AMP Frequently Asked Questions

AMP Frequently Asked Questions

This webpage will stay updated with the latest frequently asked questions based on the questions we receive in our AMP engagements during implementation. If you have an AMP question and can't find the answer here, please contact us at [email protected]. Thank you for your feedback and continued partnership in this university-wide digital transformation.

Frequently Asked Questions

The Administrative Modernization Program (AMP) will deliver on action 20 in SP4.0 and the IT Strategic Plan 2023, streamlining technology systems, data practices, and policies to increase agility and ensure OSU IT is responsive to the university’s strategic goals. AMP is a five-year initiative that involves several concurrent projects that overhaul the university's central administrative systems for human resources, finance, and student-facing services. These projects will serve as a basis for significant upgrades, enhancing student experience and research administration, and expanding the university's mission impact. Additionally, AMP aligns with OSU’s outreach mission and leadership role in the state of Oregon, offering a transformative resource for other institutions pursuing similar objectives. 

The objective of AMP is to introduce cloud-based systems that enhance the university's adaptability in a dynamic, diverse and ever-expanding campus environment. Migrating Banner and other crucial enterprise systems to advanced cloud and on-premises systems bolstered our security posture. AMP is anticipated to be a 3-5 year program that will include but is not limited to the replacement of Banner functions in the areas of HR and Finance.  AMP will overhaul roughly 20 systems in the university's IT administrative core, many of which involve manual procedures, such as time reporting, hiring, payroll, and managing financial accounts. AMP is not a software replacement project. AMP is an organizational and digital transformation – a business process improvement program enabled by cutting-edge software and technology. We anticipate newly designed business processes will be implemented for HR and Finance within the first three years. Banner Student will not be replaced in the initial phase of the project. Beaver Hub, the Student Customer Relationship Management (CRM) will enhance, modernize, and personalize the student experience while simultaneously offering an equitable experience for students, reducing administrative burden, and introduce opportunities for improved student data and greater engagement for student success. 

The OSU IT Strategic Plan 2023 and accompanying IT Strategic Roadmap reflect OSU IT’s commitment to SP4.0 Action 20; integrate and simplify technology systems, data practices, and policies to increase our organizational agility.  Below are major activities that have occurred and are planned.  A more robust timeline and roadmap for AMP will be forthcoming as planning efforts mature over the next 6 months.

Building the Foundation 

OSU IT has made progress in our strategic efforts but have come to the point where we now understand that to create true organizational agility, we need to modernize our administrative technologies environment and business practices to bring them into the fully digital age.  University Information Technology (UIT) launched the silent planning phase of AMP in the fall of 2022. Key projects were designed and kicked off to lay the foundations for AMP (Enterprise Data Ecosystem and Smart Access/ Identity). During this phase we hosted two bootcamps for OSU Leadership to ensure organizational change management (OCM) was prioritized and to establish guiding and design principles that enable OSU leaders to make complex decisions efficiently and empower AMP project teams. 

University Leadership  

Starting in spring of 2023 and continuing into early 2024the program teams will engage leaders across OSU to ensure a collective understanding of the scope of the effort, the importance of adherence to a shared vision, the resources required, returns expected, and risks involved. Recognizing that technology systems are complex and understanding the link between process/practice redesign and system capabilities is limited, UIT is prioritizing extensive communications and education programming. For example, UIT launched a podcast series for OSU Leadership to introduce foundational steps involved in the replacement of core administrative systems. The intent is to put critical information in the hands of leaders and managers in forms that are convenient and easily digestible, supporting alignment around goals and necessary actions. Additional communications and educational programming will be made to the OSU community as we move forward with AMP. 

External Consultants  

OSU will not take on this ambitious work alone. We will need significant help with organizational change management, business process redesign, and staff augmentation. OSU will collaborate with consulting partners that specialize in higher education digital transformations to deliver on the AMP vision. We will seek partners to help us cultivate collaboration from across and outside the university and find equitable solutions for a broad and diverse collection of customers and stakeholders.  Request for Proposals for these partners started in June 2023 and will likely continue into winter 2023.   

Organizational Change Management (OCM) refers to the people side of change.  OCM applies a framework and set of tools to prepare, equip and support people to adopt and use a change to achieve a desired outcome. Organizations use the change framework to manage the effect of new business processes, new technology, shifting economic landscapes, or changes in organizational structure and culture. OSU IT is prioritizing the significance of change management by hiring and dedicated Organizational Change Management Lead for AMP and engaging the services of an Organizational Change Management (OCM) consultation partner.  

The partner will assist us with developing a common framework, shared language for change management and a change champion program across the university. These champions will identify methods and communication strategies that are transparent, embrace diverse perspectives, engage the entire community, generate support, and address concerns and challenges. The AMP OCM framework will proactively communicate with stakeholders impacted by business process changes and ensure their involvement throughout the transition.  

