Creating a Networked Learning AND

Transaction Environment

Duquesne University

Ruth Newberry, Director, Educational TechnologySheryl Reinhard, Director, Operations, Systems and Network ServicesDeanna Crossey, Assistant Manager, DU Card Center

• 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

Creating a Universal Enterprise Bb for Your Institution

• 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

Are You Ready to Make the Move?

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

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….

Current Blackboard Systems

• Transaction System– Only utilizing Security Access

• Current One-Card System– Virtual cash that is stored on the junk

stripe

Current IT Structure

• Computing & Technology Services• Campus IT infrastructure

– Sun Solaris– Oracle– Storage– SCT Banner/ Luminis– Data Center Concerns– Staffing

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?

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?

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?

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

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

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

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?

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

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…

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

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

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

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

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

Thank You!Ruth NewberryDirector, Educational Technologynewberryr@duq.edu412-396-1813

Sheryl ReinhardDirector, Operations, Systems and Network Servicesreinhard@duq.edu412-396-4263

Deanna CrosseyAssistant Manager, DU Card Centercrosseyd@duq.edu412-396-6191