Office of the University CIO -...

Office of the University CIOIT Capital Projects Executive Summary -- Implementation Projects

Financial Data as of April 30, 2015

GL # Project Name

Planned

Actual

Planned

Actual Phase

Current

Budget

Cost to

Date

% of

Current

Estimate

to

Complete

Estimate

at

Complete

Start Date End Date

Total Number of Projects = 16 $109,120K $51,042K $56,999K $108,041K79.7%

520844-0004 Modernization of Financial Reporting 7/1/12

10/1/12

6/30/15 Implement$5,333K $4,249K 79.7% $1,084K $5,333K

520850-0011 Alumni Community Evolution (ACE) -

Implementation

7/1/14

7/1/14

6/30/16 Implement$3,723K $1,986K 53.3% $1,728K $3,714K

520894-0002 Student Information Systems 5/7/13

5/7/13

12/28/18 Implement$54,000K $29,295K 54.3% $24,705K $54,000K

520898-0006 Integrated Space Information System (ISIS) 7/1/11

7/1/11

2/1/15 Close$815K $709K 87.0% $6K $716K

520898-0012 EPACS (Enterprise Physical Access Control

Systems)

7/1/13

7/1/13

6/30/18 Implement$1,380K $812K 58.9% $218K $1,030K

5200813-0003GMAS 2.0 Implementation 2/2/15

2/2/15

6/30/16 Implement$2,838K $436K 15.4% $2,402K $2,838K

520802-0012 PeopleSoft Perfomance Management

System

9/1/12

9/1/12

6/30/15 Implement$2,834K $2,332K 82.3% $143K $2,475K

520823-0004 Cross Registration Phase 2 1/1/13

2/5/13

6/30/15 Implement$260K $201K 77.3% $59K $260K

520823-0005 Faculty Promotions Reappointment (Aries)

Implementation

5/13/14

5/13/14

9/29/15 Implement$599K $270K 45.1% $329K $599K

520824-0002 ADAMS Project 3/7/14

3/7/14

6/29/15 Implement$275K $218K 79.3% $11K $229K

520860-0002 Teaching and Learning Technologies 1/6/14

1/6/14

10/21/16 Implement$6,315K $1,622K 25.7% $4,693K $6,315K

520880-0008 Integrated IAM 7/1/13

7/1/13

12/30/16 Implement$12,524K $6,103K 48.7% $6,421K $12,524K

520883-0003 VoIP Implementation Project 9/29/14

9/22/14

8/19/16 Plan$11,216K $453K 4.0% $10,763K $11,216K

520886-0001 CIO Initiative - Collaboration 7/1/14 4/30/16 Implement$1,121K $957K 85.4% $163K $1,121K

520898-0010 ID Card Part II - Visitor Management

Implementation

8/15/13

8/15/13

6/30/15 Plan$1,454K $850K 58.5% $603K $1,454K

5/14/15 Troubled At Risk On Track Closed Complete On Hold Pending Closed Incomplete of 2

Modernization of Financial Reporting

Project Status Report

Sponsor: State/Health

Period End

4/30/15

Project Manager: Raj Mariadoss

Delivery Organization: Administrative Technology Services

Replace CREW FIN and GM reports in OBI. Develop programmatic OBI governance

structure and prioritization framework to assess unmet needs collected during the

planning phase.

Business Value

Analytic needs for finance and research administration are not met by current tools

and technology; reliance on manual manipulation results in errors and inefficiency.

This project will migrate CREW Finance, Student and Grants Management reports to

the new Oracle Business Intelligence (OBIEE) platform. This project includes

stabilizing and performance tuning the existing OBIEE platform, developing a

reporting security strategy and deployment strategy for the 3,000+ CREW users

Describe the Solution

In spite of all the technical complexity and magnitude of the change management, the project team continues to chip through the CREW Financials reports incrementally. So

far 65 out of the 105 CREW Reports have been either delivered in OBIEE or identified as obsolete by the business users. The MFR project team is currently working on the

conversion of 13 Grants Report. The remaining 32 CREW reports belonging to Accounting, Budget and Detail Listing subject area will be address by MFR – Phase II Project.

Overall Evaluation

Task/Milestone Description

State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

10/31/14Dashboard Delivery Process 6/1/14 6/1/14 2/27/15 2.0

10/31/14Higher Level Data Access 6/1/14 6/1/14 1/9/15 3.0

10/10/14Performance Test Setup 7/1/14 7/1/14 1/30/15 4.0

6/30/15Lower Level Data Access 7/1/14 7/1/14 5.0

11/25/14OBIEE Environment Setup 6/1/14 6/1/14 1/9/15 6.0

10/31/14Oracle EBS Database Replication 6/1/14 6/1/14 2/27/15 7.0

3/30/15NOETIX Workbench 6/1/14 6/1/14 3/3/15 8.0

3/30/15Tune Replicated EBS Database 8/1/14 8/1/14 4/30/15 9.0

6/30/15Mass Data Extract Strategy 10/1/14 10/1/14 10.0

7/18/14Student Financials Rollout 2/1/14 2/1/14 7/18/14 11.0

10/31/14CAPS Rollout 6/1/14 6/1/14 1/9/15 12.0

10/31/14CSMA Rollout 2/1/14 2/1/14 9/30/14 13.0

12/30/14Oracle Security Rollout 2/1/14 2/1/14 14.0

10/31/14Application Admin Rollout 2/1/14 2/1/14 9/30/14 15.0

5/18/15 GL# 520844-0004 Page 1 of 24


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

2/27/15Accounts Receivables Rollout 8/1/14 9/1/14 16.0

12/31/14Cash Management Rollout 8/1/14 9/1/14 2/27/15 17.0

2/27/15Accounts Payables Rollout 8/1/14 9/1/14 3/31/15 18.0

6/30/15Grants Management Rollout 9/1/14 1/5/15 19.0

6/30/15Finance – Group I Rollout 10/1/14 20.0

6/30/15Finance – Group II Rollout 10/1/14 21.0

6/30/15GL Detail Listing Rollout 10/1/14 22.0

Original

Budget

Changed

Budget

Current

Budget

Spend Since

Last Report

Spend to Date

Last Report Cost to Date

Estimate to

Complete

Estimate at

Complete

$ Diff

Current to

0.00$1,918,539 $3,414,897 $1,918,539 $167,995$4,081,160 $4,249,155 $1,084,282 $5,333,437

