of purchasing extended support.||Contact us||TBD|
|VMWare Upgrade||The current VCenter version utilizes Flash for its full featured management interface, while also providing a partially functional HTML5 interface. With Flash being discontinued in December 2020 and plugins being dropped from browsers, we run the risk of not being able to manage our virtual environment. The current version of VCenter introduces a fully featured HTML5 management interface allowing for continued management of the virtual environment without the need for Flash. An upgrade allows us to take advantage of new features available and will provide a better upgrade path in the future.||Contact us||TBD|
|Windows Server Upgrade||
The purpose of this initiative is to upgrade and replace all older Windows servers for security reasons as well as freeing up resources to be used elsewhere instead.
Level of effort: 350+ hours of work (between both planning and execution phases)
Complexity: Cross team interdependent (5+ teams needed)
Risk: Work poses a significant risk to the organization
Managed by: Project Managers
Level of Effort: 40+ hours of work
Complexity: Coordination across teams; new technology to UIS
Risk: Work has a future deadline aiming for but has flexibility; target deadline is one quarter away at minimum
Managed by: ADs/Managers