2023 Accreditation Submission


Network Engineering

Network Engineering Roadmap
January 2021
Announce the roadmap, answer questions, and incorporate customer feedback.
July 2021
Launch wireless RBN’s (Wired and VPN already released).

Delegated RBN management in the BlueCat’s.

Begin market research and RFQ for WSU WAN.
July 2022
Launch FWAS and the Campus Firewall Service (contingent upon approval of capital budget). No cost VSYS, one per area. Requires participating in bi-weekly firewall operators group forum.

Launch trunking as a service (contingent upon FWAS). Requires MOU.

Complete RFQ and implement WAN services.
July 2023
Provide a true, self-service IoT network. (May be released sooner, depending on rate of work.)
July 2024
Support dual-stack IPv6 in RBN’s.
January 2022
Remove blanket border firewall exceptions for server and management traffic to building networks.
Winter 2022
Implement new core firewalls.
January 2024
Begin NAT’ing the legacy building networks, effectively making them as if they are private IP space.
January 2025
Block AD traffic to datacenter networks from the now legacy guest networks.
January 2023
Remove blanket access from building networks to the datacenter networks, with the exception being AD traffic.

Remove blanket inbound border firewall rules.
June 2025
Look to the future, including WAN phase 2 with second hub and spoke network.
March 2023
Implement WAN as primary ISP for WSU campuses.

Cloud Adoption

Cloud Adoption Roadmap
Expand Service Access
Offer a generalized “cloud-as-a-service” program to provide managed cloud environments to all WSU programs, jointly managed by ITS and relevant Area Technology Officers.
Refresh Compliance Tools
Replace cloud management tools developed during prototype and proof of concept phase and replace with commercial off the shelf technology for the management and compliance of critical cloud environments.
Modernize Customer Portal
Implement uniform Single-Sign-On for all WSU cloud customers through Kion and Okta. Establish Kion cost-sharing mechanism for use outside of ITS and RDE accounts.
Review and Assess
Conduct a 5-year review of the program goals and accomplishments and assess the need to picot or augment the cloud adoption and provider strategy at the WSU system level.
Restructure Procurement
Change the contracting vehicle used to procure AWS services to address competitive award requirements. Refactor accounts payable processes to support invoice payment processes instead of purchase cards.

Identity Management

Identity Management Roadmap
01/01/22 – 6/30/23
Roadmap Development.

7/1/23 – 12/30/23
Workday creates account.
7/1/24 – 1/1/26
Central Workday Visual Workflows Created.
7/1/24 – 1/1/26
Central Workday Visual Workflows Created.
7/1/26 – 12/31/26
Stabilization and Optimization.
7/31/27 – 12/31/27
7/1/23 – 12/31/23
Integrate Life Cycle Manager.
7/1/24 – 12/31/24
Retire Grouper.
7/1/25 – 12/31/26
Retire MIM/FIM.
1/1/27 – 6/30/27
Okta capability and financial assessment.
1/1/28 – 6/30/28
Strategic Comparison between Okta and competition.
1/1/24 – 6/30/24
Streamline hires process.

Automate separation delay.
1/1/25 – 6/30/225
Retire AD Sync.
1/1/26 – 6/23/26
Workday becomes authoritative for access and entitlements.
1/1/26 – 6/30/26
Okta Becomes IAM Hub.

Learning Management System

The Enterprise Projects and Implementations (EPI) team manages, supports, and administers Canvas the Learning Management System (LMS) utilized by the University. This includes, but is not limited to, customer support, stakeholder communication, training of support staff, implementing third party integrations, and configuring/maintaining the Student Information System integration. Canvas is utilized by roughly 84% of classes on all WSU campuses.

Goal: Empower student learning and instructional tools through providing a proficiently administrated industry-leading Learning Management System.

Learning Management System Roadmap
Spring 2023Summer 2023Fall 2023
Spring 2024Summer 2024Fall 2024
Spring 2025
Stay up to date on market research, review Gartner’s Market Guide for Higher Education Learning Management Systems.
Coordinate systematic export of Canvas Data 2 to Oracle Analytics Cloud (OAC) for analysis.
Complete training of newest team member for Canvas support.
Restructure Canvas Knowledge Base documentation format to be more easily accessible.
Implement governance structure for Learning Outcomes in Canvas.
Implement five-year course archival process (if necessary).
Analyze data from comparable LMS solutions. Research general-purpose LMSs and specialized systems.
Implement “Content Reviewer” role to reduce tickets and empower campus and department schedulers within the student information system (SIS).
Complete feedback sessions with WSU instructors to define where the Canvas service offering can improve.
Implement feedback from instructor sessions.