Open/

Closed Issue # Owner

Date

Opened

Date

Due Next StepsIssue Description

Raj Mariadoss 6/30/153/10/15O 10031 Analysis of Sponsored CREW Reports and the design of

the underlying data structure need for BI reporting are in

progress. Progress is slow as the functional and

technical teams need business assistance in unraveling

the complex logic as well as get a better understanding

of various use cases. Project Team working with multiple

stakeholders to address outstanding requirements,

process and system related queries, which is

consuming development time.

Raj Mariadoss 3/31/153/10/15C 10032 The rollout of the Sub-Ledger Dashboards(CM, AP and

AR) has been delayed by a month due to the technical

challenges associated with the stabilization of the

replicated database and the complexity of the solution.

Cash Management dashboards are in Production and

signed off by business owners. Accounts Receivables

and Payables dashboards will be migrated to OBIEE

before the end of March.

Accounts Receivables and Payables dashboards

were migrated to OBIEE in March.

5/18/15 GL# 520844-0004 Page 2 of 24

Alumni Community Evolution (ACE) - Implementation


Sponsor: Siovhan O'ConnorState/Health

Period End

4/30/15

Project Manager: Julie Broad


Data accessibility – data mart that aggregates data from a variety of sources for

analysis and reporting; Business operations functions supported using best-in-class

platforms that increase our ability to execute outreach to alumni, donor, and

volunteers through multiple channels; Foundational architecture that allows for

experimentation with new functionality as new technologies emerge; Architecture that

allows integration options for schools not utilizing the full platform;

Business Value

Replace Harvard's alumni portal, currently hosted by vendor iModules / Harris

Connect, with an improved, best-in-class series of services. Implement alumni

community services on a supported platform that can grow and expand over time and

allow us to provide a more personalized experience.


The project continues to trend towards green. Sprints 20 and 21 will be key to achieving the green status again. Much of the work that was being delayed should be

completed in these sprints. We closely managing scope and resources in order to continue to regain ground on the development tasks.

Overall Evaluation


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

10/3/14Alumni Profile and Search enhancements post pilot phase 7/1/14 7/1/14 10/3/14 1.0

8/15/14Discussion Groups Requirements 7/1/14 7/1/14 8/15/14 2.0

10/3/14Discussion Groups Development 8/4/14 8/4/14 10/3/14 3.0

10/13/14Responsive/Mobile Design & Ehancements 8/4/14 8/4/14 10/13/14 4.0

8/29/14Online Giving Requirements/Design 7/1/14 7/1/14 8/29/14 5.0

4/24/15Online Giving Development - Admin Tools 9/8/14 1/5/15 6.0

1/23/15Email Marketing (ExactTarget) Planning & Configuration 8/4/14 8/4/14 8/4/14 7.0

3/13/15Email Forwarding Design & Development 10/27/14 10/27/14 3/13/15 8.0

3/27/15Administrative portal Design & Development 2/2/15 2/2/15 4/3/15 9.0

6/26/15Class Notes Migration to VanillaForums 5/1/15 10.0

5/22/15Events Registration Design & Configuration 1/5/15 1/5/15 11.0

5/22/15Alumni Authentication Design & Development 8/4/14 8/4/14 12.0

4/29/16Reporting Environment - Phase 1 6/8/15 13.0

5/22/15Class Pages Migration to AlumniMagnet 1/5/15 3/16/15 14.0

6/26/15Online Giving donation forms 1/12/15 1/12/15 15.0

5/18/15 GL# 520850-0011 Page 3 of 24


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

4/17/15Data Integration - Advance and Alumni.Harvard 2/2/15 2/2/15 4/24/15 16.0

4/17/15Data Integration - Advance and ExactTarget 3/2/15 3/2/15 17.0

6/26/15Data Integration - Online Giving 5/4/15 18.0

5/29/15Data Integration - Advance and Certain 4/1/15 2/16/15 19.0

5/29/15Profile Components - Phase 2 4/1/15 3/23/15 20.0

5/7/15Data Integration - Communication Preferences 4/13/15 22.0

Original

Budget

Changed

Budget

Current

Budget

Spend Since

Last Report

Spend to Date


Estimate to

Complete

Estimate at

Complete

$ Diff

Current to

-9,454.59$3,723,018 $0 $3,723,018 $207,677$1,778,205 $1,985,882 $1,727,681 $3,713,563

5/18/15 GL# 520850-0011 Page 4 of 24

Student Information Systems


Sponsor: Anne MarguliesState/Health

Period End

4/30/15

Project Manager: Catherine Rhodes

Delivery Organization: Student Information Systems (SIS)

Adopt a modern, secure, flexible, and intuitive student information technology platform

that provides an excellent user experience, supports unique requirements of the

Schools, and facilitates access to integrated student and course data.

