Download Functional Project Teams

Pace University
Improving Our Business through
Enterprise Resource Planning
“ Collaborative Approach to Success”
May 21, 2002
Agenda
ERP Initiative Overview
–
–
–
–
–
Our Current Administrative Environment
Evaluation of Current Administrative Environment
Why ERP for our Business Operations ?
Processes Critical to our Administrative Function
Benefits of an integrated ERP System
The Business Advisor
–
–
–
–
Our Project Approach
Business Process Requirements Analysis (Phase 1)
ERP Vendor and Implementation Services Provider Selection (Phase 2)
Quality Assurance Services (Phase 3)
Next Steps
–
–
–
–
–
020200_1_r
Negotiate Contract with Business Advisor
Set up Our Project Team
Project Plan Preparation with Business Advisor
Project Communications Plan
Project “Kick-Off “ Meeting
2
Our Current Administrative Environment
The Business Context The Current Systems

Provide Pace University
must operationally and
administratively support the
needs of approximately:

020200_1_r
All this must be
accomplished in a
decentralized but consistent
manner across multiple
campuses.

Integration & Functionality
Issues - Level of integration
and functionality between
systems is inadequate – Our
needs have grown beyond the
current systems capabilities –
Data capture , entry,
maintenance practice and
processing are inconsistent

Structure & Business
Issues- Ineffective processes ,
lack of policy and
standardization proceduresclearly define roles and
responsibilities
Integral – The Human
Resources System
100,000 Alumni

Strategic Analysis Issues –
Systems not developed for
strategic analysis – Lack of
performance metrics and
indicators for strategic business
decisions – Lack of timely
information etc.
Advantage – The Financial
System
3,200 Faculty & Staff &
In addition, the
administrative functions
must:
Administer over $200 Million
in funds annually

ISIS - The Student System
13,000 Students,

The Core Systems –
The Issues
Millennium – The Alumni
Development System

Decentralized Systems –
Nactel, Peopleware,
Blackboard 5 , Enrollment
Management Systems,LSN,
DARS , Schedule 25.

Department Shadow
Systems - Numerous
systems used by
department to do work
maybe an excel
spreadsheet ,access
database etc.
3
Evaluation of Current Administrative
Environment
Current Issues

Pace needs to remain
competitive in Higher Ed
market place

Legacy systems have
reached their limits hence
numerous decentralized &
shadow systems have
emerged.


Current legacy & shadow
systems are expensive to
maintain.
Deans , VPs, administrative
staffs concur that we need
‘better’ access to timely
‘information’ to keep pace
with current administrative
operations.
Emerging Issues

It is becoming more
challenging to support
necessary enhancements
to the administrative
functions of the University
System

There are increasing risks
to business continuity and
reliability

We are falling behind the
critical trends in higher
education management
Opportunities

Reposition the technology
base in a modern
environment with ability to
enhance as needed.

Enable the administrative
functions to incorporate and
leverage new management
concepts and become a
strategic asset.

Use IT initiative to create a
new business case to
increase top and bottom line
performance.
The current business administrative systems do not adequately address the needs of the
administrative operations. They are also facing emerging risks that further threaten operations
and hamper the University’s ability to capitalize on opportunities that are present.
020200_1_r
4
Why ERP for Pace Business Operations ?

Five factors to consider...
Process &
Data

How well do
the processes
work and
support the
business?

How complete,
accurate, and
accessible is
the data to
support the
operations?

020200_1_r
Do the
underlying
systems
support the
desired
process?
Efficiency of
Operations
Customer
Service
Support of
Business Goals

Do the
administrative
functions
consume an
appropriate
amount of
resources?

Is the
administration
function
capable of
meeting all the
needs of its
customers?

Can the
administrative
function
support the
University’s
business
goals?

Can operations
be improved to
allow
resources to
be redirected
to more valueadded
activities?

What emerging
needs/
expectations
are there and
can they be
met with
current
operations?

Can the
administrative
operations
support the
University’s
desired
changes to its
business?
Technology

Does the
technology
(tools and
environment)
adequately
support the
business now
over the next
five years?