Keeping the OSU community informed about AMP and opportunities for engagement is critical to our success. Communication about AMP will be disseminated through various channels such as university-wide emails, videos, blog posts, reports and updates on our website. Informational events and workshops for OSU community members will be hosted to focus on the program and impacts. We strongly encourage you to stay connected for the most current AMP updates. To support ongoing engagement, we will solicit routine feedback and provide opportunities for stakeholders to contribute ideas and perspectives. Please keep an eye on your emails and our website for invitations to engagement events and opportunities. 

Implementation partners and the AMP team will work closely with functional and technical supervisors and leaders to determine an intentional strategy that will identify the people needed to realize our goals. We will then work within functional and technical units to leverage external staff augmentation partners that support and fulfill the strategy.  

AMP guiding and design principles will set expectations and provide guidance for teams throughout the program as they make decisions and design OSU business processes and technology for the future.   

An AMP Steering Committee, part of OSU’s new IT governance structure, will oversee and guide the AMP program. The steering committee will monitor the success of all activities to completion, including individual projects and the organizational change management program.  AMP will have several governance and programmatic elements that will aid decision making at the right time. 

Additionally, we will learn from implementation partners and peer institutions that have undergone organizational and digital transformations to ensure OSU makes informed decisions and mitigates potential risks.  

We are excited to begin engaging the OSU community this summer and early fall.  We will host open forums and focus groups for the OSU community to learn more about AMP, ask questions, and share insights and expertise to ensure the future state of OSU’s administrative processes and functions meet the university’s needs and strategic goals.  These engagements will be just the beginning.  As part of our change management planning, communications planning and program planning, AMP will continue to provide opportunities for our experts and community to be involved and inform the future of our administrative modernization.  

A key part of the program is engaging the university community in the redesign of the university’s digital experience and administrative business processes. Targeted training and outreach will help prepare the community for upcoming changes and better position users to effectively employ new processes and tools, facilitating an environment that builds on our capacity as AMP progresses.  Training events will begin early and be offered throughout AMP.  Direct user experience and ideas will inform the redesign. A testing environment will be shared to integrate testing and training, ensuring experts learn and validate our environment as we continue to build new processes and supporting technology. 

Experiences of other universities suggest there are several major risks associated with university-wide organizational and digital transformations:  

  1. Failed process implementations resulting in operational disruptions. Mitigation Strategy:  

  • Learn from successful Enterprise Resource Planning (ERP) replacements in higher education - leverage the experiences and best practices of peer institutions.  

  • Establish standard processes that have demonstrated a positive return on investment and ensure successful adoption. 

  1. Lift and shift - Moving inefficient practices and processes to state-of-the-art technology systems. Mitigation Strategy:   

  • Establish a shared vision and set strong principles and expectations with university leaders and managers – establish the need for concurrent practice and process upgrades.  

  • Seek guidance from peers and vendors to inform the redesign efforts and leverage business process best practices.  

  • Use metrics to track changes and support the redesign process.  

  1. Failure to execute deliberate change management. Mitigation Strategy:  

  • Engage external change management experts and consultants to guide the effort.  

  • Develop a common framework and language for change management and establish a program that includes change champions across the university.  

  1. Resource management. Mitigation Strategy:  

  • Work within UIT and with functional partners across the university to proactively manage resources, to include identifying skills, planning for dedicated staff as required for the program, and augmenting internal capabilities with external expertise (consultants, contract support). 

  1. Distributed return on central investments is not visible or captured. Mitigation Strategy:  

  • Utilize expert consultants to quantify and document savings realized through automation, employee time savings, and reduction of duplicate tools.  

  • Ensure that information is made visible through the AMP program governance, allowing for transparent tracking of return on investments. 

AMP will reduce the barriers between independent systems, fostering an integrated and efficient administrative framework. At the heart of AMP is the implementation of modern, cloud-based technology systems which will replace approximately 20 of our current IT administrative core systems — several of which are disparate and require manual procedures. By migrating key enterprise systems to next-generation platforms, we enable seamless data sharing and collaboration across functions such as HR, finance, student services, and more. This not only minimizes silos but also facilitates the adoption of best practice business processes, creating an interconnected and streamlined administrative ecosystem. Through this business process and practice improvement program, AMP fosters better communication, increased transparency, and improved data accuracy, thus enhancing both administrative efficiency and service delivery. 

We will seek external consulting firms and partners specializing in higher education and they will be assessed through requirements and questions that require information about their organization’s practices and values regarding diversity, equity, inclusion, and accessibility.  Additionally, the request for proposal (RFP) and interview processes will include questions that evaluate the partner’s approach and plans to deliver contracted services that align with and support OSU’s core values and commitment to advancing inclusive excellence.