Next-Gen Enterprise Strategic Planning & Institutional Readiness Project

Over the course of this year, Bryn Mawr College is partnering with Moran Technology Consulting (MTC) to plan strategically for implementation of a new enterprise ecosystem.

Through this project, we will articulate requirements for enterprise functionality and institutional data use, review and update business processes and project resource needs in key areas, evaluate leading enterprise platforms, and select both a platform and an implementation partner to assist us with the next phase of the project.

Outcomes of this project will include plans for sequenced migration from PeopleSoft and Financial Edge to a new HR/Payroll/Finance system for Bryn Mawr and a new Student Information System for BiCo. In tandem, we will be articulating an associated next-generation enterprise data strategy.

Project Timeline

    September - June 2024: Business process redesign
  • January - April 2024 Bid evaluation, including vendor demonstrations of how current functionality maps to requirements
  • May - June 2024 - Contract negotiation
  • November 2023 - RFP release to vendors
  • September - October 2023: Additional requirements development, software and implementation services RFP
  • October 2023: Implementation staffing plan
  • August - September 2023: Business intelligence/analytics assessment & strategy
  • September 2023: Marketplace analysis, implementation strategy and timeline
  • June - August 2023: Requirements development
  • May 2023: Day in the life vendor sessions
  • April - May 2023: Define project drivers, transformation readiness assessment
  • March 2023: Project planning and kickoff

Guiding Principles

The Next-Generation Enterprise Data & Systems (Next-Gen) project is Bryn Mawr College's multi-year initiative to migrate key data systems (especially PeopleSoft and Financial Edge, currently hosted on premise) to one of two leading cloud-based enterprise platforms (Oracle Cloud or Workday). The Next-Gen project will enlist external vendors to help lead the selection and implementation of this integrated data management system, which will replace our current systems that support Human Resources, Payroll, Finance, and the Bi-College Student Information System (SIS). The new platform will communicate with other key data systems employed at the College to support effective and efficient work across campus. The strategic planning and institutional readiness phase of the project will be completed in spring 2024, and we plan to move quickly into a first phase of implementation for HR/Payroll/Finance, which typically takes approximately 18 months, then to a second phase of implementation for SIS, which typically takes approximately one year. The Next-Gen project will affect how business functions are experienced by students, faculty and staff. It will provide various BMC constituents with tools to work effectively and efficiently and with data relevant for informing strategic decisions and measuring progress.

This project is a College-wide undertaking that is endorsed by the Board of Trustees and senior institutional leadership with a commitment to providing sufficient resources and support to ensure that new business processes and systems can be developed, implemented, and maintained. Critical to the success of this project will be the collaborative leadership of the core Systems Evaluation Team (SET), and the contributions the project team will solicit from the campus community. Support for this project is anchored in the knowledge that automation and standardization of routine business practices and enhanced institutional data practices are necessary to create capacity and ensure that BMC can meet its mission into the future. 

As processes and procedures are reviewed for Next-Gen, business process owners will focus on improving service experience and streamlining steps or requirements that don't add substantive value. Processes and policies that are developed during implementation of the next-gen platform will be created to work for, and apply to, relevant areas of the BMC community. As a community, we will aim through this project and beyond to reduce or eliminate the need for customized solutions that impede the sharing of data and expertise across departments and offices. More consolidated policies, processes, and systems support seamless experiences for College constituents, save the College money, reduce institutional liability, and support integrated analysis and decision-making.

Authorized users will have access to information necessary for their respective roles, and that information will be presented in a manner that enables interpretation by the necessary data users. Campus users of data will be encouraged to invest in developing their data literacy skills and in consulting with appropriate experts on campus to ensure information is being used appropriately in support of departmental and institutional goals.

A System Evaluation Team (Team) was convened and charged with leading this project. The Team will gather information necessary for making well-informed decisions and ensuring that the implementation timeline and goals are met. When open questions or challenges appear to threaten the schedule or goals of the project, the Next-Gen stewards (CIO, CFO/CAO, and Executive Director of Institutional Effectiveness, Planning, and Assessment) will convene to resolve these issues, making decisions when necessary or working with the President and Senior Staff to arrive at a decision in accordance with established goals and deliverable dates.

The Team and stewards will provide regular project updates through multiple channels for the community and will solicit input at key junctures from representatives from all relevant stakeholder groups. Community input will be considered by the Team to arrive at solutions that serve the best interests of the College.  Decisions about policies, processes, and tools will be based on what will best serve the institution going forward.

Institutional commitment to the project will necessary extend long beyond the initial "go-live" date for the platform, and we as a community will commit to continuous improvement of business processes and data practices to ensure we deliver as well as possible on the BMC mission. To support this commitment, we will (1) create a process for ensuring new software releases are collectively reviewed by an established committee representing key College constituents; (2) implement prioritized policies, procedures, and components of the system that could not be implemented prior to go-live; and (3) review enterprise data and systems-related policies and procedures periodically. We will look proactively for ways to improve operations and community experience.

Project Governance

This project will include the input and perspectives of many community members across the College.

  • Gina Siesing, Chief Information Officer (co-Executive Sponsor)
  • Tijana Stefanovic, Interim Chief Financial Officer & Chief Administrative Officer (co-Executive Sponsor)
  • Melissa Cresswell, Senior Project Director

This committee leads and sets direction for the transformation strategies developed during the project.