Meet with Crimson Service Desk to analyze and review Tier 1 support offering.
Analyze current Canvas storage and determine if five year archival process requires implementation.
Conduct research on comparable LMS solutions including general-purpose LMSs and specialized systems supporting specific initiatives.
Review LMS vendor roadmaps for additional functionality and services. Analyze current LMS features versus third party integrations that come at a cost.
Implement University Syllabus technical solution for canned content.
Review, analyze, and plan implementation for feedback received from instructors.
Two Canvas team members complete Canvas Technical Administrator certification.
Analyze current Tier 2 Canvas support structure for improvements.
Finalize any needed communications for New Quizzes.
New Quizzes is fully implemented at WSU.
Review improvements implemented in Canvas Data 2.
Meet with Crimson Service Desk on Canvas support.
Implement improved SIS feed to no longer require manual updates at the change of a term.
Implement Canvas Data 2, finalize integration OAC, and sunset Canvas Data 1.


myWSU Student Information System (SIS)

Oracle PeopleSoft Campus Solutions (PSCS), or myWSU, is the core system of record (SOR) at Washington State University and will continue to play a critical role in OneWSU’s digital technology platform for the next 5 years. myWSU supports both back-office administrative operations and Student and Faculty facing self-service functionality. myWSU manages vital information and student assets including course offerings, class schedules, course enrollment, grades, academic progress, transcripts, financial aid, tuition, and student accounts. myWSU serves as a critical SOR for operational reporting, business intelligence, institutional research, and enrollment management.

Looking Forward

  • Lead SIS modernization efforts by introducing and integrating new enterprise tools and applications.
  • Link SIS technology changes to institutional goals with measurable
  • Leverage digital-outcome-driven metrics framework for higher education to identify value of investments.
  • Continue to Decouple the SIS by introducing new enterprise business capabilities using point solutions specific to stakeholder business models and practices.
Student Information System Roadmap
Evaluate My Transfer Credit for guest users.SLATE integration for MBA applications.Review/Renew support contract with Burgundy.PeopleTools upgrade.PeopleTools upgrade.Campus Solutions end-of-life.
GradCAS implementation.Planner: Schedule builder.Review/Renew product license with Oracle.PUM 37, 38, 39.PUM 40, 41, 42.
SLATE integration for undergraduate applications.Degree Recommender Phase II.Check Campus solutions end-of-life and maintain inventory and analysis of SIS Cloud Solutions.
Planner: Time blocks.Electronic refunds via TouchNet.PeopleTools upgrade.
Electronic 1098-T via TouchNet.Self-service redesign for Financial Aid.PUM 34, 35, 36.
PELL simplification.Present SFP/Vocado to SFS for consideration (SFP is SIS agnostic).
Degree Recommender Phase I.Check Campus solutions end-of-life and maintain inventory and analysis of SIS Cloud Solutions.
Investigate Workday Student and identify other SIS Cloud Solutions available for consideration.
PeopleTools upgradePeopleTools upgrade
PUM 28, 29, 30.PUM 31, 32, 33.

Information Security

Information Security Program Policies and Compliance Program Development
EP/BPPM Gap Analysis ends February 2023.Revisions and New Policy ends May 2023.Stakeholder Review ends August 2023.Procedure, Records, and Forms Process ends December 2023.Publish and implement ends January 2024.Publish and implement ends January 2024.Publish and implement end April 2024.
System Standards Development ends July 2023.Stakeholder Review ends October 2023.
Functional Area Risk – Continuous.
System IT Vulnerability Management Program Development
Define requirements for System Vulnerability Management Service ends August 2023.Request proposal ends November 2023.Proof of concept ends January 2024.Implementation ends March 2024.Integrate Functional Area Risk with System IT Risk Management Program (GRC – Continuous).
System IT Risk Management
Request for Proposals ends November 2023.Identify Top Level Risks ends March 2023.Define Requiremen-ts for System GRC Service ends August 2023.