Business Value

Provide a university-wide student information system.


The project is yellow.

Overall Evaluation

Original

Budget

Changed

Budget

Current

Budget

Spend Since

Last Report

Spend to Date


Estimate to

Complete

Estimate at

Complete

$ Diff

Current to

-0.28$54,000,000 $0 $54,000,000 $1,522,520$27,772,779 $29,295,299 $24,704,701 $54,000,000

5/18/15 GL# 520894-0002 Page 5 of 24

EPACS (Enterprise Physical Access Control Systems)


Sponsor: Robert IulianoState/Health

Period End

4/30/15

Project Manager: John Avery

Delivery Organization: Harvard University Police

The EPACS project addresses the expressed needs of schools and units for

specialized physical security systems management and support, mitigates risks

identified by RMAS in the 2008 university-wide physical security systems risk

assessment, and supports Harvard's goal of maintaining a safe and secure campus.

Business Value

The EPACS project team will partner with HUIT, RMAS, University schools, and units

to create a robust and secure, centrally managed, physical security platform and

accompanying controls to safeguard people and assets for the Harvard community.

EPACS Phase One will be considered complete when 9 schools and units have

migrated to the enterprise system.


Two tasks remain from Phase 1. The Alarm project is on hold until finalization of the relocation study. The second task is part of the enterprise engineering effort which is in

progress. The architecture is being reviewed and discussed with the HUIT engineering groups.

Overall Evaluation


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

10/1/13H_S_A Migration 7/1/13 7/1/13 10/1/13 1.0

9/27/13CNS Migration (FAS Department) 7/1/13 7/1/13 9/27/13 2.0

11/27/13HUP Migration 9/1/13 9/1/13 11/27/13 3.0

1/30/14GSD Migration 10/1/13 10/1/13 1/15/14 4.0

1/30/14HKS Migration 10/1/13 10/1/13 1/23/14 5.0

3/31/14Arnold Arboretum NEW CANDIDATE 2/5/14 2/5/14 3/26/14 6.0

5/30/14Divinity Migration REVISED due date 3/1/14 3/1/14 5/21/14 7.0

10/8/14FAS Athletics 9/30/14 7/22/14 10/8/14 8.0

4/25/14HUHS Migration-REVISED due date 10/1/13 10/1/13 4/22/14 9.0

3/31/15Alarms dispatch 7/1/13 11.0

Original

Budget

Changed

Budget

Current

Budget

Spend Since

Last Report

Spend to Date


Estimate to

Complete

Estimate at

Complete

$ Diff

Current to

-349,706.32$1,379,979 $0 $1,379,979 $4,979$807,172 $812,152 $218,121 $1,030,272

5/18/15 GL# 520898-0012 Page 6 of 24

Open/


Date

Opened

Date


1/2/159/1/13O 10548 Need to put helpdesk/EPACS support solution in to

place by next fiscal year. Risk-lack of permanent

helpdesk solution may result in reputational damage

9/1/149/1/13O 10550 PACS feed is impacting some clients. Project and team

resources have been stretched very thin, pushing

response time for PACS feed testing back. Risk-lack of

change management processes and effective

communication may cause reputational harm and may

discourage schools and units from adopting to the

central server.

11/14/147/28/14O 10614 George Fox has resigned. Maureen Kelly will assume

George's role in EPACS but George's experience will be

missed and the labor force again has been reduced

which will slow the process and hinder the ability to

meet the milestones.

5/18/15 GL# 520898-0012 Page 7 of 24

GMAS 2.0 Implementation


Sponsor: Catherine BreenState/Health

Period End

4/30/15

Project Manager: Phil Murgatroyd


The GMAS 2.0 project seeks to upgrade the core technology backbone of Harvard's

Grants Management Application Suite (GMAS), which is nearly 10 years old, with

modern, extensible architecture and address long-standing user requests for usability

enhancements and functionality.

Business Value

Building upon the findings of the user research and technical proofs of concept

completed in the Planning Phase, update the Grants Management Application Suite

(GMAS) in both technical and user-facing ways to enable the FSS and HUIT teams to

improve the accessibility, usability, and maintainability of the system.


The project is in good health with page development starting last month, the team is currently learning a lot about the process as this in unknown territory. In parallel the

business steering committee, functional GMAS team and UX vendor has identified the areas of GMAS to focus their design efforts on.

Resources: The leadership team has identified a suitable full time Scrum Master and they're scheduled to start June 1st. The project risk associated to resources will be

downgraded to observe as this was the final critical resource needed to make this project a success.

Overall Evaluation


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

3/20/15Page Conversion - Foundational Work 2/2/15 2/2/15 3/27/15 1.0

6/30/16Page Conversion - Build and Test 3/16/15 3/16/15 2.0

6/26/15Business Priority Design Concept Development 3/9/15 3/23/15 3.0

4/17/15Release 38 4/17/15 4/17/15 4/17/15 4.0

7/31/15Release 39 7/31/15 5.0

Original

Budget

Changed

Budget

Current

Budget

Spend Since

Last Report

Spend to Date


Estimate to

Complete

Estimate at

Complete

$ Diff

Current to

0.00$2,838,000 $0 $2,838,000 $166,365$269,474 $435,839 $2,402,160 $2,838,000

5/18/15 GL# 5200813-0003 Page 8 of 24

PeopleSoft Perfomance Management System


Sponsor: Marilyn HausammannState/Health

Period End

4/30/15

Project Manager: Isabelle Modiano


This project will lay the foundation for an integrated Talent Mangement solution, incl.

career and succession planning. Benefits: automate the current process, eliminate

flow of paper forms, easy access to data, track employees' competencies, identify

top performers, increase Harvard's engagement scores, facilitate internal mobility,

and contribute to the "One Harvard" vision.

