• It is possible to complete a complex large-scale project on time and under budget, with the proper focus and attention.

  • Investments in transition efforts are necessary to ensure that project benefits are fully achieved and stabilization is successful.

  • Students and faculty must be at the center of our work: their leadership and involvement are key to success. Comprehensive change management efforts and broad community engagement are essential to serving the UC Berkeley community of students, faculty, and staff.

  • Executive leadership, advocacy, candor, and consistency are absolutely necessary for the success of a complex implementation. Their committed and disciplined involvement is key to managing large scale strategic investments into the future.

  • Functional leadership needs to be directly involved in the project from the very beginning; involvement cannot be delegated.

  • Campus processes must be evaluated and simplified to ensure core sustainability and optimal service to campus. Over-customization – including local optimization – can have a high price to the institution and should be assessed in light of strategic priorities and campuswide needs.

  • To properly manage strategic investments into the future, disciplined and transparent financial and risk planning, management, and reporting is necessary.

  • Governance oversight and a “moratorium” process of assessing and approving new SIS-related projects was critical to SIS success and is needed for ongoing system management and to avoid recreating the LAMmy.

  • The physical co-location of functional, technical, and consulting staff was key to project implementation success and remains an important strategy for ongoing transition and stabilization efforts.

  • Achieving better results while developing a stronger UC Berkeley workforce and community is possible. It is also possible to develop in-house capability to customize, deliver, and manage leading software technology like Oracle Campus Solutions. 


The SIS Project reached these goals through close consultancy oversight, pairing of experienced UC Berkeley subject matter experts and experienced industry consultants, regular internal and external Quality Assurance reviews, and thoughtful re-organizing of the team structure, at key points, to better meet campus and project needs.