Completed Programs and Projects
FY25
Adaptive Planning
Adaptive Planning Phase 1 will implement Workday's Adaptive Planning module for the budget and planning process. This module is being implemented prior to the other modules to allow the Office of Budget and Resource planning and OSU community members transition away from the existing processes.
AI @ OSU
The AI@OSU Initiative explores the dynamic realm of artificial intelligence (AI) and its influence on Oregon State University. The project will consider the implications and best uses of AI in the areas of teaching, research and business operations from an enterprise-wide perspective; help to ensure responsible, transparent and ethical AI systems. OSU seeks to embrace the opportunities afforded by ethical and thoughtful use of artificial intelligence while charting the next wave of AI innovation.
AMP Data Platform 2.1
This effort aims to develop a leadership planning tool for Oregon State University’s leadership, focusing on key indicators and metrics contributing to the PWS Top 5 Targets in the university’s strategic plan. The tool will be integrated within the Data Platform framework, enabling shared planning, accountability, and real-time tracking of goals. This project extends the Data Platform 2.0 initiative by creating a data pipeline for enrollment data, supporting the Administrative Modernization Program (AMP). By adding Banner data and adhering to security standards, it enhances both the Data Platform and the PWS planning tool.
AMP Smart Access - Endpoint Management
The Smart Access program enables a foundational capability to provide appropriate access to data and systems to secure OSU's digital assets wherever they may be, in alignment with OSU's IT Strategic Roadmap. The Smart Access Program is being managed in two parts: the Identity Management System project and the Endpoint Management project. The Endpoint Management Project will enable IT professionals to secure and manage devices to ensure they are properly patched and updated regularly. The project will also implement common tools across IT units at the university.
AMP Smart Access - Identity Phase 2
The Smart Access program enables a foundational capability to provide appropriate access to data and systems to secure OSU's digital assets wherever they may be, in alignment with OSU's IT Strategic Roadmap. The Smart Access Program is being managed in two parts: the Identity Management System project and the Endpoint Management project. The Identity Project is focused on updating OSU infrastructure and identity management ecosystems.
Building Security Access Control
The goals of the Building Security Access Control Project are to improve the security of all Corvallis campus buildings, which contributes to safety on campus for students, staff, faculty and visitors. The scope of the project right now includes access controls, security alarms, security cameras, and policy development.
DFA IT Project Support
This project aimed to improve project management practices within DFA-IT by implementing Asana as the standard tool. Key achievements include developing best practices, creating templates and automations, and migrating ongoing projects into Asana. The project also enhanced project visibility and provided comprehensive staff training. With all objectives successfully met, DFA-IT now has a structured, efficient approach to project management, setting the stage for continued success in future initiatives.
Interim Solution: Academic Affairs Assessment Software
The business objective is to implement a semi-manual interim solution for the 2024-2025 academic year to meet NWCCU Standard One accreditation data requirements at Oregon State University (OSU). This project will ensure OSU’s compliance with NWCCU Standard One, maintaining eligibility for federal student financial aid. Additionally, it will lay the foundation for long-term operational excellence in data management.
ITSM Maturity Phase 1
The IT Service Management (ITSM) project aims to elevate the maturity of IT service delivery and service design aligned with best practices in ITSM, while stablishing a standardized and equitable IT support framework. This project will promote synergies among OSU units by providing a single platform for all of OSU IT to leverage and grow. This effort is foundational to AMP, supports Data as a Service, enables Research, and will serve as a catalyst to OSU IT 2.0.
Open Source Lab
PRAx Process Management
The Patricia Valian Reser Center for the Creative Arts (PRAx) opened in April 2024. Upon moving into the new space, the Executive Director of PRAx and Associate Vice Provost of Arts and Humanities, Peter Betjemann, recognized gaps in the back of house process, at which point he engaged EPPMO and Theatre Projects (3rd party vendor) to assess and deliver organizational structure recommendations, gap assessment of current event processes, updated processes and an organized storage location for processes. The goal of this initiative is to clarify PRAx staff processes to ensure event activities occur consistently and timely.
UHR Volunteer Management Phase 3
The Volunteer Hub Phase 3 project at OSU has successfully concluded, transitioning from Microsoft Power Platform to the cloud-based Get Connected solution. This shift improved data security, streamlined workflows, and created a more user-friendly volunteer portal. The project team navigated technical and resource challenges, aligning stakeholders and refining processes. With this phase complete, EPPMO is now focused on fully implementing Get Connected to enhance volunteer engagement and management capabilities.
FY24
Access OSU
EPPMO supported the partnership between Division of Extension and Engagement, Division of Student Affairs, and the Office of Institutional Diversity on standing up Access OSU, a project to increase family and student access to information about attending college. Access OSU will also help prospective students develop early relationships with OSU and its student support services through programs designed to build trust among communities of color, specifically African American/Black, Native/Indigenous/Pacific Islander, and Hispanic/Latinx communities.