Business Value

Provide a University-wide on-line performance management system.


All schools have started the FY15 annual review phase for about 11,000 employees. We are working closely with the schools who are going through this phase for the first

time. So far, no major issues have been reported. We continue to make small fixes and enhancements to improve the process. The project is scheduled to end in 2 months.

Overall Evaluation


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

3/15/14Design 1/1/13 1/1/13 3/15/14 2.0

3/15/14Training Development - Wave 1 1/1/13 1/1/13 3/15/14 3.0

10/15/13Psoft Release 36 - Development and Testing 4/1/13 4/1/13 10/15/13 4.0

2/28/14Change Management - University Wide 5/27/13 5/27/13 2/28/14 5.0

10/25/13Data Collection Wave 1 5/31/13 5/31/13 10/25/13 6.0

5/18/15Training Development - Wave 2 6/1/13 6/1/13 7.0

5/18/15Wave 2: HDS, HLS, HGSE, GSD, HMS, CADM#2, RIAS, SEAS 6/1/13 6/1/13 8.0

9/16/13HDW Release 36 - Development and Testing 6/7/13 6/7/13 9/16/13 9.0

3/28/14Change Management - FAS, CADM1 (wave 1a) 6/14/13 6/14/13 2/28/14 10.0

2/28/14Change Management - HKS, HBS, HSPH (wave 1b) 6/17/13 6/17/13 2/28/14 11.0

9/19/13Prepare Go-Live Tasks 7/15/13 7/15/13 9/9/13 12.0




7/15/14Change Management - HDS, HLS, HGSE, GSD, HMS, CADM#2, RIAS, SEAS 12/1/13 12/1/13 7/15/14 16.0

5/18/15 GL# 520802-0012 Page 9 of 24


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

3/31/15Phase 2 Forms (Exit Interviews, FY15 and FY6 forms) 12/1/13 12/1/13 3/26/15 17.0

5/29/15Cascading Goals 12/1/13 12/1/13 3/26/15 18.0



5/29/15Performance Management Reporting 5/1/14 3/24/14 21.0

6/30/15Phase 2 - Performance cycle for FY15 7/1/14 7/1/14 22.0



5/29/15Training Development - Wave 3 9/1/14 9/1/14 25.0

5/29/15Psoft Release 41 - Development and Testing 11/1/14 11/1/14 26.0

5/29/15HDW Release 41 - Development and Testing 11/1/14 11/1/14 27.0

6/30/15Stabilization 5/31/15 28.0

Original

Budget

Changed

Budget

Current

Budget

Spend Since

Last Report

Spend to Date


Estimate to

Complete

Estimate at

Complete

$ Diff

Current to

-359,543.41$2,834,416 $0 $2,834,416 $64,804$2,267,052 $2,331,855 $143,017 $2,474,872

5/18/15 GL# 520802-0012 Page 10 of 24

Cross Registration Phase 2


Sponsor: Judith SingerState/Health

Period End

4/30/15

Project Manager: Georgina Prager


Increase in total number of Harvard and non Harvard students cross-registering for

Harvard courses. Decrease in total cross registration application development,

maintenance, and infrastructure expenses.

Business Value

Enhance the University Cross-Registration application to include all schools and

enhancement requests as identified by surveying faculty, registrars, students, and

advisers.


Migration to the cloud has been delayed to FY16 due to DevOps team schedule adjustments. An ITCRB change request will be submitted to accommodate this change.

Overall Evaluation


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

6/17/14Cross Reg. Summer 2014 Release - Go Live 6/17/14 6/17/14 6/17/14 1.0

9/5/14Cross Reg. Fall Startup Patch 9/5/14 9/5/14 9/5/14 2.0

11/17/14Cross Reg. Fall Startup Patch 7/29/14 7/29/14 11/17/14 3.0

9/18/13August 2013 Release 1/1/13 2/5/13 8/15/13 4.0

6/23/14FY2015 Product Roadmap approved 6/23/14 6/23/14 6/23/14 5.0

1/9/14January 2014 Release 12/16/13 12/16/13 1/9/14 6.0

8/6/14Cross Reg. Summer 2014 Release Service Pack 7/7/14 7/7/14 8/6/14 7.0

6/29/15Move Course Catalog application to HUIT production servers 6/29/15 9.0

6/30/15Migrate Cross Registration application to the cloud 6/30/15 10.0

6/30/15Migrate University Course Catalog application to the cloud 6/30/15 11.0

Original

Budget

Changed

Budget

Current

Budget

Spend Since

Last Report

Spend to Date


Estimate to

Complete

Estimate at

Complete

$ Diff

Current to

0.00$260,010 $0 $260,010 $0$200,918 $200,918 $59,092 $260,010

5/18/15 GL# 520823-0004 Page 11 of 24

Faculty Promotions Reappointment (Aries) Implementation


Sponsor: Judith SingerState/Health

Period End

4/30/15

Project Manager: Barbara Ciccolini

Delivery Organization: ATS - OPPP - Faculty Promotions

-Compliance with federal EEO/AA requirements

-Increase the efficiency of faculty and staff time through enhanced data access,

quality, accuracy, and portability.

-Enable effective business continuity planning and protection from the risk of data

loss inherent to paper-based, non-standardized storage procedures.

Business Value

Financial risk in losing federal grant funding for being out of compliance.

Lack of data retention/business continuity


Project is moving forward, with vendor making high priority functional changes and Pilot schools advising on testing and go live timeline availability. An ITCRB change request

will be submitted after stakeholder review of proposed schedule and budget changes.