Can available
technology
enhance the
administrative
operations?
5
The Processes Critical to the Pace
Administrative Function
Examples Include:
Financials
 Purchasing Office
 Accounts Payable Office
 Controller’s Office
 Budget Office
 Alumni/Development
Human Resources
Academic
 HR Office
 Benefits Office
 Payroll Office
 Admission’s Office
 Registrar’s Office
 Bursar’s Office
 Financial Aid Office
 Housing Office
 Recruiting
 Payroll
 Benefits Administration
 Compensation
 HR Management
 Faculty Assignment
 Recruitment
 Admissions
 Registration
 Scheduling
 Verification
 Awarding
 Tuition & Fee Assessment
 Cashiering
 Transcripts
 Payments
 Qualifications
 Honors
 Applications
Office
 Requisitions
 Purchase Orders
 Invoices
 Accounts Payable
 Budgeting
 Accounting
 Project Management
 Journal Vouchers
 Summary Ledger
 Detail Ledger
 Open Invoices
 Open Orders
 Effort Reporting
 Indirect Cost Proposal
 General Ledger
 Purchasing
 Accounts Payable
 Accounts Receivable
 Fixed Assets
 Effort Reporting
020200_1_r
 Benefit History
 Salary Data
 Performance Data
 Time & Labor
 HR
 Payroll
 Benefits Administration
 Admissions
 Records & Registration
 Student Accounts
 Financial Aid
 Alumni
6
Benefits of Integrated ERP System
ERP Project Perceived Benefits

Typical

A common “look and feel” across systems.
Customer services (self services features to
students and employees).
Timely access and analysis of data.
Reporting and analytical capabilities.
Streamlining of administrative processes and use of
best practices.
Accountability.
Consistency and reliability of processes and data.
Web-enablement and on-line processing.
Operational efficiency and transaction processing
System flexibility and scalability.
Adoption of industry best practices and workflow.
More dynamic E-commerce capabilities.
Greater access to the system’s functionality through
the Internet.
Broader workforce resources for IT support.
Easier and faster response to changes in state and
federal regulations and other compliance
requirements.
Easier adoption and documentation of policies and
procedures.
Automated routing, approvals and on-line status
checks.
Streamlined roles and responsibilities for personnel.
Ease of navigation among modules.
Improved

Reduced
Resource effort to perform the transactional tasks
Barriers to customer information and administrative
support
Costs per transaction
Technical limitations and difficulties in supporting
evolving administrative process needs
Cycle times in key processes
020200_1_r
7
Our Project Approach
“Collaborative Approach to Success”
What we know about ERP
Our ERP Objective



020200_1_r
Provide a computing environment
that enhances the collective
operation of the University in the
System, in particular multi-campus
operation and student-centric
service model.
Provide a stable application and
technology platform that meets the
current needs of its users and can
support the future needs of the
business.
Preserve and enable the unique
mission, culture, and academic
offering of each campus.

ERP projects are vast and complex ...

They are very expensive ….

The ‘buy in’ of the people affected is
critical to the success of the project…..

Failure rate is high among projects that
are underestimated by the people
involved….

Massive change management
process…..

This is a business project not an IT
project

It is hard work requiring time and
dedication from the people involved….
8
Our Project Approach
“Collaborative Approach to Success”
ERP Deadly Pitfalls


Not committing the right resources to
the project ……….

Not managing change effectively……….

Not managing benefits document in the
ERP business case……...



020200_1_r
Not understanding the true significance
of what we have taken on……..
Not embracing integration and
organizational re-structuring ……….
Not planning for the end of the project
before we start……….
Not engaging an experienced
consultant to assist with planning and
negotiations
How can we succeed?

Laying the right ground work for the project

Starting at the top -visible support from
executive and senior management

Making the connection with the employees
and increasing their awareness

Manage the expectation and feelings- know
the anticipated outcome by been involved.

