ctc LINK PROJECT UPDATE ctc LINK EXECUTIVE LEADERSHIP

ctc. LINK PROJECT UPDATE ctc. LINK EXECUTIVE LEADERSHIP COMMITTEE April 29, 2021 Presenters: • • Kevin Brockbank – Spokane Community College President & c. ELC Co-Chair Christy Campbell – Chief Technology Officer, ctc. Link Program Grant Rodeheaver – SBCTC Deputy Executive Director of IT and ctc. Link Project Sponsor Tim Wrye – Highline College Executive Director of IT Services and CIO, ctc. Link Steering Committee Chair

AGENDA Item Description Minutes Facilitator 1 Welcome & Introductions 3 Kevin Brockbank 2 Approval of March. 25, 2021 Minutes 2 Kevin Brockbank 3 Approval of Steering Committee Voting Member - ACTION 2 Tim Wrye 4 ctc. Link Steering Committee Update • DG 5 Go-Live Dates & College Groupings • DG 4 Lessons Learned Report 10 Tim, Christy Campbell ctc. Link Project Program Status • Replacement Solutions Completion Status 5 6 7 o Budget Planning Solution (PBCS); o Continuing Education Solution (Campus. CE); O o Online Admissions Application Portal • Status by Deployment Group (DG 5 and DG 6) • Quality Assurance Monthly Report (Moran) • Budget ctc. Link Support Organization Update • ctc. Link Customer Support Update • ctc. Link Accessibility • ctc. Link Support Staffing Plan Update Key Messages for WACTC Business Meeting 15 Christy Campbell 25 Grant Rodeheaver 3 Kevin Brockbank 2

c. ELC MEETING MINUTES • March 25, 2021 3

STEERING COMMITTEE MEMBERSHIP c. ELC Approval of the Steering Committee’s selection of new voting member • Carolyn Tucker, Skagit Valley College Executive Sponsor 4

CTCLINK STEERING COMMITTEE UPDATE Recent Action Items • DG 5 Go-Live dates and college groupings Recent Discussion Items • DG 4 Lessons Learned Report 5

DG 5 GO-LIVE SCHEDULE DG 5 GROUP COLLEGES GO-LIVE DATE Group A Grays Harbor College Green River College Skagit Valley College Oct. 11, 2021 Group B Bellingham Technical College Big Bend Community College Whatcom Community College Oct. 25, 2021 Group C Bellevue College Everett Community College Nov. 8, 2021 6

DG 4 LESSONS LEARNED OVERVIEW Continuous improvement based on prior lessons learned • Implementation methodology tested and refined over time • Conversion process works and is fine-tuned for each deployment Changes made real-time during DG 4 • Responsive and in partnership Lessons Learned represents DG 4 collectively, not individually • Expanded information-gathering • Common themes emerged from different stakeholder groups Success is borne of local efforts • Per Moran Technology Consulting, ctc. Link Project Quality Assurance, Nov. 2020: • Successful experience of prior deployment does not ensure success for future colleges. • While ctc. Link Project conversion/deployment methodology works and is improving with each deployment, one aspect does not change: the amount of work required from each individual college for a successful implementation does not lessen. • College core business processes will substantially change, requiring a significant commitment, investment of time, and solid organizational change management practices by each college to implement ctc. Link successfully. 7

DG 4 LESSONS LEARNED Work Packages • Provide context and a preview for the homework in the work packages (BPFG, Data Validation, UAT). • Improve consistency in communication and expectations for the work package homework, especially in Data Validation. • Put work package reference materials in the Reference Center. • Incorporate Data Validation Cycle 4 activities into UAT. • Help college PMs plan better with 30 and 60 day look-ahead schedules. BPFGs • Add opportunities for college one-on-one sessions. • Provide detailed schedule preview so colleges can plan better to complete the work. • Provide an overview of the interconnectedness of the People. Soft pillars and functionality. • Communicate the availability of the ctc. Link Learning Environment. Student Financials and Finance • All areas of SF need to be tested before go-live, even if it is a subset of the data. • Help colleges anticipate what they will need to do post go-live with student financials and finance. • Had an issue where Finance GL extracts were unexpectedly pulling duplicate periods between the detail and open balance conversions. • One of the college’s banks did not have the requirements to support People. Soft 8 and found out late in the implementation.

DG 4 LESSONS LEARNED, CONTINUED Security • It was hard for college personnel to retain the security information from the workshops and apply that knowledge to their business processes. • The colleges did not understand the workbooks. Go-Live Weekend • Have no more than three colleges go-live during any one conversion weekend. There are many conversion activities from Legacy to ctc. Link People. Soft that occur sequentially by college and step/task. Each college adds complexity to performing the tasks. With more than three colleges, the quality of the conversion process is compromised. Training • Need to add training on month-end closing processes and improve training, in general. ctc. Link Project and Legacy • Don’t implement additional applications during the same month as go-live or integrate those into the ctc. Link UAT activities. • Lists of tasks for the conversion weekend are very helpful. • Include ctc. Link project staff in the meetings between Legacy staff and the colleges regarding the transition and shutdown activities. 9