Overall Evaluation


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

8/29/14Security and Architecture Reviews 5/13/14 5/13/14 8/29/14 2.0

9/12/14Faculty Affairs office configuration and training 7/8/14 7/8/14 9/12/14 3.0

10/15/14Pilot promotion cases start (all 3 schools) 9/8/14 9/8/14 10/15/14 4.0

3/31/15Vendor response and delivery plan 2/3/15 2/3/15 3/31/15 5.0

3/26/15Pilot Completion and Review 2/27/15 2/2/15 2/27/15 7.0

5/8/15Revise Project Plan 3/23/15 3/23/15 8.0

2/27/15Pilot complete 2/27/15 2/27/15 2/27/15 9.0

8/31/15Vendor final delivery complete 8/31/15 8/31/15 8/31/15 10.0

8/31/15User Training complete 8/31/15 11.0

Original

Budget

Changed

Budget

Current

Budget

Spend Since

Last Report

Spend to Date


Estimate to

Complete

Estimate at

Complete

$ Diff

Current to

0.00$599,000 $0 $599,000 $40,015$230,184 $270,199 $328,801 $599,000

5/18/15 GL# 520823-0005 Page 12 of 24

Open/


Date

Opened

Date


Georgina Prager 4/30/152/3/15O 10018 The pilot feedback confirmed that the existing product

does not meet the needs of Harvard users.

Vendor responded to the issues and has committed

to delivering high priority requested changes by

August. The project team is reviewing impact to the

project schedule.

Georgina Prager 4/30/152/3/15C 10019 Pilot schools have requested a follow up pilot after

requested functionality is delivered.

The leadership team determined that a second pilot

was not necessary, however the project plan will be

revised to include additional demonstrations and user

testing prior to roll out.

5/18/15 GL# 520823-0005 Page 13 of 24

ADAMS Project


Sponsor: Kristen BoltState/Health

Period End

4/30/15

Project Manager: Georgina Prager

Delivery Organization: ATS - OPPP - Research Contracts Management

Expand the current ADAMS implementation from HMS to all researchers at Harvard.

ADAMS is a tool to track and manage workflow for the Harvard Research Data

Security Policy and Data Use Agreement contracts. The implementation will enable

faster approvals for research and greater accountability for research data security.

Business Value

Project is to achieve three things:

1. Enhance the system to accommodate the additional requirements of pilot users

as well as defined enhancements from the business owner.

2. Implement the system on HUIT infrastructure, supported by HUIT staff at both the

system and application level. To include training and documentation.

3. Take the system through a pilot to production where GSE, FAS Economics


Project will remain active through June to develop training video and ensure that new user issues are resolved quickly.

Overall Evaluation


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

2/27/15FAS Economics Go Live 2/23/15 2/23/15 2/27/15 1.0

3/7/14Development of enhancements complete 3/7/14 3/7/14 3/7/14 2.0

4/18/14Soft-launch with pilot users (GSE, HBS, FAS Econ, HMS) 3/10/14 3/10/14 4/18/14 3.0

1/30/15HMS Migration and Upgrade 11/25/14 11/25/14 1/30/15 4.0

2/6/15GSE Go Live 11/12/14 2/2/15 2/6/15 5.0

6/26/15Training materials complete 5/4/15 7.0

Original

Budget

Changed

Budget

Current

Budget

Spend Since

Last Report

Spend to Date


Estimate to

Complete

Estimate at

Complete

$ Diff

Current to

-45,661.60$275,000 $0 $275,000 $1,794$216,340 $218,134 $11,205 $229,338

5/18/15 GL# 520824-0002 Page 14 of 24

Teaching and Learning Technologies



Period End

4/30/15

Program Manager: Kristin Sullivan

Delivery Organization: Teaching and Learning Technologies

To provide a continually evolving set of faculty-friendly, student-focused technologies

that support teaching and learning across all Harvard schools, facilitate pedagogical

innovation, and contribute to educational research

Business Value

Plan, design, and implement a modular, integrated set of powerful, extensible and

flexible tools and services to support the full range of teaching and learning activities

across Harvard.


Program is proceeding as planned. Staffing nearly complete. A/B pilot is complete with constructive feedback. Canvas migration spring 2015 evaluation work underway with

Schools. Successfully stood up instance of open edX in order to test ability to bring edX content into Canvas course via LTI (known as "LTI provider project"). Planning

underway for iSite decommissioning and for year 2 of the developer community.

Overall Evaluation


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

4/30/15Hire Program Staff 5/19/14 5/19/14 3.0

6/29/15Define data format and semantics for research data 4/1/14 4/1/14 4.0

5/28/15Determine UX strategy 7/28/14 7/28/14 6.0

4/30/15Define data storage repository for research data 11/3/14 11/3/14 10.0

8/28/15Coordinate summer and fall 2015 migration planning 2/2/15 2/2/15 12.0

11/9/15Complete LTI provider project to bring edX content into Canvas course 4/1/14 4/1/15 13.0

6/30/16Stand up and run instance of Open edX in support of LTI provider project 4/1/15 4/1/15 14.0

10/21/16Complete spring 2015 Canvas migration evaluation 4/15/15 4/15/15 15.0

Original

Budget

Changed

Budget

Current

Budget

Spend Since

Last Report

Spend to Date


Estimate to

Complete

Estimate at

Complete

$ Diff

Current to

0.00$6,314,579 $0 $6,314,579 $218,518$1,403,105 $1,621,624 $4,692,955 $6,314,579

5/18/15 GL# 520860-0002 Page 15 of 24

Integrated IAM



Period End

4/30/15

Project Manager: Ann Lurie

Delivery Organization: University Identity Access Management

The program is building a federated identity management solution that will simplify the

process of identification and authorization throughout Harvard. This project is layered

on top of the various identity and access management solutions used by the various

schools, and also includes the goal of being able to inter-operate with IAM systems in

the non-Harvard world.