Define requirements for System Vulnerability Management Service ends August 2023
Proof of Concept ends January 2024. Integrate Functional Area Risk with System IT Risk Management Program (GRC – Continuous).
Implementation ends March 2024

Telecommunications Design

Telecommunications Design Roadmap
Telecom Design Review
Assess the current telecom design processes and strategy along the dimensions of customer connectivity needs, fiscal sustainability, supply chain stability, and core infrastructure.
Vendor Realignment
Incorporating the review of telecom needs, establish well-defined vendors for wireless, switching, routing, and access-layer technologies.
Design Standard Processes
Establish cross-functional working group within EIS to address and document day-to-day design decisions that reflect variance standard service delivery. Develop rubric to ensure core outcomes are achieved, including maintaining standards of service demarcation.
System Consistency Improvement
Establish tools and processes to expand access to telecom design standards and services to non-Pullman locations. Harmonize supply chain and vendor management strategies.
Supply Chain Management
Using lessons learned from the supply chain disruption around GPON, establish guidelines to ensure telecom technologies are within their respective industries intended use.
Service Reconfiguration
Update access layer services to emphasize wireless with switched fiber to the edge; consolidate routing and firewall to the network core, refactor border routers to support new services.

Endpoint Management


  • Act as system-wide endpoint support, as far as maintaining system-wide endpoint baselines and software.
  • Expand customer base to Provost and Chancellor.
  • Provide additional centrally managed, automated services for the management of endpoints across WSU.
Endpoint Management Roadmap
Revise and improve executive IS onboarding processes model.

Move all ITS T1 endpoints to Intune for management.

Implement Intune managed MAM for O365 and other university system software for BYOD.Launch Universal Printing pilot for the University, then make as an available service.
Implement an updated managed care support services model with ability to bundle extra services such as software like ABR.
Administer more university-wide endpoint software services such as ABR, Grammarly.Create a managed public records requests service made available for WSU customers.Implement a fully functioning Autopilot capability in Intune and Okta.
Establish an approved software list for the university system managed by EEM.



  • Redesign the electrical supply capabilities and replace aging infrastructure in ITS 1010 as necessary.
  • Continue to support the backup power needs and expansion of HPC and SLA customer’s equipment.
  • Consolidate four UPS’s down to two modular and more efficient UPS’s and provide redundant power to all racks.
  • Replace old circuit breaker panels with modular Power Distribution Racks
  • Move UPS’s out of ITB 1010 and into their own space, reducing the risk of fire hazard in ITB 1010.
Move all racks from UPS MC to UPS ME.Install Spokane UPS (Eaton 9395 225kVA 480V) in place of UPS MC.

Renovate another space to become UPS room.Purchase second new modular 250kVA UPS and install in new space.
Requires purchasing compatible PDUs for all racks.Purchase/install 2x Power Distribution Rack and connect SPO UPS.Decommission UPS ME and connect new UPS to PDRs (2021).Decommission UPS MD and UPS ME.
Requires purchasing breaker/whips to max out both Power Distribution Racks that were installed in 2021.Purchase/install UPS maintenance bypass.Purchase new modular 250kVA UPS and install in UPS room.Decommission SPO UPS and connect new UPS to PDRs.
UPS MC will be decommissioned.Purchase/install breaker/whips to half populate PDRs.Purchase additional breaker/whips to fill PDRs and start migrating racks from old UPS’s.Decommission and remove old breaker panels and wiring in 1010.
Cost ~ $150,000Cost ~ $160,000Cost – UnknownCost – Unknown
Sustains Kamiak growth for at least 2 years and removes risk of UPS MC failure.Balance load between SPO UPS and UPS ME.

Integration Services

Enterprise Systems (SIS, LMS, Data Visualization, etc.) all rely on integrations to transfer and make data available. The Enterprise Systems teams utilize a centralized integration platform wherever possible to facility agility and standards based integrations. These tools and by virtue of these tools – a service is realized to the university. This roadmap encompasses the following goals that Enterprise Systems wishes to accomplish that enable institutional effectiveness.

  • Engage with university community to understand gaps and challenges departments face integrating software and solutions at WSU.
  • Implement and engage in a practice of continuous improvement to our integration services.
  • Deliver solutions and services that allow integrations and implementations to be based on standards and tools rather than a design to implementation solution.
Integration Services Roadmap
Spring 2023Summer 2023Fall 2023Spring 2023Summer 2024Fall 2024Spring 2025
Review Integration Hub documentation.Evaluate oAuth2 and Authentication Standards for Web Services.Publish connectors and tools available.Begin implementing standards for web services.Finalize implementing standards for web services.Communicate API catalog.Complete API release.
Design and Decision workshops on Integration Hub.Survey community on web services pain points and API needs.Publish API documentation to WSU community.Provide regular updates, examples, and documentation to departments.Execute API development plan.Release API/Data Service Offering.
Publish direction statement and planned improvements to Integration Hub.Evaluate and prioritize API needs.Plan and communicate standards changes to web services users.Execute API developmental plan.Plan API catalog release.
Migrate Integration Hub to AWS.Plan API development plan.
Security Assessment Review in RDE.Survey community on connector/tooling needs.
Publish direction statement on Web Service Standards and Practices.



