Central Software and Applications
Group Report
Working Group members:
-
Colleen Bretzlaff, Jiri
Holechek, Peter Marshall, Bob McKerlie,
Reg Quinton (chair), Chuck Reid and Mike Stevenson
Revision: 6.10
We appreciate the opportunity provided by ITS management and the ITS
Senior Director in particular for this Working Group to present their
comments and make suggestions for the current reorganization effort
within ITS. The group has met regularly and appreciates the good
suggestions offered by other member of ITS.
To collaborate with the campus community to define,
build and enhance major central business, information and
communications applications. To integrate these
universal applications into the campus computing
environment to support and enrich the teaching,
research and administrative processes of the entire
campus community.
Responsibility for an area includes the authority to do what needs to
be done to meet those responsibilities. However to ensure that
decisions meet all needs, no decisions can be made by any one group
without consultation with others involved. Authority and responsibility
requires accountability.
This group will be accountable and responsible for the following
application areas:
- Major business applications
- Current examples:
- Human Resources, Student
Information System, Finance, Development Office, Physical Plant Department
- Future examples:
- PeopleSoft-based replacements of
central business systems, parts of
ITS internal computer user accounting integration
- Interpersonal and group communications applications
- Current examples:
- E-mail, News, Mailing lists
- Future examples:
- Internet Relay Chat (IRC),
``groupware'', Privacy Enhanced Mail (PEM), IMAP follow-on
to POP3-based servers
- Major information distribution services
- Current examples:
- Web, gopher, FTP, Campus Directory, Encore
- Future examples:
- open interfaces to central
information, integrated and comprehensive Campus Directory
- Security
- Responsibility for the applications supported by this group
- Participation with all other ITS groups as well as other
University representatives in a security coordinating group
- Rely on the underlying security provided on the systems we use by
the Central Systems Management group
- Central Database Management
- In partnership with the Central Systems Management group
In general, this group will:
- Be responsible for the complete, efficient and timely delivery of
information-based services to a campus-wide community.
- Strive to deliver production services; minimize the delay
and maximize benefits.
- Focus primarily on the server and information organization side
of applications especially as the applications mature.
- Provide leadership and a corporate strategic perspective in the
delivery of information services while working closely with other ITS
Groups in the delivery of new information services
(eg. multi-media in the scientific and teaching areas).
The guiding principles and values of ITS as a whole provide a unifying
framework for all teams. Without a good understanding of these
division-wide principles and values, it will be difficult for groups
to work well with one another or work well internally. We therefore
have included a list of what we believe those values are or should
be. We recommend that a statement of common principles and values is
required by ITS as a division to help make the separate groups a
cohesive whole.
- Our greatest resource is each other; our diverse skills and
complementary experiences make the whole much more than the
sum of the parts.
- We treat others with honesty and respect.
- We value and trust the judgements and opinions of others.
- We practice open, consistent communication.
- We are committed to teamwork and partnership.
- We strive for continuous improvement. For example, through the
reuse of good work and the adoption of new technologies and the
continuous revision of standards and operating procedures.
- We consider our customer's immediate needs within a larger strategic
framework. For example, it is sometimes appropriate to say
``no'' depending on the results of an evaluation.
- We encourage and must provide opportunities for personal and
professional growth.
- We have ongoing communication and periodic review of objectives,
goals, plans and the processes leading to decisions.
The following help to characterize the nature of this group by
enumerating some the aspects of the job performed by this group that
we feel are valuable and important. In general, this group will:
- Work primarily with representatives of campus groups (usually
departments) rather than end-users -- much of the end-user
interaction is left up to the department or is front-ended by User
Services.
- Cooperate and collaborate with other campus information sources
(library, faculty offices, etc.) to design and build information
services that allow the free flow of information between central
and distributed systems to meet the goals of the University.
- Never cast in stone standards that we produce and
use. Instead, we require that they be living documents subject to
change when and as required.
- Provide solutions that meet the users needs and provide simple,
open, standards-based, network-accessible and reusable access to
that information using widely accepted standard protocols where
possible. Where not possible, a sound, peer reviewed business
case should justify the reasons for not conforming.