Business Value

The program is building a federated identity management solution that will simplify the

process of identification and authorization throughout Harvard. This project is layered

on top of the various identity and access management solutions used by the various

schools, and also includes the goal of being able to inter-operate with IAM systems in

the non-Harvard world.


Accomplishments this month include implementation of consolidated database schemas for IAM databases - reducing support and testing overhead and enabling faster cloud

migrations - as well as the deployment of a SailPoint IIQ release enabling Alumni provisioning. Program Increment 3 (scheduled through June 3) is underway, and handoff of

final deliverables from Isobar (for user-facing design patterns) was completed and implemented with HarvardKey. Cloud migrations of IIQ and PIN/CAS are underway, and

team opted to realize immediate cost savings by also migrating a number of Dev and QA environments for additional IAM applications to the cloud. The corresponding

on-premise hardware has been decommissioned.

Overall Evaluation


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

5/30/14SailPoint Readiness Release 5/30/14 1/1/14 5/30/14 2.0

6/30/14Sailpoint Foundation Release 1/1/14 1/1/14 6/30/14 3.0

8/31/15SailPoint Expansion (0365) 8/31/15 4.0

Original

Budget

Changed

Budget

Current

Budget

Spend Since

Last Report

Spend to Date


Estimate to

Complete

Estimate at

Complete

$ Diff

Current to

0.00$5,825,180 $6,698,640 $5,825,180 $343,790$5,758,741 $6,102,532 $6,421,288 $12,523,820

Open/


Date

Opened

Date


11/14/14O 10556 The recent events at the University of Maryland highlight

the need to assess Harvard's risk. IAM data stores have

two databases with SSN numbers including historical

data.

5/18/15 GL# 520880-0008 Page 16 of 24

VoIP Implementation Project


Sponsor: Susan WalshState/Health

Period End

4/30/15

Project Manager: Bud Minahan

Delivery Organization: Communications Technologies Services and Projects

The Harvard Phone Program will provide a simplified communications services set;

Deliver features and applications for voice, conferencing, instant messaging and

presence; Unify the feature set for anytime, anywhere accessibility; Drive, through

parallel initiatives, ubiquitous access to cellular and WiFi services and Empower

users through availability self-service capabilities and resources.

Business Value

This project will migrate approximately 24,000 legacy centrex stations to Next

Generation Voice-over-the-IP (VoIP) communication lines University-wide. All schools

and departments will participate in this implementation which is expected to take

from four to five years to complete. The VoIP service will be sourced from Verizon's

in-the-cloud Unified Communications and Collaboration as a Service (UCCaaS)

platform. Current plans call for two early adopter migrations during summer 2015;


Overall, this Program is on track per the established project plan with only minor deviations required to date. Critical development items are due in May and June from

Verizon, among them Infrastructure, UCCaaS platform, AD/LDAP, Incident Management and Early Adopter porting.

Overall Evaluation


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

12/22/14Harvard Phone Program Initiation Phase 9/29/14 9/29/14 12/22/14 1.0

11/28/14Finalize Harvard Phone Contract development with Verizon 10/1/14 10/1/14 12/22/14 2.0

3/2/15Establish the project team/kick-off the Harvard Phone Program Implementation 10/8/14 10/8/14 3/23/15 3.0

2/16/15Provide Vz all required Low Level System Design Parameters 10/22/14 10/22/14 2/17/15 4.0

3/31/15Activate the Project Resource Plan 10/1/14 10/15/14 3/20/15 5.0

5/1/15Create HPh Service Bundles 10/13/14 10/13/14 5/1/15 6.0

11/18/14Finalize the Scope of Work 10/14/14 9/22/14 11/18/14 7.0

4/30/15 Create the HUN HPh VLAN Structure 10/15/14 10/15/14 4/30/15 8.0

6/5/15Create the HPh Operations Support Plan 10/16/14 10/16/14 9.0

6/1/15Develop a HPh Technical Supp Plan 11/5/14 10/29/14 10.0

5/14/15Create UCCaaS MPLS Environment 1/5/15 1/5/15 11.0

7/3/15Develop SNOW VoIP Inc Management & ebonding 2/23/15 2/23/15 12.0

6/12/15Develop a work scope and initate the ctx inventory scrub; on-board a scrub

contractor

3/16/15 3/16/15 5/1/15 13.0

6/12/15Work through the Migration Check List for 1230 SFR 4/1/15 3/18/15 14.0

5/18/15 GL# 520883-0003 Page 17 of 24


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

9/30/15Pre porting centrex number range 'breakouts' 4/15/15 4/15/15 15.0

7/10/15Develop a detailed test plan & perform UCCaaS UAT 5/22/15 3/16/15 16.0

7/22/15Migrate Early Adopter Scope at 1230 SFR to HPh 6/15/15 3/16/15 17.0

7/31/15Migrate HUIT Early Adopters at 60 Oxford St. 5/4/15 3/16/15 18.0

10/30/15Migrate 114 Mt. Auburn Greenfield HPh Users 9/29/14 3/6/15 19.0

12/18/15Potential migration of FAS Early Adopters due to Merlin Key system Issues 8/3/15 20.0

