All UIS enterprise and business applications are in service at this time.
Service Status: Green
UIS identifies customer requests for projects or initiatives as either maintenance (work that is expected, routine, and keeps our services healthy, secure and performant) or work request (work that involves something new or different). Maintenance projects and initiatives are designated by MN, while work requests are designated by WR.
If you have a 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|
|MN: Data Center Move||Informed by recommendations from CU’s legal team and the IT Governance Committee, CU leadership decided the data center move is essential to delivering core services to the university. It is imperative that the data center move take place with succinct preparation rather than in an emergency scenario.||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||Fall 2023|
|MN: eRA Upgrade||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. The timing of this upgrade also allows us to stay on the current code and resume a regular cadence of upgrades.||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||Spring 2024|
|MN: HCM/IEP/IGW Upgrade||This project ensures the PeopleSoft HCM, IEP and IGW applications are up-to-date and staying within vendor support.||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||Fall 2023|
|WR: eRA Provisioning and Authentication||
Eliminate manual access requests for all student users and the majority of affiliate users requesting eRA access. Significantly reduce resources required for highly manual access provisioning process due to eliminating the creation of most POI records. eRA contributes approx. 35% of POIs to HCM. Most of these will be eliminated.
|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 2024|
|WR: Data Governance/Management: Phase II||
This project seeks to address CU-wide challenges with identifying our data, improving the quality of our data, and improving our understanding and use of the data. We hope to realize the following value from this effort:
|WR: Enterprise Cybersecurity Project: SIEM Replacement||
ECP overall project value: By increasing the overall baseline security and visibility into security risks across the CU system, we will reduce the potential for significant security incidents thus reducing risk and cost.
Our current log aggregation solutions (primarily LogRhythm) prove to be difficult to manage since the hardware and service is shared among Boulder, the System office, and Denver/Anschutz campuses. Numerous challenges exist with LogRhythm. Implementing a new SIEM solution will allow us to effectively correlate data from multiple origins to gain visibility into our complex network, create meaningful alerts, and investigate security incidents when potential threats arise.
|Contact us||Summer 2023|
|WR: FAMLI Leave Configuration and Tool Implementation||
In 2020, Colorado voters approved Proposition 118, paving the way for a state-run Paid Family and Medical Leave Insurance (FAMLI) program. The FAMLI program will ensure all Colorado workers have access to paid leave in order to take care of themselves or their families during life circumstances that pull them away from their jobs. Employers have the option to utilize the State of Colorado to administer employee requests and payments or companies can create a self-insured FAMLI plan. CU has opted to become self-insured. This will not only be a financial benefit for CU it will enable us to provide the highest level of support as well as timely payments for employees.
As part of creating a self-insured plan, there are several technical components that must be addressed. This includes but is not limited to identifying FAMLI eligibility, tracking time requested, processing payments via PeopleSoft Payroll, tracking usage, and reporting both internally and to the state. In order for CU to meet these FAMLI requirements, a specific tool will need to be purchased and implemented to allow employees to request FAMLI as well as modifications to PeopleSoft (including potentially MyLeave) to accommodate the new plan. Requirements identified thus far indicate that existing systems/tools will not be sufficient nor efficient for employees to request and Employee Services to track FAMLI. This proposal relates to the potential configuration or development required to enter and pay FAMLI leave to eligible employees in HCM.
|Contact us||Jan. 1, 2024|
|WR: UIS Service Framework: Resource Allocation||The UIS reorganization and New Service Framework will strengthen campus partnerships to more effectively set strategies and coordinate efforts. In addition, UIS and campus partners will benefit from a holistic view of the delivery pipeline. The Intake and Demand Management stage is anticipated to yield greater visibility of resource utilization and allocation; consistent and repeatable intake processes for clients; work prioritization process; and greater UIS team member engagement.||Contact us||Fall 2023|
|WR: Time and Labor||The Time and Labor project aims to replace the home-grown MyLeave system. Ultimately, the project's benefits will include streamlining regulatory and compliance changes, addressing existing calculation engine issues in MyLeave, centralizing time-tracking tools and reducing costs, providing a stable platform, and allowing CU to move away from the current custom-built application that is difficult to support.||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||Ongoing|
|MN: CS Move Grade Change Workflow to OnBase||
When the grade change workflow was implemented, it was built in IEP due to the tools version and Approval Workflow Engine (AWE) availability at that time. If/when Portal is replaced, we risk losing this functionality. This change would align with the organizational standard of using OnBase for workflows.
|MN: CU-Data (Cognos) Upgrade||
Upgrading Cognos is a smart move for improved AI, faster dashboards, user-friendly design, and better data decisions. IBM support ends April 30, 2024.
|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|
|MN: CU-SIS Fluid Self-Service Technical Foundation||To provide the basis for future CU-SIS Fluid self-service functionality to modernize the interface and transactions by using the Fluid UI interface. A portion of pages are delivered in Fluid by Oracle, and some items need to be modified or built as bolt-ons for CU needs. This work establishes the technical baseline for self-service pages to evaluate and deploy in later phases, with other Projects/Initiatives.||Contact us||TBD|
|MN: FAFSA Simplification||
For the 2024-25 aid year the Department of Education is implementing “FAFSA Simplification” which makes major changes to Financial Aid, including changes to aid eligibility/needs analysis calculations, the aid application data, and how that data is exchanged with schools. There will be a large amount of work to update existing processes and configuration for both UIS and the campus FA offices.
