CS 446 Notes 2, 30Sept 1996

Experimental Seminar on Large Scale Software Construction.

Presentation material From Marilyn McMillan (mmcmillan@stanford.edu) Tue Oct 1 00:12:37 1996
Note: The slides are in MS PowerPoint. The outline format is easiest, though not prettiest, to make available on the web. Here it is.

Stanford Administrative Computing
Trying to Move to a Modern Architecture
o Environment
o Work
o Workers
o Issues

> Highly integrated and "paper-fewer" transaction processing & information access.
> Mainframe based, proprietary operating system & SPIRES dbms with application support productivity tools.
> Over 100 "workplace systems" augment centrally available administrative information.
> Growing server farm of central administrative information.
> Campus-wide network services, SUNetID.
> Commitment to use commercially available software packages wherever feasible for administrative applications.
> Ongoing business change requirements AND new projects.

o Enterprise-wide Applications
o Process Definition & Management
o I/T Infrastructure Readiness

Work: Enterprise-wide Applications

Major Application Deliverables 96/97
1. Office of Development "Post-Grads" Project
2. Research Administration System Pilot
3. Capital Asset Management System, Phase 1
4. Student Financial Aid
5. Departemental Expenditure Management, Release 1 and 2
6. Pillar Budget System
7. Campus ID Card
8. Buy/Pay "quick wins"
9. Core Financials
10, Web "Axess" for students

SLIDE 5 Work: Core Financials

a. Oracle General Ledger and Financial Analyzer
b. Oracle Purchasing and Accounts Payable
c. Oracle Project Accounting and Receivables
d. Oracle Alerts
e. Convert Capital Asset Management System (CAMS) to new chart of accounts and integrate with
f. Buy/Pay and Project Accounting

Integrate with: i. Current and/or new workflow and authority systems
ii. Feeder systems
iii. Data Warehouse and common reporting environment
iv. Other new and legacy applications

Work: Core Financials (continued)
Approach: Iterative & Hands-On Design Techniques
Dominate Designs of Business Processes in use elsewere
------- iterating with
Analysis/Design/Build activities
------ iterating with
Core Financials "Conference Room Pilot" tryouts
------ iterating with
Working CAMS application, version 1.

Dominant Designs serve as a starting point and frame of reference for the analysis and design activities. When used in conjunction with a conference room pilot, the entire process is iterative

SLIDE 7 Work: Process Definition & Management

I/T Processes and Business Improvement
o Application Delivery Processes Team 10/95 report:
o http://www-leland.stanford.edu/group/isppo/1bb10-4.html

Change Support Team
---- Rumler-Brache Business Process Improvement Methodology

Application Delivery Methodology and Tools
---- Navigator, SilverRun, PowerBuilder & C, Sybase & Oracle, ...

Work: I/T Infrastructure Readiness

Enterprise Application requirements/hopes for infrastructure services in 1997 and 1998

Infrastructure Project "chunks"
Reporting Strategy
Web Strategy
Customer Desktop Strategy
Common Application Services
Transition Facilitation
Application Development and Security, Desktop Network
Delivery Environment & Support
Services & Support
Server Support
Configuration Management

Workers: in ITSS

Information Technology Systems & Services Fiscal Year 1996 Annual Report http://www-leland.stanford.edu/group/APS/FY96ITSS/report.htm
1. Application
1.1 Assembly & Integration
1.2 Support
2. Operations
2.1 Operations Systems and Services
2.2 Distributed Computing and Communications Systems
3. Architecture Planning & Standards
4. Customer Assistance
Workers: beyond ITSS

Project Sponsors and Business Managers

Others at Stanford
Central offices: Controller, HR, Student Affairs, Development, EH&S Schools, Departments and Centers IT staff and administrators
Change Support Team
Faculty Senate Subcommittee, Project Steering Committees and Advisors

Others outside Stanford
Commercial partners
External sponsors, regulators and auditors
Colleagues at other institutions

Workers: Draft Core Financials Project Organization

Issues for AAI in 1996/7

Keep earning credibility: deliver what we say we will
Build strategic relationships
Facilitate handoffs and dependencies
Define applications architectures
o How applications interrelate & when migrate.
o What application delivery components and how interoperate.
Measure and improve delivery productivity
Planning and budgeting
Personnel strategies and tactics: staffing, training, recruiting
Move up the "software engineering" ladder.

Marilyn A. McMillan
Director, Application Assembly & Integration
Information Technology Systems & Services
Stanford University 415/725-9132
Polya Hall 103 Fax: 415/723-2011
Stanford, CA 94305-4136 mmcmillan@stanford.edu