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Creating a Networked Learning AND Transaction Environment Duquesne University

Creating a Networked Learning AND Transaction Environment Duquesne University Ruth Newberry, Director, Educational Technology Sheryl Reinhard, Director, Operations, Systems and Network Services Deanna Crossey, Assistant Manager, DU Card Center.

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Creating a Networked Learning AND Transaction Environment Duquesne University

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  1. Creating a Networked Learning AND Transaction Environment Duquesne University Ruth Newberry, Director, Educational Technology Sheryl Reinhard, Director, Operations, Systems and Network Services Deanna Crossey, Assistant Manager, DU Card Center

  2. Creating a Universal Enterprise Bb for Your Institution • How does a mid-size college or university make the Learning System and Transaction System function as one seamless system? • Duquesne University will merge the two Blackboard systems to create Pittinksy’s “networked learning and transaction environment” • Benefits and value-added for the campus: increase services and functionality for the campus community

  3. Are You Ready to Make the Move? • Why make this move? • What are the true costs? • Can your institution afford not to move forward? • Can you overcome project challenges and maintain focus? • Is this an academic or business/commerce proposition? • What is Blackboard’s role in the process? • How do they help you obtain your goals? • Lessons Learned and Strategies

  4. Duquesne University • Private, Catholic Institution in Pittsburgh, PA • Founded 1878 by Holy Ghost Fathers • 50 acre urban campus • Enrollment: 9,985 • On-Campus Residents: 3,600 • Blackboard Transaction System customer since 2001 • Blackboard Learning System customer since 1998 • Member of the Pittsburgh Blackboard Users Group • Recently hosted BBUG conference Nov. 2005

  5. Current Blackboard Systems • Academic • Enterprise Learning System 6.3 • Communities Portal • Building Block & Developers Network • Standardized on 1 LS in 2004 • Required training for courses and communities site • 904 courses for Fall 05 (1728 total = 52%) • 138 Communities Sites • 760 FT, PT, Grads students trained • Online Request site for courses, users, archiving • It’s all manual but appears not to be….

  6. Current Blackboard Systems • Transaction System • Only utilizing Security Access • Current One-Card System • Virtual cash that is stored on the junk stripe

  7. Current IT Structure • Computing & Technology Services • Campus IT infrastructure • Sun Solaris • Oracle • Storage • SCT Banner/ Luminis • Data Center Concerns • Staffing

  8. Phase I: Why? Define Objectives and Gains • What is the value added in making the move to the next level? • Service improvements • Increased Functionality • Additional Features • User Satisfaction • Market Competitive • Stakeholder Buy-in—whose driving the initiative?

  9. Why? Learning System • What is the value added for teaching & learning? • Have full Academic Suite • Content Management System and E-portfolio • Integration with key systems • No more manual processes for basic support • Enhanced functionality and features • Networked and shared work space for all users • E-portfolio tools = Middle States and Outcomes Assessment • Competitive in the academic marketplace • Stakeholders • Who and key issues?

  10. Why? Transaction System • What is the value added for campus community? • Values • Updating an off-line virtual cash program to on-line and real-time • Increase deposit amounts • E-services • Expand campus interfaces with Bookstore and Dining and even off campus merchants • Stakeholders • Who are they? • Key issues?

  11. Phase II: What are the true costs? • Identify true costs beyond the “quote” • License Fees • Cost per student / user • Institutionally acceptable? • Hardware and IT infrastructure considerations • Servers and hardware • Data Center implications • Staffing • DR and Backup • Data Security and Access

  12. What are the true costs? • Supporting the Systems Costs—Assessing Current Resources • LS staffing • Ed Tech Application Administrator with Basic to Enterprise move • Internal and external training needs and resources • Transaction Staffing • One stop/one person shop • Internal and external training needs and resources • IT staffing • People and training • Help Desk—supporting the community of users

  13. Can You Afford Not to Move Forward? • Can you afford not to move forward? • Cost of upgrading older technologies, systems, and/or business practices • Marketplace competitiveness • “If it’s not broken, don’t fix it” • Funding sources and ROI

  14. Phase III: Overcome Project Challenges • IT Infrastructure • Will it fit in? • Any customizations? • SIS Data Integration • Identifying campus departments/services that will need to interface with • Staff and Departmental Resources • Need for additional staffing • Institutional Challenges and Culture • Will the new systems fit into your culture? • Who owns the project?

  15. Phase IV: What is Blackboard’s Role in this Process? • When do you engage Blackboard? • Pre-assessment needs • Hardware needs • Proposals • When do you engage Consulting Services from Blackboard? • Role of Bb Account Manager • They can help with… • Business Plan Development • Bb Executive Proposal • Meetings with institutional leaders and decision makers

  16. What is Blackboard’s Role in this Process? • Who is the Project Manager? • Academic? Business? Blackboard? • Who owns this project? • Responsibilities: • Develop Planning & Implementation Schedules • Provide Updates to Stakeholders • Communicate… communicate… communicate….. • Provide support for all…

  17. What is Blackboard’s Role in this Process? • When do you involve Bb Support Services? • They will support your system • They should know your system • Strengthen relationship with support services

  18. Lessons Learned • Form key partnerships for project success • Bring IT into the conversation immediately for impact on infrastructure • Changes to current infrastructure • Planning for growth • Planning for test and development systems • Other IT costs to consider

  19. Lessons Learned • Bring Blackboard into the discussions early • Costing, planning, implementing, supporting • Decision Makers and Negotiations • Use your Account Manager • Identify true costs beyond the Quote • Bb On-Site Campus Assessment • Hardware Needs • Software Application Licenses • On-Site Installation/Labor and Consulting Services • Upgrades • Support People Resources

  20. Lessons Learned • Communicate …. Communicate…. • IT, Bb, Academic, Transaction, and Key Stakeholders • Meet regularly • Begin to form a Campus Blackboard Steering Committee • You can no longer maintain BB silos • Helps decide how the system evolves • Assign Project Managers • Institution Project Manager and Bb Project Manager • Keep the project on track

  21. Moving Forward and Final Thoughts • Continue conversations with BB and your hardware vendors throughout the design phase will assure a “right-sized” system • Create Reasonable Project Plan • Allow for adequate testing and implementation phases • Create a test environment • Bring new staff aboard at “right” times if possible • Involve all parties in process • Every institution has its unique challenges and opportunities

  22. Thank You! Ruth Newberry Director, Educational Technology newberryr@duq.edu 412-396-1813 Sheryl Reinhard Director, Operations, Systems and Network Services reinhard@duq.edu 412-396-4263 Deanna Crossey Assistant Manager, DU Card Center crosseyd@duq.edu 412-396-6191

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