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
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
Are You Ready to Make the
Move?
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Why make this move?
What are the true costs?
– Can your institution afford not to move forward?
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Can you overcome project challenges and
maintain focus?
– Is this an academic or business/commerce
proposition?
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What is Blackboard’s role in the process?
– How do they help you obtain your goals?
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Lessons Learned and Strategies
Duquesne University
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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
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Enterprise Learning System 6.3
Communities Portal
Building Block & Developers Network
Standardized on 1 LS in 2004
Required training for courses and communities site
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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 realtime
• 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
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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
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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
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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 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