August 15

1. Lifespan of MR1--MR1 provides limited financial information to approximately 200 users. It's on its own middleware server and runs an older version of the BusinessObjects software than MR2. Originally the MR2 group thought that they could roll the MR1 info into MR2; however, the reality of the time crunch has become apparent. It is very doubtful that they will have the time to do this given the demands of preparing for MR2 and go-live for finance and HR. It is possible to keep MR1 going for a time. In addition there is a license issue: USNH now has a two-server license (as opposed to "x" number of seats). USNH could choose to use one license to maintain MR1 and use the second license for MR2, or both licenses could be applied to MR2. All agreed that there would be an impact on FRESH if its staff resources were used to clean/move MR1 data to MR2 prior to finance's going live. It was also agreed that the data "belongs" to groups like FinPac and FAC, and they should have a voice in what happens to MR1. Discussions centered on whether/how to phase out MR1. A possible phase-out scenario was presented: stop refreshing MR1 data on December 31, 2001; begin to reduce the number of users on MR1 shortly after finance goes live; use of MR1 fades slowly to no use during March/April 2002 as users are trained in/begin to use MR2.

Action Item: Snow to develop list of options for discussion at a later date.

2. Go-live version: SCT's releases have confusing numbering schemes (e.g., Banner general scheduled for release in September is #5.3; there's another number for HR and still a third number for finance; also finance and HR may have the same release number, but they will be published at different times) and various release dates. FRESH staff need a good decision-making mechanism for deciding which version will be used for finance go-live and HR go-live. It is possible that HR will not go-live on exactly the same version as finance does. Preliminary thoughts are to review the release information that SCT is to provide shortly on its September releases, and make a decision on what version to use for finance go-live before the end of September. The same review process could be applied in January about the February 2002 release. Also noted was the fact that there's a potential for an upgrade to occur during integrated finance testing. Another item of note: the overall look and feel of Banner will not be changed significantly from that on which the finance training documentation is based if a later release is used for go-live.

Action Item: Fischer and Baber to prepare short white paper on releases (an expansion of Baber's "straw man" paper) for discussion at the August 22 TL meeting

3. Holiday schedule (redux): All agreed that FRESH management needs to be aware that staff will need personal time during the holiday season. There was some discussion about letting staff take post-Christmas holidays (December 26, December 31) prior to Christmas. Main discussion was whether FRESH's goal should be to have everything ready for go-live by Friday, December 21 and therefore allow staff to take the customary holiday break period, or FRESH should plan that staff will probably have to work the post-Christmas holidays. The contingency plan for the former would be if things aren't ready by December 21 staff will have to work after December 25th; the contingency plan for the "plan on working post-Christmas" would be that if everything is okay, staff will not have to work. CIS operations staff have been informed that they may need to have staff on-site during the post-Christmas period. Ki noted that most go-lives are non-events. It usually takes several days for problems to appear; he also noted that the first month-end close can be a stressful time. The graph of activity for the month before and the month after go-live would show peak activity before go-live, the go-live event, a plateau shortly after go-live and then another peak of activity as staff prepare for month-end. It was noted that some staff have been on the project for over two years and to plan for a break prior to going live would give them a chance to catch their breath, get renewed and be able to start fresh (pun intended) with Banner. No decision was made.

4. Souvenirs and ice cream: Some discussion on the purpose and audience. If it's to kick off training, give souvenirs (e.g., coffee or latte mugs) at the end of each change management session--all future Banner users will be attending these sessions. If a campus has already conducted change management training, then give out at navigation training. Ice cream social could be at some other time. It was also noted that the staff in Nesmith needs to be recognized on a frequent basis. The recognition does not need to be elaborate, but it's necessary for management to acknowledge all the work that's being done. One suggestion for this was having pizza available at least once a month--put out the pizza boxes in Nesmith 21 and let staff help themselves. Other suggestions are welcome. It was also noted that other souvenirs might be considered.

Action Item: Cotter and Gaskill to develop possible logo/slogan for imprinting on the souvenir(s) for discussion at August 20th TL meeting

5. Other: Message from Bob was conveyed about the retreat Candace Corvey had with the AVPs on August 14th--good discussion on FRESH was held including clarifying the roles of the Project and UNH respectively. Candace will be writing a synopsis and Bob expects he and Ken will share it with the Team Leads.

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Last Revised: Monday July 26, 2004 11:01:51 AM