ADA Task Force Recommendation Implementation
The Americans with Disabilities Act (ADA) is a federal law ensuring equal opportunities for individuals with disabilities. In 2021, the provost commissioned an ADA31 Task Force to assess Oregon State University’s (OSU) policies, programs, and systems and recommend enhancements to foster inclusivity. The ADA31 Initiative transitioned the task force recommendations into coordinated actions with a range of campus units. EPPMO facilitated the the initiation, planning, coordination, monitoring, reporting, and completion of the recommended actions.
AMP Process Inventory
AMP Process Inventory - As part of Oregon State University's Administrative Modernization Program, this collection of projects will plan and implement the elements of the new Workday ERP system affecting the University's process inventory functions and processes. For more information on the program or any AMP specific workstreams, please visit the AMP Website at amp.oregonstate.edu
AMP Request for Proposal Support
AMP Request for Proposal (RFP) support: Benefits include contracting of organizational change management, business process improvement (BPI), and implementation vendors for AMP.
Asana Implementation Phase 1 MVP
Asana Phase 1 involved the initial rollout and implementation of Asana as the Project Portfolio Management (PPM) system for University IT, DFA IT, and EPPMO. Centralizing the PPM function at OSU enables the sharing of best practices, ensures data retention, and allows for system-wide reporting. As Asana usage grows, the need to expand PPM functionality and scope has led to the planning of Phase 2.
BeaverHub
Oregon State University has historically lacked an agreed-upon and coordinated university-wide approach for communicating and engaging with current students. In 2022, the provost announced the university would transition to a unified tool in June 2023. EPPMO provided project management and business analysis support to design, build, test, and launch the Beaver Hub CRM. The initial tool provides basic academic functionality and will facilitate a more seamless student experience as the tool iterates and expands over time. The Beaver Hub will reduce costs and system complexity as ancillary CRM products are retired.
Common Course Numbering
Senate Bill 233 from 2021 in Oregon aimed to enhance academic credit transfer and streamline transfer pathways, particularly focusing on Common Course Numbering between public community colleges and universities. EPPMO played a significant role in providing project management support to ensure the effective implementation of the bill's directives. Their responsibilities included tracking project progress, managing information related to transfer pathways, and facilitating communication between educational institutions and stakeholders involved in the process.
Data Hub Phase 1
The Data and Integration Hub Project, initiated in mid-August 2022, was originally two separate projects but merged due to their interconnected nature. Led by the Enterprise Project Portfolio Management Office (EPPMO) within Decision Support, the project supports OSU's strategic goals to simplify technology systems and improve data practices, enhancing organizational agility. It also serves as a foundational element of the Administrative Modernization Project (AMP). The project’s scope was refined to focus on the Data and Integration Hubs, along with the addition of the Data Needs Calendar and “Where is our Data?” mapping tasks. The goal is to modernize data and system integrations and standardize data definitions across the University.
Data Platform 2.0 (DI Hub)
In furthering both Strategic Plan 4.0 and OSU's IT Strategic Roadmap, the Data and Integration Hub Project (DIHub) is working to develop and implement a modern system to support integration of common data between technology systems at OSU in an agile and virtualized manner.
DFA Framework for Success
The DFA Framework for Success project defines DFA's strategic direction and progress tracking, equipping employees with essential decision-making tools. This framework fosters collaboration, enabling diverse roles to communicate effectively and pursue unified goals, thus supporting OSU's success. By identifying deliberate shifts and evolutions, the DFA Framework for Success enhances operational efficiency, advances division-wide strategic priorities, and aligns with the university community’s broader objectives.
Framework for Success
Non-Student Billing and Receivables
Non-student accounts receivable operations at Oregon State University (OSU) were being managed in a decentralized manner, as departments with external or internal customers had created individualized processes for billing, tracking, and collecting their receivables. While a distributed accounts receivable function allowed for department-level flexibility and customer relation management, it also created inconsistencies, duplication of effort, and potential lack of controls and accountability The goal of the Non-Student Billing and Receivables project was to standardize, simplify and modernize non-student billing and receivable operations across OSU, with specific objectives around improving the customer experience, reducing costs, increasing revenue realization, improving internal controls/risk management, and enhancing decision-making.
Performance Management Pilot
The Performance Management Pilot project is focused on redesigning the performance evaluation process and system for the OSU IT and Controller's units within the broader context of talent management at OSU that supports Strategic Plan 4.0 and the basis of the University Human Resources strategic plan.
