Archive: Projects and Engagements

2023 and Earlier
  • Adobe Sign Expansion: Communication and training were expanded for the Adobe Sign effort, resulting in expected savings of 1,000s of person hours in printing, routing and chasing manual forms.
  • API Gateway: A middleware component was created for campus applications. The business value created allows campus software developers to have a common set of API methods, allowing faster development of applications. 
  • Budget, Expenditure, Encumbrances for Personnel (BEEP): A new, interactive report through Tableau was created to assist with personnel budgeting.
  • Campus Navigation: This cross-campus collaboration between Rokwire, Facilities & Service and Technology Services developed wayfinding for the Illinois App, including enhancements that help direct people to building access that is American with Disabilities Act (ADA)-compliant.
  • Commitments, Transfers, Receivables Support: Developed best practices, FAQ and training videos for Commitments and Transfers. Added reports specific to Receivables within Commitments.
  • Cornerstone ATS: Campus HR departments collaborated with IHR to flatten Urbana applicant tracking processes. The benefit of this work was to expedite time to hire and reduce HR processing time by 10% through standardization of campus processes. 
  • Data Services Center: A centralized reporting portal was created that allows users to share their reports across the campus without regard for data source or reporting source. The benefits include standardization of reports, reduction of duplication and overall flattening of business processes across campus.
  • Educational Analyst for Learning Management System: Collaboration was increased between education analysts, eLearning specialists and LMS service owners, which will lead to better communication, feature prioritization and overall student experience across of all of the colleges.
  • Engineering Facilities Tools: Engineering developed a suite of facilities tools that can be used by colleges outside of Engineering. These tools are requested and managed through a site called AppTrack.
  • Engineering Portal Memorandum of Understanding (MOU): The scope of Engineering portal tools was expanded to a broader campus audience to enable business processes and reduce redundant systems.
  • Engineering Time Tracking: Access to the time tracking tool was expanded to the broader campus, creating common processes and reducing administrative overhead.
  • Engineering Vacation and Sick Leave: Expanded access to the Engineering HR tool to allow campus Civil Service employees to log vacation and sick leave hours under a common tool. This unified system reduced duplication of administration and HR resources.
  • Grad College Database Upgrade: The database was upgraded to a managed, up-to-date version of SQL and historical data migrated into a single updated SQL server for improved data analysis.
  • HR System Inventory: All HR systems were documented with the intention to fully understand the overall technology ecosystem and identify opportunities to provide tools to replace manual processes and to consolidate redundant systems to consistent platforms.
  • MS Teams Collaboration: Led campus drive to adopt and use Teams in the business offices throughout campus.
  • Online Services in Excess Forms: Provided online form for tracking employee Service in Excess (SIE), reducing overall time to track/process information for campus HR units.
  • P-Card Forms: Established online forms to manage purchasing processes for P-card users and reduced time to process purchases (automated vs. manual).
  • Shared Development Environment: Established processes, practices and a shared environment that allows for technology teams to work together to fulfill business needs (including campus IT resources and consultants). Allows for better collaboration and opens alternative models for staffing to accomplish objectives.
  • TimeEntry Mass Feeder File: Worked with IHR to leverage existing LAS mass feeder file to speed up time to process payroll for Extra Help personnel, which resulted in a reduction of manual entry errors. Payroll processing cycles were reduced from 1 business day to 1 hour.

For questions or more information on any of these previously completed efforts, please email us at