DG 4 LESSONS LEARNED, CONT’D 2 College Project Management • Announce office closures early to allow college departments to plan. • Make sure consistent and appropriate people are involved in the work packages: The work packages were often conducted by smaller groups of people at the colleges. Many were approaching the activities as tasks to “check off. ” Then, at golive many people were not exposed to the system and had to learn the processes after go-live. • Colleges would have benefited from more deliberate and frequent collaboration/collaborative learning. • Make sure there is a procedure/process for how internal training materials will be created and distributed. • Include supervisors and administrative support in training for department personnel. • The college support plan should be practiced pre go-live and have multiple entry points. • The college IT staff who will give support (ctc. Link Tier 1/helpdesk) should take selfservice training, including for the mobile app, so they are aware of its functionality. • Communicate with students about upcoming ctc. Link early so they know what to expect. • Help college staff anticipate seeing their own confidential information in the system. • Conduct a practice drill of the security management plan prior to go-live. • Make sure that the UAT commence as soon as possible – since the steps are interconnected, one delay can delay multiple activities. • Hire business analysts. • Develop a stabilization plan for 90 days post go-live. 10

CTCLINK PROGRAM STATUS Replacement Solutions Completion • Campus. CE Integration to ctc. Link/People. Soft • Budget Planning Solution (PBCS) • Online Admissions Application Portal (OAAP) Overall Status by Deployment Group (DG 5, DG 6) Quality Assurance Monthly Report (Moran) Budget 11

Campus. CE Phase I Integration Milestones – as of April 28, 2021 College / DG Phase I Integration Week of May 3 -7 Integration Setup Plan for August Go. Live Centralia DG 4 Clark DG 2 Complete Edmonds DG 4 Complete Highline DG 4 Complete Lower Columbia DG 3 Complete Olympic DG 3 In progress Plan for Summer Term Peninsula DG 3 North Seattle DG 4 Complete South Seattle DG 4 Complete In progress Seattle Central DG 4 Spokane DG 2 Wenatchee DG 4 In progress DG 5 and DG 6 colleges to integrate at Go-Live Plan for June Go. Live

ONLINE ADMISSIONS APPLICATION (OAAP) PORTAL ü DG 2 and DG 3 – In Production q DG 4 – in Progress (Planned for May 2021) q DG 5 – In Progress with Deployment with DG 5 Go. Lives q DG 6 - In Progress with Deployment with DG 6 Go. Lives 13

BUDGET PLANNING CLOUD SOLUTION (BPCS) ü DG 2 and DG 3 – In Production (Colleges using as parallel solution for FY planning) q DG 4 – in Progress (Highline, Centralia, and Wenatchee planned Go-Live in December 2021 for FY 2023 Budget planning, Seattle and Edmunds TBD) q DG 5/DG 6 – Planned for Go-Live in December 2022 for FY 2024 Budget planning 14

Project Overall Status — March 29 – April 9, 2021 Overall Y Schedule Y • • Program is on track, per timeline, scope and budget Colleges are engaged, progress is being made but the remote work is making engagement and work more challenging for staff Scope Y • Tracking Budget Tool and Continuing Education solutions implementation plans Budget G Remote work continues due to COVID-19. PMO, Steering Committee and colleges continue collaborating on ways to mitigate risks due to the pandemic (revenue decline, resource constraints, remote work, morale). Each remaining Deployment Group (DG) is engaged in ctc. Link activities: • DG 4 colleges have fully transitioned to the SBCTC ctc. Link Support organization for ctc. Link support. The ctc. Link project team is currently working on packaging the lessons learned gathered from DG 4 stakeholders. • DG 5 go-live dates and groups have been approved by the ctc. Link Steering Committee: Oct. 11, Oct. 25, Nov. 8, 2021. Cycle 2 data validation is complete and DG 5 is prepping for cycle 3. • DG 6 continues with BPFGs. Go-live is scheduled for Feb-March 2022 and will likely go live over 3 weekends. (specific dates TBD). Replacement Solutions: • Continuing Education – The Campus. CE Integration (to People. Soft) project is well underway. Five ctc. Link colleges have completed integration and more will complete in May. • Online Admissions Application – The new OAAP went live for DG 2 & DG 3 colleges on Feb. 2. An implementation timeline for DG 4 is under review for an early summer implementation. DG 5 and DG 6 will implement OAAP as part of their ctc. Link deployment schedule. • The Planning and Budgeting Cloud Solution (PBCS) went live for DG 2 and DG 3 colleges on Feb. 12, 2021. The remaining DGs will go live with PBCS after they go-live with ctc. Link and have a substantial amount of finance data in the ctc. Link system. Requirements Traceability Matrix (RTM) needs to be updated to validate original RFP requirements have been implemented, tested, and end-users trained on the processes and functionality. • Gate 7 preparations in July 2021, submission in September 2021 for a November 2021 approval of allocation. Overall Status Summary per Deployment Group Executive Summary The project is tracking per schedule, under budget. Rework and implementation of key replacement solutions is almost complete. Scope review will be completed with the update of the requirements traceability matrix (RTM). • DG# PMOReported Comments Status College/ Agency Self. Reported Status DG 2 -A/B Deployed • Transitioned to Support Clark, SBCTC, Spokane Falls, Tacoma DG 3 -A Deployed • Transitioned to Support Lower Columbia, Olympic DG 3 -B Deployed • Transitioned to Support Cascadia, Peninsula, Pierce DG 4 -A Deployed • Transitioned to Support Centralia, Edmonds, Highline, Wenatchee Valley DG 4 -B Deployed • Transitioned to Support Seattle Colleges Bellevue Bellingham progress Big Bend Completed Cycle 2 Data Everett Validation Grays Harbor Began Legacy data Green River cleanup and prep for Skagit Valley Data Validation Cycle 3 Whatcom Bates Clover Park Continue BPFG sessions Columbia Basin And homework Lake Washington Getting ready for Data Renton Validation Cycle 2 Shoreline South Puget Sound Walla Yakima Valley • Local Configuration in • DG 5 G • • DG 6 G • G G G G G