A significant component of this work is the introduction of federal tax information (FTI) data that is categorized as controlled unclassified information (CUI). This initiative will ensure that the new FTI/CUI data has proper safeguards and security access configured in Campus Solutions and OnBase and that the FTI/CUI data does not flow to other downstream systems.
Lastly, we'll want to work closely with our campus partners and provide any assistance as needed in updating existing business processes to reflect the new requirements that are being released from FSA (Federal Student Aid).
|MN: IT Service Management Toolset: Evaluation and Selection||
The project's goals:
The ITSM/ticketing tool currently used by UIS and offered to System Administration departments is inadequate in terms of features and performance. To meet the needs of UIS and its customers, a new toolset is required. This toolset will support of the same outcomes as our previous tool. It will also need to work in orchestration with other UIS toolsets.
|MN: Microsoft Intune||
Microsoft Intune products and services provide a cloud-based unified endpoint management solution. It simplifies management across multiple operating systems, cloud, on-premises, mobile, desktop, and virtualized endpoints. It also:
Currently, we leverage Configuration Manager, an on-premises application, for device management, but the growing presence of our remote staff brings additional challenges that need to be overcome. Shifting workloads from Configuration Manager to Intune will allow us to take advantage of new features, allow us to manage our remote endpoints without VPN, retire infrastructure with out-of-support operating systems and software, reduce our licensing costs (Configuration Manager, Server OS, and SQL) and improve & simplify how we refresh & deliver hardware to our staff.
|MN: New PeopleSoft Log Server||This current server is at least 10 years old, if not more, and needs to be updated with a new operating system. Several tools being used on this server are incompatible with the OS version. Several files/folders with sensitive user information can be accessed via this server and, currently, the security setup on this server is not much restrictive. This initiative will also work on new security design as a key component when the new server setup is done.||Contact us||TBD|
|MN: OSB 12 C Internal Processes Phase 3||We need to continue moving processes from the old OSB 11g service to the new OSB 12c service. This will help us stay within security updates and is currently supported, while 11g is not. OSB 12c (now with GitLab pipelines) has extra tools to be more efficient in the long run and more beneficial to the integrations team and end users.||Contact us||TBD|
|MN: Rancher 2||Our current version of Rancher is about five years old. The setup was not to best practice, complex, and has become more difficult to manage. As we continue to containerize our services, Rancher1 agents and hosts fail intermittently due to known bugs and require restarts. At the beginning, we started with less than 20 containers, but now we have about more than 300/ And all this was before the age of Kubernetes.||Contact us||TBD|
|MN: Silk Performer to Load Runner||
The vendor Micro Focus is sunsetting Silk Performer in CY 23, thus need to switch to the vendor’s other product Load Runner. While we make the switch over to Load Runner, the vendor will allow us to use Silk Performer for 12 months in parallel or up until 12/31/2023, whichever happens first.
|MN: UFT and ALM Upgrade||
The goal of this initiative is to keep UFT and ALM up to date to take advantage of all the features of ALM and UFT.
|WR: Campus Data Hubs||
The implementation of Snowflake-based data hubs will allow the campus OIT / ODA / Data Scientists to have a central location for the main UIS data sources where they can supplement the data with campus-specific sources and create subsets of data for various needs. By having one location where the UIS-managed data and the campus data are located, the campuses can start adding their own data and creating datasets that meet their needs. This also provides the campuses with space and tools they can analyze the data and run their data algorithms on to come up with new insights. Since the campus areas will be totally managed by the campus users, they will have full control over how they want to manage their data and processes, and not need to coordinate with UIS to manage it.
|WR: eRA Implement COI -UCCS||
The University of Colorado, Colorado Springs (UCCS) campus Human Resources department, follows the Conflict of Interest (COI) policy and oversees the Disclosure and Management of COI or Commitment for employees and student employees who must disclose annually and update disclosures in accordance with policy. Currently, they use a combination of tools, including a Qualtrics disclosure form; documentation is stored in OnBase. Office tools like Microsoft Excel are used for analysis and tracking.
In implementing the COI Module at UCCS, we will improve the user experience with a logic-driven eform, automatic notifications upon submission, and a centralized place to view their past disclosures. This will also reduce the administrative effort for the office by utilizing routing and workflow to track/review disclosures, handle documents, automate communications, and support accountability with easy search and reporting capability.
The Conflict of Interest module and administrative functions already licensed to the University of Colorado, are currently in use at Anschutz/Denver and Boulder, we will be customizing the module to meet the needs of UCCS conflict of interest office.
|WR: Grants WorkCenter Phase II||
The goal of this initiative is to enhance the already delivered Grants WorkCenter. We will expand the Grants WorkCenter to include additional functionality to further improve daily processing, workload management, and metrics, streamlining Post Award Management at all 4 campuses.. We will also be expanding the use of the Grants WorkCenter from the Post Award & Billing Teams to include the Closeout teams as well.
|WR: New Student Orientation Tracking||
CU Denver is looking to make process improvements on how they track student orientation for incoming undergraduate students. Currently, they do not utilize Campus Solutions for tracking this data and are interested in incorporating Campus Solutions into their business process.
The project goal is to best ensure necessary process improvement for the Fall 2024 incoming undergraduate (freshman and transfer) class. Ideally, the CU Denver team can implement changes to facilitate a Spring 2024 pilot.
|WR: Self-Service Password Reset||
Incorporating a Self-Service Password Reset solution streamlines user account management by enabling users to independently reset or recover their passwords without IT intervention. Leveraging a product solution helps boost productivity by reducing downtime and significantly reduces the need to engage the service desk to reset your password.
* Streamlined consistent process to change or recover your password.
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