  • Migrate existing service functions to modern cloud services and align services with direction of other enterprise services.
  • Enable institution to manage endpoints from cloud-based services.
  • Enables areas and colleges to manage their own resources in accordance with WSU policy and state requirements.
  • Retire services that are legacy in nature or underutilized.
  • Improve service offerings with modern cloud solutions.

New Capabilities:

  • Role Based Access Control in Azure AD, Office 365, and cloud SaaS Active Directory Domain Services (AD DS) originating from Okta.
  • Automated provisioning and deprovisioning.
  • More robust, discreet, and customizable service management and entitlement.
  • Greatly improved security in functionality, features, and reduced attack surface.
  • Just-In-Time (JIT) and Just-Enough-Access (JEA) model for administrative roles.
  • New administrative model to replace the Tiered Administration Model.
  • Identity-based data management and removal.
O365/AD Roadmap
2023 H22024 H12024 H22025 H12026 H2
Teams Secure Storage Pilot.

Automatic Teams cleanup and removal.
Teams Secure Storage Service Offering.
Migration of Tier 1 AD systems to AD DS SaaS.
Active Directory Domain Naming Services (AD DNS) retirement.

Active Directory Federation Services (AD FS) retirement.
Retire AD DS Service.
AD DS SaaS Solution section.
Transition of PAM security principals to AD mapped security principals.
LDAP application migration to Okta, Azure AD, or AD DS SaaS.

Child domain migration to cloud apps or AD DS SaaS.

Migration of on-premise distribution lists to Okta.

Migration of users and groups to Okta.

Deprecate AD DS Service.
Transition of PAM security principals to mapped security principals.

Migration of Tier 2 endpoints SaaS endpoint management.
Removal of WSU email forwarding service.

Removal of Alumni Email Service.

Removal of non-Outlook/OWA clients.

Retire on-premises Exchange services and service cleanup.
Azure AD
Migrating hybrid Azure AD joined devices to native Azure AD joined devices.
Spam and phishing changes.

Mail routing changes.
SharePoint site collection cleanup and removal.
Tier 0
Retirement of Tier0 Environment.
Active Directory Federation Services (AD FS) service migration to Okta.

RADIUS Service retirement.

Active Directory Certificate Services (AD CS) retirement.

Project Management Services

The Enterprise Projects and Implementations (EPI) team works with all departments of Enterprise Systems and ITS. The team drives project management and implementation duties on high level projects impacting all campuses of WSU. Team members are skilled in project management, collaboration, and communication. Since the inception of the team in February 2021, team members have managed many WSU wide projects including Microsoft Bookings for Advisors, the implementation of Canvas LMS, and the migration of myWSU to Amazon Web Services. While the EPI team continues to lead across a wide variety of projects, the team also continues to drive project management processes, knowledge, and certifications within ITS.


 Efficiently and effectively provide project management services to high impacting ITS projects.

Project Management Services Roadmap
Spring 2023Summer 2023Fall 2023
Spring 2024Summer 2024Fall 2024
Spring 2025
Project Management
Four EPI team members to attend the PMXPO virtual conference.
Project Management
Officially document and publish project management service provided by EPI team.

EPI team member to obtain Management Professional (PMP) certification.
Project Management
Review project request form process for reporter efficiency improvements.
Project Management
Evaluate monthly project management training for content and relevancy.

EPI team member completes hour requirement to apply for PMP certification.
Project Management
EPI team member completes hour requirement to apply for PMP certification.

Project Management
Two EPI team members obtain PMP certifications.
Project Management
Update project management offering, complete with three PMP certified team members.

University Syllabus Tool is implemented within Canvas.

Complete Azure to AWS migration.


Master of Healthcare Administration and Leadership is implemented.


Fully implement Atlassian Data Center.

Transition any remaining Jira Data Center duties to Operational teams.

Conduct LMS comparison project.

Analyze results of LMS comparison project.
National Survey for Student Engagement (NSSE) survey is concluded.
Transfer Credit Initiative Phase II is complete.
New Canvas Grade Sync process is implemented.
myWSU Forms tool is created and implemented.
TouchNet implementation is complete.

