Integration
The connections are product, not a project deliverable
A standard set in ETL and REST formats to the HR and finance systems institutions actually run — plus custom work up to 132 connections at a single university.
The failure this replaces
The integration works. Nobody knows who fixes it in eighteen months.
Every institution needs its research system talking to HR and finance, and in a services-led arrangement those connections get built during an engagement. They work on the day they are handed over. The question nobody asks in procurement is what happens the first time Workday changes something on the other side of one.
That is when an integration stops being a technical question and becomes a contractual one — support ticket or billable work. The answer is worth having in writing before the connection exists, not after it breaks.
What it does
In, out, and who owns the middle
A standard set, not a bespoke project every time
Integrations ship in ETL and REST API formats. Which one a connection uses is decided by what the system on the other end can actually support, rather than by which is easier to demonstrate.
Inbound: finance data where the budgets are
Financial system data flows into Streamlyne budget reports, so budget-to-actuals is answered in the system holding the award rather than by exporting both sides and reconciling them in a spreadsheet.
Outbound: awards to your warehouse
Two award integrations push data out to a data warehouse or financial system. Research administration is rarely the last stop for its own data, and a system that cannot hand it on becomes the thing everyone exports from.
The systems you already run
Institutions connect Streamlyne to Workday, Oracle Financials, Oracle e-Business, PeopleSoft HR, Banner HR, Banner Financials, CITI, One Solution, and whatever was written in-house years ago and still matters.
Custom work at real scale
The largest custom engagement to date is 132 integrations at USC, to Workday and its satellite systems. That number is here because it is checkable, and because it is a different claim from "we support integrations".
Technologists first
This company was a technology consultancy before it was a software company. That history is why integration work is the oldest part of what we do rather than a capability added when a customer asked.
Why it is not a separate purchase
Integration is the oldest part of this
Streamlyne was a technology consultancy before it was a software company, which is an odd origin for a product business and a useful one here: connecting systems is not a capability that got added when a customer asked for it.
The practical consequence is that these connections are maintained as product surface rather than as deliverables from a finished project. That is the distinction to test in an evaluation, and it is worth more than a longer list of logos.
- InboundFinancial system data into Streamlyne budget reports
- OutboundTwo award integrations, to a warehouse or finance system
- FormatsETL flat files or REST, chosen by the source system
- ComplianceTraining records imported from CITI or an LMS
- Custom132 integrations at USC, the largest to date
Questions
What IT asks before procurement does
What can Streamlyne Research integrate with?
In practice, HR and finance systems, because that is where the data an eRA system needs actually lives. Institutions run it alongside Workday, Oracle Financials, Oracle e-Business, PeopleSoft HR, Banner HR, Banner Financials, CITI, One Solution and homegrown systems. If yours is not on that list, send it to us — the useful answer is whether we have built that connection before, and we would rather tell you during an evaluation than after a signature.
ETL or REST?
Both are offered as standard formats, and the choice belongs to the system on the other side. A nightly ETL file is the right answer when the source system cannot expose an API you would trust, and REST is right when it can. A vendor with a strong opinion about this before seeing your stack is telling you about their product, not about your integration.
Who maintains an integration after it is built?
Ask every vendor this, including us, and get the answer in writing. The question that matters is not how a connection is built but what happens the first time the system on the other side changes something — whether fixing it is support or a billable engagement. It is the difference between a line item and a surprise.
How many integrations can one institution have?
The largest we have built for a single institution is 132, at USC, to Workday and its satellite systems. That is well past the point where integration is a project and into the territory of it being part of how the institution runs, which is why we quote the number rather than a superlative.
Can we get our research data into our data warehouse?
Yes — two award integrations push data outward to a warehouse or financial system, and the reporting database can be pushed out as well. If your institution has a central analytics team, that conversation usually matters more than the dashboards do.
Does compliance data come from our other systems too?
It can. The clearest example is training records: the compliance modules import relevant data from where it already lives, such as CITI or an LMS, so a reviewer checks a completion status instead of chasing a certificate.