- Develop general and reusable interfaces.
- Avoid using humans as gateways between systems and provide
on-line access to those systems in order to deliver a cohesive
distributed information system.
- Actively participate in the selection and upgrade of tools
utilized in the development and support of applications. For
example, tools like Power Builder, PeopleTools, HTML editors,
Java and Erwin.
- Keep abreast of information industry trends and to track
information industry and educational institution trends primarily
in order to provide advice on defining UWO's strategic direction
in information technology.
- Develop information industry partnerships and
work closely with those partners to assure that
purchased products meet our customer needs and fit into the
larger strategic framework.
- Work in partnership with internal auditors to assure that
information based services meet the corporate needs of the University.
To work effectively together, the Group must agree on certain
internal processes and common understandings.
- The group should embrace the spirit of the general ITS values
outlined previously.
- Our decisions should bee value-based.
- The group should hold regular, minuted meetings for
information-passing, priority-setting and the open discussion of
issues. Minutes should be public.
- There must be a commitment to provide the staff and other
resources to ensure that critical services are covered adequately.
- As far as possible, we should avoid situations where people
report to two groups. Instead, we should use formal and informal
processes rather than specific people as the link between groups.
- So far as possible, standards should be written so that they
are open and bear scrutiny. The group should commit to use and
build on existing policies and procedures documents.
- Use an ITS-wide change tracking and notification procedures/system
(not Dispatch1).
The membership of this group is expected to be primarily drawn from
the current Network Services Team (NST) and the DAS
Development Group. We identified a number of similarities and
differences between the groups and feel that these will be
important to understand and find the synergy in the new
organizational structure.
We feel that these differences are positive and that there is
much that can be learned by both groups that would allow us
better serve our users. For example, some of us need to be more
disciplined while some could benefit by becoming more responsive.
- Similarities:
- Support applications software
- Campus-wide community
- Information both public and controlled access
- Rely on systems group
- Databases of information
- Tools changing rapidly
- Current directions are toward more open systems
- Current Differences:
|
NST | DAS/Development |
| |
|
``some'' structure | very structured |
|
generally public (open access) | controlled access |
|
free applications | proprietary applications |
|
evolving into business apps | mature business apps |
|
informal methodology | structured methodology |
|
(see Appendix B.2) | (see Appendix B.1) |
|
distributed but linked data | central orientation (UWO) |
|
(UWO, Dept, Internet) | |
|
client groups are departments | client groups are the big 5: |
|
| Finance, Registrar, |
|
| Human Resources, Dev |
|
| Office, Physical Plant Dept |
To work effectively within the larger framework of the Division we
need to establish some common understandings and develop specific
processes for communication with other ITS groups. We understand that
many other interactions will also take place.
- ITS embraces the spirit of the general ITS values
outlined previously.
- Before decisions that affect users and other groups are made,
consultation with them is required.
- Major interactions with Central Systems Management group will
be necessary to coordinate the OS support for the
machines on which we provide services. The exact process to
accomplish this coordination will have to be worked out with
that group once the memberships of each group has been determined.
- Central Database Management. It is still unclear where the
responsibility for the ``database engine'' will lie. We
assume that joint responsibility will be shared by this group and
Central Systems Management.
- We see major interactions with the User Services group for
many of the PC/MAC-based clients for the services that this
group supports. This includes working together on the required
training and documentation. We expect this to require many
joint groups for specific projects.
- We see the support for many information services changing
through the normal life cycle of the product. Especially as
services mature and become production, the support expands toward
User Services, Central Systems Management, Operations and
Accounting.
- The computer accounting system should be the joint responsibility
of the Central Systems Management group, Operations and this
group. This group should be responsible for the server-side and
interface to the major University databases.
- Currently the staff and faculty directory is a joint product
of members of this group and members of the Telecom section.
To maintain the current service, a close working relationship
between the two will have to continue. As the responsibility
for the faculty and staff directory moves to the Human
Resources database, the direction of the data flow will
change.