6/30/16Continue CADM Migrations post 114 Mount Auburn Greenfield installs 12/7/15 21.0

8/19/16Initate FAS migrations (TENTATIVE) 1/4/16 22.0

12/15/15Verizon develop Service Now Service Request process 9/29/14 23.0

6/30/15Cisco Unified Communications Domain Manager (CUCDM) development 4/10/15 4/10/15 24.0

Original

Budget

Changed

Budget

Current

Budget

Spend Since

Last Report

Spend to Date


Estimate to

Complete

Estimate at

Complete

$ Diff

Current to

0.36$11,216,390 $0 $11,216,390 $123,374$329,627 $453,001 $10,763,389 $11,216,390

5/18/15 GL# 520883-0003 Page 18 of 24

Open/


Date

Opened

Date


Susan DeLellis 5/4/153/9/15O 10024 The Program team recommends use of University

AD/LDAP for credentialing and directory use. Susan is

working with Cisco and Verizon to vet this proposal and

identify any issues with Lync and Jabber existing in

same desktop workspace.

05/08/14 A solution has been found by Cisco to the

supposed UCCaaS restriction of using only a single

domain. Verizon owes a development timeline and

test plan. This item will remain open until this solution

can be verified.

Bud Minahan 8/1/153/9/15O 10027 Use of NAT on HUN AP's and some landline networks

will not allow Cisco Jabber softphone and mobile client

calls to complete. Use of Cisco Expressway would

provide the required IP addressing and routing to

UCCaaS to complete these calls. All on and off campus

Jabber calls would utilize the expressway cluster in the

Vz cloud.

5/15/15 Verizon has announced that Expressway will

not be available until 08/01/15. Vz will provide costs

and a design the week of May 18th. Of concern is the

number of domains supported per Expressway

cluster. A new Harvard Phone subteam will address

Harvard's Expressway and Jabber development

issues.

Bud Minahan 3/20/153/20/15O 10038 Harvard specified that UCCaaS would be turned-up on

latest version of Cisco's HCS software (now 10.5). Vz

cannot provide a date when this will occur. Most

build-out activities including Expressway hinge on the

availability of the platform.

05/08/15 Verizon has stated that UCCaaS platform

v10.5 will be available on 05/20/15. This item will

remain open until this date is verified.

6/1/153/20/15O 10040 Harvard is concerned as CUCDM is the user portal to

add, move and change VoIP lines in the system. It is the

expected contingency in the event SNOW Service

request is not available. Also, it is the basis of any

Schools elf-service activities.

05/15/15 Vz reports that 17 of Harvard's requested 22

CUCDM port 'capabilities' will be available by

06/30/15. Joint Harvard, Verizon and Cisco

requirements development meetings will kick-off the

week of May 18th.

Bud Minahan 6/30/155/8/15O 10050 End user line porting from the centrex to the UCCaaS

requires that all centrex lines be in a 'single station'

state. Currently a majority of the centrex lines reside

within 'common block ranges' on the centrex. These

ranges must be 'broken out'. Some functionality is lost

while this work is in progress (i.e., 5 digit dialing). Of

concern is the loss of dialing on emergency services

auto dialers. The Team is working with Vz engineers to

determine what remediation is available to avoid any

issues on these critical services lines.

05/08/15 Team has developed an Access DB script to

determine which of 853 centrex range blocks have

Early Adopter numbers embedded. These ranges will

be compared to the 2000+ known emergency lines on

campus to determine the ranges needing special

handling. Team has queried schools for any critical

lines that may not be identified as such in the UC

Telecom records.

Karen Erasmi 3/16/1510/16/14C 10639 VoIP services are not recommended to run on CAT3

station wiring. Although much of the University is CAT5

or higher, there is legacy CAT3 wiring in-place in some

areas; the project team is working to determine the

extent of this use and to test the service quality

experience when CAT3 is used for the VoIP service. Use

of CAT3 will be validated by testing in the HUTTL Lab at

1230 SFR using a range of Cisco VoIP end point

devices, CAT3 wiring and jacks.

03/30/15 Testing has shown good voice quality on low

end VoIP deices; daisy chaining will not be

recommended; Team will place CAT3

recommendations in upcoming Network

Requirements Guidelines release,

5/18/15 GL# 520883-0003 Page 19 of 24

Open/


Date

Opened

Date


Bud Minahan 6/30/1510/17/14O 10640 Harvard is concerned that critical ebonded SNOW

processes will not be in-place as contracted on

06/30/15. Verizon has indicated that it may take up to

one year to develop an automated VoIP service ordering

process from Harvard's ServiceNow system into the

UCCaaS platform.

05/08/15; Verizon will receive API from Cisco on

09/18/15; development of a plug-in will complete on

11/18/15; ebonding service request development will

complete by 12/11/15; UAT completes 12/1/15.

Harvard has escalated lack of time for Service Now

development.

5/18/15 GL# 520883-0003 Page 20 of 24

CIO Initiative - Collaboration


Sponsor: Benoit GaucherinState/Health

Period End

4/30/15

Project Manager: Tim Vaverchak

Delivery Organization: Strategy and Planning

* To simplify and facilitate University collaboration by creating a universal Harvard

directory within email and calendaring tools significantly improving the efficiency of

scheduling meetings easing coordination efforts across the University thus

decreasing cost and increasing agility

* To position toolsets to allow files to be shared between and outside of Harvard

consistently, efficiently and securely

Business Value

To support the diverse communication and collaboration needs within the Harvard

community as well as external participants in a seamless, consistent and effective

way.


Overall, green but work needs to be done to better structure the program going forward to ensure strategy and execution are aligned. Work now needs to be done to release

FY'16 funds to continue momentum.