Implement Okta and clustering for Atlassian Data Center.
Webi Data Preservation migration is complete.
Transfer Credit Initiative Phase I is complete.
Transfer Credit Initiative Phase III is complete.
CAS implementation is complete.

Ticketing, Project Management, and Knowledge Base

Jira and Confluence

The market for social software in the workplace includes software products that support people working together in teams, communities, or networks. These products can be tailored to support a variety of collaborative activities. Buyers are looking for virtual environments that can engage participants to create, organize and share information, and encourage them to find, connect and interact with each other. Business use of these products ranges from project coordination within small teams or homogeneous groups, to information exchange between employees across an entire organization.

Looking Forward

  • Upgrade License to Data Center and quickly take advantage of additional functionality available through this license.
  • Strengthen our overall Atlassian support model through professional training and certification.
  • Develop a more formal Atlassian community, including a governance model, Steering Committee, User Community, etc.
Atlassian Roadmap
Migrate to Data Center license.Establish governance model and policies.
Upgrade Server Hardware per vendor specifications.Define auto-archiving policies.
Implement Okta Integration.Implement auto-archiving policies.
Establish DEV and TEST environments with regular refresh schedule.Expand User Community through outreach and retirement of competing systems across the University.
Implement Clustering.Establish a permanent and sustainable funding model.
Initiate training and certification programs for support staff within ITS.
Establish regular channels of communication via Atlassian Steering Committee meetings and Atlassian User Community meetings.


The culmination of this plan is a practice of continual improvement and outreach on service offerings that are provided through our data management systems. The immediate needs are to upgrade to Generation 2 Oracle Analytics Cloud and implement Autonomous Data Warehouse. Those changes along with Surveying community needs on training and services that can be provided inform the remainder of the plan.

Reporting and Analytics Roadmap
Q1 and Q2
Q3 and Q4
Q1 and Q2
Technical Enhancements
Oracle Analytics Cloud Generation 2 implementation.

Autonomous Data Warehouse Planning.

Staffing Evaluation.
Technical Enhancements
Mandatory process review and documentation.

Develop and deploy version control processes.

Implement user security process changes.

WEBI Student Legacy Data released in OAC.

Technical Enhancements
Mandatory process change implementation.

Complete technical services review.

Master data management implementation.

Technical Enhancements
Implement lifecycle management changes.

Implement Gen 2 technical changes.

ETL optimization review and implementation.
Outreach and Training
Plan and schedule community needs listening sessions.

Conduct community needs sessions and gather data.

Evaluate training needs.

Outreach and Training
Implement advanced trainings and training needs.

Building Knowledge Base of analytics and data.

Assessment of alignment to OneWSU data initiative.

Community listening on Gen 2 opportunities.

Outreach and Training
Present Gen 2 common requests and implementation plan.

Data validation listening sessions.

Outreach and Training
Training upgrades for Gen 2 upgrades.

Implement data validation changes per community feedback.
Marketing and Communications
Gather team and execute plan to communicate “What is Oracle Analytics Cloud?”

Communicate analytics and reporting roadmap/strategy.

Release notes for Gen 2 Oracle Analytics communicated.
Marketing and Communications
Develop technical advisory committee.

Release service offerings.
Marketing and Communications
Release plan for Gen 2 opportunities.

Update and review service offerings.
Marketing and Communications
Communicate Gen 2 changes and availability.

Update and review service offerings.

Course Evaluation

Course Evaluation System (CES)

Providing course evaluation and Learning Experience Management tools, Explorance is a leading provider of Learning Experience Management (LEM) solutions for adaptive learning. Explorance’s Blue software enables institutions to continuously improve the learning experience within their organization

As education technologies continue to revolutionize the industry, educational institutions must invest wisely to address the demand for increased accountability while enhancing the teaching and learning experience.

Explorance distinguished itself by developing Blue solutions which leverage all four of the elements in Gartner’s Nexus of Forces – information, cloud, mobile, and social – to create an adaptive learning experience. Explorance’s social feedback hub, Bluepulse, illustrates how Explorance’s Blue solutions enable institutions to implement a cycle of continuous improvement through in-term course evaluation, corrective actions, ongoing progress assessment, and a focus on providing high return on expectations (ROE) to all stakeholders.

Looking Forward

  • Move toward Full Automation.
  • Improve Response Rates.
  • Develop Quality Insights.
  • Evaluate the value proposition of Bluepulse.
Course Evaluation Roadmap
Continue development of custom dashboard for colleges and departments.

Develop the appropriate toolset to enable college and department staff to generate custom reports based on specialized needs.

