Sigma Chi was using a legacy system which was not user friendly, had limited functionality, and was difficult to integrate with other applications. The fraternity had used an on-premise version of the software for two decades and was faced with the prospect of needing to invest heavily in an upgrade with the provider to move to the cloud. This prompted the fraternity to conduct an internal technology assessment. Consideration was given to the idea that the software in use was not the issue, but that it might be the fraternity’s business practices that needed improvement. The process, however, helped the team discover that it wasn’t just a matter of accumulated technical debt, but they also had numerous customizations. It was an opportune time to look outside the outdated iMIS system to address additional components of their more modern requirements, transition to less custom work through configurations, and bring in siloed areas of the business.

Sigma Chi leadership focused not only on their standard needs and unique needs, but they embraced and promoted a discovery process that empowered team members to talk about challenges in their day-to-day activities. From there they evaluated the areas where it would be worth investing more in the solution at present and those problems that might be resolved in later stages. Sigma Chi determined that they wanted a carefully planned and deliberate implementation timeline, ensuring a thorough and non-rushed process. This very strategic approach would allow the fraternity to be intentional and take their time with the process.