  • Millie Bond, Chief of Staff and Secretary of the College, President's Office
  • Karlene Burrell-McRae, Dean of the Undergraduate College
  • Kim Cassidy, President
  • May Cheng, Dean of Graduate Studies and Professor of Physics
  • Tim Harte, Provost and Professor of Russian
  • Cheryl Horsey, Chief Enrollment Officer
  • Brooke Jones, Chief Investment Officer
  • Bob Miller, Chief Alumnae Relations and Development Officer
  • Jeanine Molock, Executive Director of Institutional Effectiveness, Planning, and Assessment
  • Samara Sit, Chief Communications Officer
  • Janet Shapiro, Dean of the Graduate School of Social Work and Social Research
  • Gina Siesing, Chief Information Officer (co-Executive Sponsor)
  • Tijana Stefanovic, Interim Chief Financial Officer & Chief Administrative Officer (co-Executive Sponsor)

This committee provides a sounding board for project plans, approaches, and deliverables.

  • Richard Barry, Director of Institutional Research, Planning, and Assessment
  • Amy Berry, Director of Student Accounts
  • Millie Bond, Chief of Staff and Secretary of the College, President's Office
  • Melissa Cresswell, Senior Project Director
  • Christine Eigenbrot, Payroll Manager, Controller's Office
  • Kim Folkes, Associate Director and Financial Aid Database Manager, Office of Financial Aid
  • Richard Gebauer, Dean of Student Success
  • Deb Grant, Assistant Director of Facilities Services for Business Operations
  • Mike Johnson, HRIS Manager
  • Katie Krimmel, Associate Dean, Career & Civic Engagement Center
  • Marty Mastascusa, Director of Human Resources
  • Jeanine Molock, Executive Director of Institutional Effectiveness, Planning, and Assessment
  • Kirsten O’Beirne, Registrar
  • Vince Patone, Director of Enterprise Data, Systems & Interfaces
  • Beth Shepard-Rabadam, Associate Provost for Administration
  • David Sturgis, Director of Administrative Information Systems
  • Joanne Sullivan, Dean of Financial Aid

Frequently Asked Questions (FAQ)

An ERP, which stands for Enterprise Resource Planning, is a type of software system used by organizations to manage various processes and operations. It essentially serves as a central database that stores and tracks information related to things like finances, human resources, students, and courses.

The idea is to have a single, integrated system that provides a holistic view of the organization and streamlines processes across departments. An ERP system can help organizations make informed decisions.

We also invite you to contact any of us individually to share suggestions or ask questions.

Project Communications Archive

The Next-Gen ERP system evaluation team has been conducting a thorough evaluation of software and system implementation vendors, and the Board of Trustees affirmed their support for this process at its April meeting. We expect to share updates with the community as early as June. Implementation planning and data conversion will begin this summer with an official project kickoff in the fall. We welcome questions and suggestions at; more project information is available at

The NextGen Enterprise Strategic Planning & Institutional Readiness project team has had an active fall. A Request for Proposals (RFP) is out for software and implementation services and business process review is underway in HR and Finance areas. The team will be reviewing vendor proposals in January and hosting vendor demos in the second half of February. We will share event details in the new year. We welcome questions and suggestions at; more project information is available at

The project team is developing requirements and data strategy for the system that will be replacing Bionic/Peoplesoft and Financial Edge. Guiding Principles are published on the project website. Send questions or suggestions to our project address,, or directly to anyone on the project leadership team. Continue to look for project updates on the website and in this newsletter. 

Several workshops are underway this month to begin identifying functionality the College needs in a new finance, HR, and student information system that will replace the Bionic/Peoplesoft and Financial Edge systems.

The project team will continue soliciting this input into the fall. Please look for project updates on the website and in this newsletter. Send questions or suggestions to

Bryn Mawr College is embarking on a multi-year project, called the Next-Gen Enterprise Strategic Planning and Institutional Readiness Project, to replace the Bionic/Peoplesoft and Financial Edge systems. If you use these systems, please look for project planning updates on the webpage and in future newsletters. Send questions or suggestions to

Email to Faculty and Staff:

In partnership with Moran Technology Consulting, Bryn Mawr College has begun to plan strategically for our next-generation enterprise data and systems environment, with a goal of replacing the existing Bionic/Peoplesoft and Financial Edge systems in the upcoming years. This year-long planning process will include a review of our existing Human Resources, Payroll, and Finance applications, as well as the Student Information System that is shared with Haverford College. We will be looking closely at the two leading platforms that are being adopted by most peer institutions: Oracle Cloud and Workday.

Through this project, we will identify what we want the system to do (“functional requirements”); how we want to store, organize, and access our institutional data; and which business processes we should modify to improve efficiencies. Additionally, we will identify what resources are needed to successfully manage a systems conversion of this magnitude. We will evaluate the leading enterprise software platforms, and select both a platform and a consulting partner to assist Bryn Mawr with the implementation of the new system.

The planning team will share monthly project updates in the Lantern newsletter to keep everyone informed about the process, including opportunities in the early fall for campus constituents to provide input and feedback. We invite you to visit the project website ( a high-level timeline and additional information about the project and the core project teams.

We welcome any questions or suggestions about the project at any stage. We have set up this project address for community members to send input:


Melissa Cresswell, Senior Project Director

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