- Participation (and perhaps leadership) in a Division-wide security
coordination group.
The following is a short summary of the services and functions for which
this group will be responsible. More detail is provided in Appendix A
(starting on page 
).
- Core Business Applications: Human Resources, Student Information
System, Physical Plant, Financial Services, Development Office.
See Appendix A.1 for details.
- Core Communication/Information Applications: E-mail, Web, Directory,
News and anonymous FTP. See Appendix A.2 for details.
- Miscellaneous (historical) applications/services that depend on
central administrative data. See Appendix A.1 for details.
- Interfaces between core business applications and other campus
systems when this functionality is required. For example, to supply
an interface that enables the library automation system, the ITS
computer accounting system and the telephone directory
service to have on-line access to employee information.
- Unix/X-Window-based environment support for internal ITS use (in
conjunction primarily with the Central Systems Management group).
- Custom applications-level (not interface-level) interfaces to
central data. We need clarification and documentation on the
rules and practice for charging.
- Web programming (CGI/Java) for data conversion and interaction for
departments.
- Web, E-mail and FTP server setup and configuration for campus
users in conjunction with the group responsible for Facilities
Management.
- Unix/X-window environment support and development beyond the
internal ITS needs in conjunction with a Facilities Management
group and other ITS groups.
- News -- The news group offerings should be evaluated and
rationalized based on academic needs, in conjunction with SUCNS
and the user community.
- Gopher (this being phased out in favor of WWW).
- Eliminate multiple ITS anonymous FTP servers thorough integration
into a single server.
- Stand-alone WAIS databases (use WAIS only in the back-end or
eliminate completely).
- MVS-based systems including the NET3270 gateway
(responsibility for this has moved to the Office of the Registrar)
and Encore based access to MVS data (this goes with MVS and
PeopleSoft).
- EMC2 mail system to be phased out with MVS. There may be
compelling reasons to act quickly on this but any solution will
require a detailed investigation of alternatives to make sure that
the solution meets the user needs and is consonant with the
strategic directions of the University.
- Mass-access interface/standards-based gateways to central databases:
- Web-based gateways (whois updates for students, POs, etc.)
- EDI enabled applications for transactions
- Server to server connections
- A comprehensive (faculty/staff/student) directory service
integrated with the HR and SIS systems as well as the
traditional and current distribution mechanisms:
whois, the Web and the telephone directory.
The following issues that concern all of ITS were part of our
discussions as we developed a consensus for this report. We thought
them important enough to record them here and to seek confirmation
and/or clarification from ITS management and indeed the entire
division about these issues.
- The general rules and exceptions for cost recovery need to be
clarified. Rules like ``ancillaries are charged'' need to be
written as a general ITS policy along with the current exceptions.
We need to make the campus aware of the policy as well as be clear
on it internally.
- We believe that a common standards-based approach will give us an
economy of scale in all areas that minimizes duplication of effort
and thereby increases the number of things we can support. This
applies in all areas including the management of people. Is this
a generally held belief?
- We perceive a growing risk to ITS and the University due to
an increasing over-reliance on sets of skills in specific
people without adequate backup. Is this an acceptable risk?
- Managers at all levels are to work with staff early in the
reorganization to make sure that Job Descriptions (as required by
Human Resources and the Manual of
Administrative Policies and
Procedures) adequately
describe the responsibilities and expectations of the staff member.
This should be a priority especially after the coming
reorganization.
- Managers at all levels are required to work with staff members to
provide periodic performance review in order to develop the staff
members career path and address any outstanding performance issues.
Is ITS committed to this?
- We note conflicting organizational models. In some cases the
organization seems clearly layered while in other cases the
organization seems vertical (a group is charged with all aspects
of a particular area and seems to be independent of other groups).
There is a consensus opinion in this working group that a vertical
organization should not be the standard. However, there is a also
a consensus that vertical organizations may be required or even
desirable in some instances -- in particular, in the early
stages of the development of an information service it may well
be necessary. Nevertheless, the consensus seems to be that as
services mature they naturally tend to a layered
organization of interdependent services. Is this concern shared
with the rest of the organization?