Overall Evaluation


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

11/14/14Provisioning Infrastructure to support HMS in place 7/1/14 7/1/14 11/14/14 1.0

10/30/14Exchange environment established to allow HMS migrations 9/1/14 9/1/14 2/10/15 2.0

6/30/15HMS O365 Pilot / Early Adopters complete 11/3/14 2/13/15 3.0

4/30/16HMS Migrations 7/1/15 4.0

5/29/15SEAS Phase 1 Migrations (IceMail) 1/26/15 1/26/15 5.0

1/30/15Central Admin Mailbox Migrations 9/1/14 9/1/14 1/30/15 6.0

3/30/15HSPH Mailbox Migrations 2/2/15 2/23/15 3/31/15 7.0

3/30/16FAS Mailbox Migrations 6/1/15 8.0

4/30/15GSE Migrations 4/1/15 9.0

5/29/15SEAS Migration to O365 5/1/15 10.0

Original

Budget

Changed

Budget

Current

Budget

Spend Since

Last Report

Spend to Date


Estimate to

Complete

Estimate at

Complete

$ Diff

Current to

0.00$1,120,575 $0 $1,120,575 $57,987$899,419 $957,406 $163,169 $1,120,575

5/18/15 GL# 520886-0001 Page 21 of 24

Open/


Date

Opened

Date


Deneyse

Maestas

3/4/15C 10009 Potential issue with resource collisions across all school

migration efforts, currently being investigated further -

Resource plan developed Includes Migration

Engineering, Support Services, School Impact

Initial draft reviewed 2/25. Next version should include

more formal definition of gaps and resolution plans.

Jonah Pollard 3/4/15C 10010 Need to hire an additional $90/hour contractor to backfill

for Bobby

REPs approved

Tim Vaverchak 3/4/15O 10011 Group meetings bi-weekly to develop and execute plan

to provision HMS users to O365 via FIM (pre-requisite for

Mailbox Migrations). Promoting all "Happy Path users

first and then flipping a switch to make HMS user

promotion the default behavior

Promotion of users ongoing. Target for all Happy Path

users promoted to O365 - 3/6

Deneyse

Maestas

3/4/15O 10012 As more migration efforts are now underway a more full

definition of Collaboration Program objectives in relation

to Project activities is required. Effort begins with

Program Plan definition

Collaboration program will be discussed after the

resource plan is completed.

5/18/15 GL# 520886-0001 Page 22 of 24

ID Card Part II - Visitor Management Implementation


Sponsor: John NolanState/Health

Period End

4/30/15

Project Manager: Ian Crowley


The visitor management system will improve security on campus; provide centralized

process; provide reporting and analysis.

Business Value

The implementation of a Harvard Cambridge Visitor Management system will help

managing visitors' authorized physical access on campus.


Project on track for recommendation at the end of 1st week of May. Planning for test and implementation for the walk-in and pre-registration process

Overall Evaluation


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

3/31/15Scope 9/1/14 9/1/14 3.0

Original

Budget

Changed

Budget

Current

Budget

Spend Since

Last Report

Spend to Date


Estimate to

Complete

Estimate at

Complete

$ Diff

Current to

0.00$1,453,521 $0 $1,453,521 $30,575$819,782 $850,356 $603,164 $1,453,521

5/18/15 GL# 520898-0010 Page 23 of 24

EPACS Consolidation - Phase 2


Sponsor: State/Health

Period End

4/30/15

Project Manager: John Avery


Business Value

Consolidating access control systems to centralized access control.


The migrations of GSE, the Learning Incubator and Phase 1 of HRE continued. Both GSE and the Learning incubator the work has been completed and the systems are now

on EPACS. GSE will add another building(50 Church St.) by end of FY15. HRE has been broken into 4 groups, the first group of buildings is targeted for completion the end

of May. The second group will commence in early June. The enterprise architecture effort has ramped up and several meetings with the HUIT engineering groups has been

productive. The EPACS VLAN is stretched between 60 Oxford and 1 Summer St. providing the foundation for a more robust architecture.

Overall Evaluation


State/

Health

Planned

Start Date

Actual

Start DatePlanned

End Date

Actual

End Date

12/10/14Migrate Radcliffe to the EPACS server, provide training and support. 7/1/14 10/6/14 12/12/14 1.0

2/25/15Migrate SEAS to the EPACS 9000 server 7/1/14 1/5/15 3/10/15 2.0

4/3/15Activate new panels at GSE to the EPACS server 3/6/15 3/9/15 3.0

5/15/15Migrate HRE to EPACS group 1 3/24/15 3/26/15 4.0

4/10/15Harvard Global Health Institute & Learning Incubator migration to EPACS 7/1/14 3/2/15 5.0

Original

Budget

Changed

Budget

Current

Budget

Spend Since

Last Report

Spend to Date


Estimate to

Complete

Estimate at

Complete

$ Diff

Current to

-215,227.85$4,433,000 $0 $4,433,000 $73,135$475,299 $548,434 $3,669,338 $4,217,772

5/18/15 GL# 520898-0013 Page 24 of 24

GL # Project Name

Planned

Actual

Planned

Actual Phase

Current

Budget

Cost to

Date

% of

Current

Estimate

to

Complete

Estimate

at

Complete

Start Date End Date

520898-0013 EPACS Consolidation - Phase 2 7/1/14

10/6/14

5/15/15 Discover$4,433K $548K 12.4% $3,669K $4,218K

5/14/15 Troubled At Risk On Track Closed Complete On Hold Pending Closed Incomplete Page 2 of 2

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