Preparing for the organizational change and
improving the comfort level for the change
management

Using the re-engineered business process to
guide our software selection

Creating a full view of the project’s direction
for everyone involved

Hire an experienced consultant to assist us
with the project planning and negotiations
9
Our Project Approach
“Collaborative Approach to Success”
ERP Project Part I - (6 months)
Business Advisory Services
Funded
 Business Process Requirements Analysis (Phase 1)
 ERP Vendor and Implementation Services Provider Selection (Phase 2)
ERP Project Part 2 - ( up to 30 months)
Business Advisory Services
Not Funded
 Quality Assurance Services for duration of implementation (Phase 3)
 ERP Vendor & Implementation Contract Negotiations
ERP Project Implementation
Not Funded
 Phased implementation of Human Resource, Financial, Student and
Alumni Modules
 Post Production Support (Training, Education,Change Management, and
Stabilization )
020200_1_r
10
Phase I: Business Requirements Analysis
Month
1
Month
2
Month
3
Phase I
Representative Tasks
Deliverables
 Plan Project and Organize Project Management
Office
 Validated ERP End Vision
 Identify key constituents and “communities of
interest”
 Conduct focus groups and interview sessions to:
– Prioritize departmental tasks and objectives
– Validate ERP End Vision
– Evaluate processes/information systems with
use of Subject Matter Experts
– Review shadow systems
– Identify core business and technical
requirements
– Define core processes for scripted scenarios
– Prepare and present deliverables
020200_1_r
 Bi-Weekly Status Reports
 Project Plan
 Prepare Document of Core
Business Process Requirements
 Prioritized Analysis of Core
Business Requirements and
Scripted Scenarios for:
– Academic (Student)
– Philanthropy (Alumni)
– Human Resource
Management
– Financial Management
11
Phase II: ERP Vendor and Implementation
Service Provider Selection
Month
4
Month
5
Month
6
Phase II
Representative Tasks
Deliverables
 Draft Request for Proposal (RFP)
 Refined Project Plan
 Identify a “Short List” of four or less
vendors/partners
 Bi-weekly Status Reports
 Finalize and issue RFP
 Qualify candidates for vendor
demonstrations
 Evaluate responses using qualitative and
quantitative criteria
 List of Vendors for Consideration
 RFP, including business requirements
and scripted scenarios
 Final Vendor and Implementation
Service Provider Recommendations
Report, including
 Performed detailed vendor/implementation
services provider analysis
 Modification vs. customization and
links to cost of ownership
 Demonstrate “Script Scenario” as necessary
 Level of 3rd Party integration
 Integration with existing Pace
architecture
020200_1_r
12
Phase III: Quality Assurance Services
Month
7
Month
8
Months
9 - 30
Phase III
Representative Tasks
Deliverables
 Provide contract negotiation support and
evaluation of Pace “Readiness”
 Recommendations for vendor/ implementation
service provider contract based on implementation
experience
 Review contractor roles and deliverables
 Evaluate project management standards for
implementation service provider
 Manage risk by measuring the effectiveness
of executing project plans, completion of work
steps and deliverables, effectiveness of
resources, issue resolution, training, etc.
020200_1_r
 High-level Implementation Review and
Communication Plans
 Bi-Weekly Status Reports and Toll Gate Analysis
Reports
 Evaluation of detailed test scenarios and
acceptance testing plan, criteria and results
 Evaluate effectiveness of attainment toward
ERP objectives
 Post Implementation Report and recommendations
for control and security gaps
 Review project plans, approach and
techniques for system integrity and controls
 Assessment of control, design strategy,
requirements and specifications for processes,
application security, data integrity and IT operations
13
Our Next Steps……….
NEGOTIATE
CONTRACT
SET UP
PROJECT
TEAM
020200_1_r
PREPARE
PROJECT
PLAN
PROJECT
COMMUNICATIONS
PLAN
PROJECT
‘KICK OFF
MEETING
• Negotiate Contract with Business Advisor (KPMG Consulting)
June
•Set up Project Team & Project Space
June
•Project Plan Preparation with Business Advisor
June
• Project Communications Plan
June
•Project Kick Off’ Meeting
June
14
1.
Negotiate Contract with Business Advisor
May
Week 4
May
Week 5
June
Week 1
June
Week 2
Negotiate contract based on
RFP for Enterprise
Resource
Planning
Business
Advisory
Services
issued
on
December 21 2001
Business Advisor Proposal dated
January 22 2002
Other material deem suitable by
both parties .
Contract review by Pace’s ERP Office
(DoIT) , Finance & Administration
Purchasing Department and Pace Legal
Council
 Contract review by Business Advisor