We have identified a number of areas that we feel are critical to the
Division and to the University but we have also recognized that in the
current organization we have a clear shortage of staff assigned to
these areas. Should this situation continue it will not be possible
for this group to properly fulfill its mission.
- As a step toward easing this on-going problem, one possibility
is that the department consider establishing a partnership or
apprentice program in cooperation with campus teaching units like
Computer Science, GSLIS and Engineering.
The following detail contains an inventory of core business
applications, their main functions, and the services related to these
applications. The list contains both in-house developed applications
(our current legacy systems) and purchased package applications (for the
most part, the new Peoplesoft group of systems).
The following group of applications consists of more than 2000
production programs made up of more than 3,000,000 lines of code. It
currently takes 5 FTE staff members to provide day-to-day support for
these applications. This support does not include enhancements to these
applications. At present, these systems require approximately 75
gigabytes of disk space to support them.
|
Human Resources | Finance | Development Office |
|
(currently 500 users) | (currently 600 users) | (currently 100 users) |
| | |
|
Records | General Ledger | Record Keeping |
|
Payroll | Accounts Payable | Fund Raising |
|
Position Management | Purchasing | AdHoc Reporting |
|
Appointment Management | Research Accounting | Telephone Solicitation |
|
Benefits Processing | Bank Reconciliation | Data Warehousing |
|
Pension Admin. | Equipment Inventory | Alumni Tracking |
|
Salary Admin. | | |
|
T4/T4A Processing | | |
|
Employment/Pay Equity | | |
|
Stats Canada Reporting | | |
|
| | |
|
Student Records | Miscellaneous | |
|
(currently 1000 users | (currently 100 users) | |
|
plus all students) | | |
|
| | |
|
General Record Keeping | Housing Interface | |
|
Fee Assessment/Adjustments | Space Management | |
|
Fees Subledger | Library Interface | |
|
Financial Aid & Awards | Bookstore | |
|
Convocation Processing | Continuing Education | |
|
Marks Processing | Research Services | |
|
Adjudication / Degree Audit | Graduate Studies | |
|
Transcript Processing | Physical Plant Payroll | |
|
Admissions Processing | Pension Admin. | |
|
Telephone Registration | Internal Applications | |
|
MCU BIU Submission | | |
|
Data Warehousing | | |
Note that most of the Miscellaneous systems will
still exist after PeopleSoft implementation. Appropriate interfaces
will have to be provided as the transition to Peoplesoft progresses.
Physical Plant will continue to use the Marcam product. It is
projected, these systems will require over 100 gigabytes of disk space to
support them.
|
Human Resources | Finance | Development Office |
| | |
|
Records | General Ledger | Record Keeping |
|
Payroll | Accounts Payable | Fund Raising |
|
Benefits Admin. | Purchasing | Telephone Solicitation |
|
Position Management | Accounts Receivable | Alumni Tracking |
|
Time and Labour | Billing | |
|
Employment/Pay Equity | Asset Management | |
|
Stats Canada Reporting | Budgeting | |
|
| | |
|
Student Information System | Physical Plant | |
|
| (currently 125 users) | |
|
| | |
|
General Record Keeping | Maintenance Management | |
|
Fee Assessment/Adjustments | Work Order processing | |
|
Fee Collection | Accounts Payable | |
|
Financial Aid & Awards | Purchasing | |
|
Convocation Processing | Project Costing | |
|
Marks Processing | Inventory Management | |
|
Adjudication / Degree Audit | Approvals | |
|
Transcript Processing | | |
|
Admissions Processing | | |
|
Telephone Registration | | |
|
MCU BIU Submission | | |
We provide the following services:
- Interpersonal and group communication
- Information access and distribution
These systems are productivity tools for faculty, staff and
students as well as being the computer and network-based public
face of the University. All applications in the chart below except
E-mail have an NST-managed informal database attached.