Deployment Group 5 Timeline (High Level Phases) G We are here • Conversion Cycle 1 retired to better align with other deployment groups. • Estimated dates subject to change. Go-live date requires discussion with DG 5 colleges and approval by ctc. Link Steering Committee. 16

Deployment Group 6 Timeline (High-Level Phases) G We are here • Conversion Cycle 1 retired to better align with other deployment groups. • Estimated dates subject to change. Go-live date requires discussion with DG 6 colleges and approval by ctc. Link Steering Committee. 17

ctc. Link Quality Assurance Scorecard / Moran Technology Consulting Report, March 2021 ctc. Link Quality Assurance Scorecard - Moran Technology Consulting , NOVEMBER 2018 REUTH STATUS Overall Status Y AREA DESCRIPTION / NOTES G SBCTC/ Governance Project Governance continues to function as intended. Meetings continue to be held remotely and documented. G Project Management PMO has the unique challenge of working closely with 17 individual college Project Managers and balancing the needs of each Deployment Group within budget, schedule, and scope. G Phase Scope The new custom Online Admissions application (OAAP) now in production will be deployed to the DG 4 colleges in the summer of 2021. The Campus. CE Integration (to People. Soft) project has been split into two phases. The majority of deployed colleges will be implemented in April. Phase 2 design phase is underway. G Schedule Status The schedules for DG 5 and DG 6 deployments have been developed and will continue to be adjusted as necessary given the overlap of workstream tasks. The DG 5 schedule is beginning adjusted for the implementations dates. The need for dividing DG 5 implementation into 3 weekends is derived by the processing volumes and time required to convert college data into People. Soft. Training The training team has now proven its capability to deliver effective training programs for the ctc. Link implementations. The challenge will continue to be on the DG 5/DG 6 colleges to ensure their staffs receive the training in concert with the plans and schedules. G Testing The Project testing team is focused on DG 5. The leadership for this area has improved processes to meet the schedule. There is still a major dependency on the 8 colleges included in scope for DG 5 to test their processes and validate their data. Good progress has been reported on the college data validations. G ctc. Link Tech Environ The Project technical team is now working with the Project functional teams on preparations for DG 5 Data Cycle #3 conversions targeted for April. DG 6 Data Cycle #2 is scheduled for May. G OCM DG 5/DG 6 colleges are now also doing OCM related activities that are preparatory to their college implementations. G Project Staffing QA is very concerned that Project staffing can be maintained sufficiently to complete DG 5/DG 6 within the next 12 months. Y SBCTC Customer Support The major challenges of supporting a total of 34 colleges with a single instance, fully integrated People. Soft ERP and with interfaced 3 rd party software solutions needs to be organizationally recognized. A WACTC executive taskforce is working on a preliminary approach for funding the expected increase in required CS staffing. Y SBCTC Application & Production Services The Application and Production Services technical staff size and expertise will need to expand further with addition of DG 5/DG 6 colleges in 12 months. G SBCTC Data Services Besides providing Centralized Data services to SBCTC, it has been at the forefront of working with the deployed colleges, supporting Datalink, providing training for PS Queries and supporting additional custom solutions and standard ctc. Link reports. G 18

Budget Status Summary – as of March 31, 2021 G 19

CTCLINK TOP PROJECT RISKS • DG 5: Security • DG 6: BPFG Homework Configuration Quality Concern • DG 5 & DG 6: Implementation of PBCS • College Staff Availability and Legacy Knowledge • ctc. Link Project Staff Availability (10 -12 months remaining) 20

CTCLINK TOP PROJECT ISSUES • DG 6: Complex PMO Schedule is not adequate for college planning • DG 5: PMs concern about project dates • College Staff Availability and Legacy Knowledge • Customer Support Resource Plan • Communications 21

CTCLINK SUPPORT ORGANIZATION • ctc. Link Customer Support Update • ctc. Link Accessibility • ctc. Link Support Staffing Plan Update 22

TOPICS, MESSAGES FOR WACTC BUSINESS MEETING? Note: All material licensed under Creative Commons Attribution 4. 0 International License.