Prosperity Widely Shared Strategic Planning Model Support
OSU has hired 3rd party vendor Huron to pressure test and model scenarios that will allow OSU to meet identified targets through FY30. Targets include increase annual research expenditures to $600M, increased 6-year grad rate to 80%, equalized graduation rates, increase online only enrollment to 30K and increased Cascades enrollment to 2,200. Scenarios are modeled utilizing proforma data provided by multiple departments. The goal of this initiative is to provide leadership at OSU a tool to guide throughout the life of Prosperity Widely Shared.
Roles @ OSU
The Roles @ OSU project will develop a framework for university-defined roles that can then be shared and leveraged across the university. These roles will be used to govern the level of access to university-wide applications and services. In the future, OSU employees and students will be able to quickly access data and systems automatically based on their status, job or function within the university.
Smart Access - Identity Phase 1
The Smart Access program enables a foundational capability to provide appropriate access to data and systems to secure OSU's digital assets wherever they may be, in alignment with OSU's IT Strategic Roadmap. The Smart Access Program is being managed in two parts: the Identity Management System project and the Endpoint Management project. The Identity Project is focused on updating OSU infrastructure and identity management ecosystems.
UHR Volunteer Management Phase 2 MVP
USSE Payroll Operations Transition
USSE Payroll Operations Transition is used to pay and report payroll tax and benefits. Activities are transferring from USSE to the individual universities in Oregon by the end of the fiscal year.
Additional Consultation and Support:
- Faculty Administrative Process Burden
FY23
Beaver Works
The Beaver Works (Business Operations) program was a set of projects designed to address a broad range of business policy and process improvements and increase Division of Finance and Administration units’ effectiveness and efficiency.
Benny Hire
OSU hires and processes approximately 8,330 student appointments and 2,529 graduate student appointments each year. Using a combination of technological tools and process efficiencies, the Benny Hire project streamlined the hiring process for hourly student employees and graduate assistant appointments.
Department of Public Safety (DPS)
The EPPMO has provided strategic program management support to the Department of Public Safety (DPS) in the development of the university's enhanced public safety program, now incorporating Corvallis campus law enforcement. As a leading institution, it is imperative that interactions involving the Oregon State University community, the general public, and public safety personnel align with an educational framework, prioritize responsiveness and non-escalation, and focus on restorative rather than punitive measures whenever feasible. The goal is to ensure that all members of the university community feel valued and experience a strong sense of safety. Acknowledging the diverse experiences individuals have with law enforcement, our aim was to cultivate an environment at Oregon State University that is welcoming, compassionate, caring, understanding, trusting, and diverse.
DFA Risk Appetite
Initiated through the Beaver Works program, the DFA Risk Appetite project delineates the level and types of risk that DFA is prepared to accept to achieve its strategic objectives. This initiative encompasses the development of comprehensive Risk Assessment Tools and supporting statements, providing executives and employees with critical resources to align with DFA's risk management framework. By defining explicit risk parameters, the project ensures that risk-taking activities are strategically aligned, fostering a proactive and informed risk management culture throughout the organization.
Elliott State Research Forest (ESRF)
In December 2018, Oregon’s State Land Board requested that OSU and the Oregon Department of State Lands explored the potential transformation of the Elliott State Research Forest (ESRF) into a state research forest managed by OSU and its College of Forestry. EPPMO’s engagement with ESRF focused on working in alignment with College of Forestry, administrative leadership, and experts to coordinate connections, collaboration and working groups that helped move the project forward and meet the objectives and deliverable outlined in the ESRF Research Proposal.
HR Service Delivery
Oregon State University’s University Human Resources (UHR) and Payroll have launched the Human Resources Service Delivery (HRSD) project to enhance HR services through the ServiceNow platform. This initiative streamlines onboarding and offboarding processes while introducing new self-service options, including a virtual agent/chatbot, a service catalog, and a centralized knowledge base with FAQs. It also reduces manual processes by providing consistent workflows with step-by-step guidance.
LinkedIn Learning
The EPPMO provided project management for implementation of OSU's partnership with LinkedIn Learning through 2025. LinkedIn Learning is an online educational platform with over 16,000 video courses covering business, technology, and creative topics, and is available at no cost to all active OSU faculty, staff, and students.
Managerial Competency Framework
EPPMO supported OSU's effort to build a systematic approach to talent management that addresses the full employment life cycle to advance the mission of OSU by better attracting, developing, and retaining talent academic faculty, professional faculty, staff, public safety personnel and graduate employees. The Managerial Competency Framework of managerial competencies reflects the multi-faceted dimensions of academic, student, and administrative functions while emphasizing the OSU commitment to inclusive excellence.
PacWave South
PacWave South is an in-development, state-of-the-art, pre-permitted, accredited, grid-connected, wave energy test facility; developed in partnership with the US Department of Energy, the State of Oregon, OSU, and local stakeholders.