|
Type | Size | Server | Client Support |
| | | |
|
Comm | >25K msgs/day | E-mail (interpersonal) | Unix/X clients |
|
| >6K active users | | (VAX) |
| Comm | 5GB database | News (group comm) | Unix/X clients |
|
| ~100 simultaneous | (some courseware) | (VAX) |
| Info | 20000 students | Directory | Unix/Web clients |
|
| 4000 fac/staff | | (VAX) |
|
| 500 temp | | |
|
| 20-30K accesses/mo | | |
| Info | 100MB (ITS) | Web/Gopher/FTP | Unix/X clients |
|
| 1GB (campus-wide) | (public face, | |
|
| 1.5GB (FTP) | some courseware, | |
|
| ~100 Info Providers | software repository) | |
|
| ~1M accesses/mo | | |
Associated Helper Tools:
- Current
- WAIS (indexing)
- Harvest (indexing)
- Mailing lists
- Future or partial (need to focus on core tools so have time for
these)
- Client E-mail filtering
- IRC (Chat facility)
- EDI via MIME
- Calendaring
- E-mail encryption, signatures
- Fax gateway
- Notice/message of the day facilities
- Faculty/staff directory from HR data
- Legacy Support Roles (in partnership with DST and other groups):
- Unix-based Printers -- should be moved to Systems
- Unix systems (basic environment)
- TeX/LaTeX typesetting system
- X Window System
- Pending major projects (that will involve other ITS groups):
- EMC2 move to other (perhaps still to be defined) platforms --
POP3 -> IMAP server
- VAX/VMS move (200 E-mail users)
- Gopher wind-down
- Web support rollout
- Directory rationalization
Staff support: about 2.5 FTEs (or, considering extra hours, perhaps
3.5 FTEs) plus about .5 FTE from other groups.
We have two distinct methodologies represented in this group. The
fairly formal process outlined in section B.1 and the
less formal but still valid series of policies and procedures manuals
referred to in section B.2.
The services provided are currently contained in a Systems Development
Methodology used by the development group to design, develop, implement,
and support both in-house developed and purchased applications. This
methodology is used as a guideline during projects. The list includes
only the highlights of this methodology and detailed versions are
available on request.
- Define project scopes, plans and proposals
- Survey users and develop information requirements
- Prepare application prototypes (reports and screens) and
database designs
- Prepare preliminary design using functional decomposition (list
of sub-systems, procedures, and programs)
- Develop specifications for the required programs and procedures
- Write and test the programs and procedures
- Perform system-wide testing
- Implement the developed systems; run parallels where
appropriate.
- Provide user training for the core users departments (i.e. the
Registrar's office if system is Student Information System)
- Provide ongoing support for the implemented systems, as
follows:
- Provide additional user training.
- Develop fixes/patches as required, correct problems,
etc.
- Develop new functionality/processes as requested by core
users. These requests are treated as projects and pass
through the same methodology as would a total re-design
of a system.
- Provide on-going consultation for core user base.
- Enhance and develop documentation for procedural changes
in the systems.
- Define project scopes, plans and proposals
- Complete vendor training
- Take part in HW and SW platform selection and installs
- Take part in test environment setup
- Become familiar with the purchased system
- Define system requirements, interfaces and conversions
- Complete system customization for lacking functionality
- Develop interfaces and conversions
- Create test data and procedures
- Test programs, interfaces and conversions
- Implement the purchased system
- Provide user training for the core user departments
- Provide ongoing support for the implemented systems, as
follows:
- Test and install new versions.
- Provide additional user training.
- Develop fixes/patches.
- Develop new functionality.
- Provide on-going consultation for core users.
- Enhance and develop documentation for procedural
changes.
These manuals are available on-line:
Central Software and Applications
Group Report
This document was generated using the LaTeX2HTML translator Version 96.1-c (Feb 29, 1996) Copyright © 1993, 1994, 1995, 1996, Nikos Drakos, Computer Based Learning Unit, University of Leeds.
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The translation was initiated by Peter Marshall on Sat Mar 9 10:52:32 EST 1996
Peter Marshall
Sat Mar 9 10:52:32 EST 1996