Provide automated, scheduled, customizable reporting.
Enhance the integration between SIS and CES to eliminate post-integration processing, including the manual manipulation of instructor information.Implement deep integration with Canvas for an improved class evaluation experience.Analyze qualitative and quantitative data to obtain a more complete picture of the student experience.
Enable automated and ad-hoc distribution/reallocation of reports based on institutional hierarchy.

Ensure automate handling of late withdrawals and registrations.

Aggregate results leveraging key student, courses, instructor, and institutional demographics.
Automate the release and availability of course reports after grades are released.Setup of grade and/or course registration pathways with (SIS).Perform time trend analysis to compare improvement results evolution over time.
Automate the availability of evaluations for classes with different start/end dates and durations.
Evaluate delivered options for closing the feedback look so students feel part of an effective, value-added process.

Control-M, BMC Software

Control-M simplifies complex application workflow orchestration, making it easy to define, schedule, manage and monitor application workflows, ensuring visibility and reliability, and improving SLAs. This product is intended for. Developer. Director of Information Technology. Development Manager.

Control-M provides advanced operational capabilities easily consumed by Dev, Ops and lines of business:

  • Advanced workflow orchestration capabilities and connectivity to any application, any data source, and all your critical systems of record, from mainframe to cloud.
  • Proactive SLA management with intelligent predictive analytics.
  • Robust support for audits, compliance, and governance.
  • Proven stability with thousands of companies scaling from tens to millions of jobs with zero downtime.

Looking Forward

Move toward hosted solution for CTM Servers vs. having on WSU campus, thereby reducing downtime experienced due to WSU maintenance schedules

Ability for external areas to have their own process flows to monitor and run as desired. With that comes training, security settings established and active monitoring.

Control-M, BMC Roadmap
Twice yearly updates to CTM software (October and April).Twice yearly updates to CTM software (October and April).Twice yearly updates to CTM software (October and April).
Discuss with ESG technical team and others regarding moving CTM from on-premise to be hosted by AWS.Start email and discussion in first quarter of 2024 on contract renewal that will be up Dec. 14, 2024.

2023 Atlassian Data Center Implementation Roadmap

2023 Atlassian Data Center Implementation Roadmap
AprilMayJuneJulyAugustSept. 23 – Sept. 24
Update project website to reflect adjusted Data Center plan.Publish Data Center roadmap to project website.Engage ITSAC for governance committee determination.Testing of upgraded Jira/Confluence instances occurs.Jira/Confluence are fully upgraded to latest Long Term Support version.Implement Governance Committee decisions.

Jira support team begins training.Communicate upcoming upgrade to stakeholders.Jira support team completes training.Jira is upgraded to 9.4.Jira/Confluence is available 24/7.Re-cluster Jira/Confluence according to adjusted state.
Project team roles are defined.Communicate new features.Okta integration testing is complete.Confluence is upgraded to 7.19.Governance committee calls begin.Research possible migration to AWS.
Jira/Confluence resources are upgraded.Mirror prod service desks to test to aid in testing.Web App clustered, allowing for zero down time upgrades.
Begin testing Okta integration.Begin cluster configuration.
2023-2024 Atlassian Data Center Implementation Roadmap

Mobile Application

WSU has utilized CampusM to fulfil mobile application needs for a number of years. Enterprise Systems wants to evaluate current usages of our mobile application and what other options are available to fulfill a mobile application and framework that meet WSU needs.


  • Evaluate university needs and requirements for mobile applications.
  • Select a platform that meets the most needs and requirements identified by the community.
  • Implement the mobile application or release development toolkit to the university.
  • Develop governance structure and development pipeline to enable university departments to leverage the mobile application.
Mobile Application Roadmap
Spring 2023Summer 2023Fall 2023
Spring 2024Summer 2024Fall 2024
Spring 2025
Evaluate Mobile Application Marketplace and Tools.Engage stakeholders on options for mobile applications with recommendation.

Begin implementation.Continue implementation.Mobile application Go-Live.Review adoption with stakeholders and evaluate metrics to guide further development.Practicing governance and support of development community (ongoing).
Gather stakeholder through community discussion.Review feedback and publish charter and scope.Gather requirements from stakeholders on information to be presented in mobile application.Develop and plan governance structure.Governance Go-Live.Execute further development to support gaps or needs that arise.
Select tools/application to implement.Develop and plan what tools will be available to departments.Release development resources and support model for mobile application.
Communication plan for release/re-release of mobile application.