020200_1_r
Resource Requirements
Pace’s
June
Week 4
July
Week 1
Pace University Participants
Overview

June
Week 3
•
•
•
•
•
Len Sippel (EVP Finance & Administration)
Patrick Dalzell (Purchasing Department)
Barbara Cunningham (BOPD, DoIT)
Steve Brodsky ( Legal Council)
Carlton Murray (ERP Project Manager, DoIT)
Business Advisor Participants
• Consultant’s Management
• Legal Council
Deliverables
• Signed contact between Pace University &
Business Advisor by June 2002
• Project scope & work plan
• Project contract and estimated expenses
15
2.
Set Up Project Team
Pace Project Teams
Steering Committee
(Executive Council)
May
Week 4
May
Week 5
June
Week 1
Steering Committee
1.
2.
3.
4.
5.
6.
7.
Project Champions
Approve changes in project
scope
Monitor project status (IPRs)
Resolve conflicts between
parties on the project
Review policy of business
processes and decisions
Approve changes to core
business processes
Approve schedules, briefs
milestones.
June
Week 3
June
Week 4
Functional Project Teams
1.
2.
3.
4.
5.
6.
7.
020200_1_r
June
Week 2
Human Resources
Systems
Financial, Academic,Human
Resources & Philanthropic systems
VPs designate leader for each
Functional Project Group
Group leaders document current
business process (Pace Processes Version 0.0)
ERP Project Leader is a member of
each functional project group
Functional group leaders select
members for core area teams.
Members from OTHER functional
areas included to core teams as
required for cross functional purposes
Deans Council
Philanthropic
Systems
July
Week 1
ERP Office
1.
2.
3.
4.
5.
6.
Liaison with Steering
Committee & Business Advisor
Works with groups to
accomplish project tasks
Maintains control over project
and conducts In progress
Project Reviews (IPRs)
Measures project success
against budget, original scope
and business objectives
Attends meetings with all
constituents
Oversees the day-to-day work
on the project.
Information Technology
1.
Participates with all project
groups. (Financials, HR,
Academic & Philanthropic)
.
Academic
Systems
Financial
Systems
Information
Technology

ERP Office
16
2.
Set up Project Team Cont………
Examples of Core Process Areas by Functional Project Team
Academic
Systems





Financial
Systems





Human
Resources
Systems
Philanthropic
Systems






Information
Technology



020200_1_r
Admissions and Enrollment Mgmt
Registrar and Student Accounts
Financial Aid
Academic Processes

General Ledger
Accounts Receivable
Cash Management
Fixed Assets
Budgeting







Human Resource Management
Benefits/Compensation
Payroll
Training / Development etc
Development / Philanthropy
Alumni Relations etc
Core Systems - (HR,Fin,ISIS)
Decentralized Systems -( Millennium,
EM ,Nactel, Peopleware, LSN etc)
Database/Server Environment
Network Infrastructure
Scheduling Course Info and Planning
Student Services
Undergrad, Grad. Advisement
Planning , Research , Acad. Support
Purchasing and Accounts Payable
Grants Management
Endowment & Investing
Financial Reporting etc
West Hall Room
107 used as
dedicated Project
Office Space with
Workstations and
Meeting Area
17
2.
Functional Project Team Make -up
Pace Project Teams
Financial
Systems
Academic
Systems
Human Resources
Systems
Philanthropic
Systems
Functional Project Teams
1.
2.
3.
4.
5.
6.
020200_1_r
Teams are University wide
Teams consist of members from the community including executive
administration, department heads faculty and administrative staff
Functional Project Team has a designated leader
Cross Focus Groups well be created from among the functional project teams to
facilitate cross functional issues
Core Process Area Groups will be created for functional project teams Members from OTHER functional areas included to core process area groups as
required.
Functional Project Team leaders to advise on Core Process Area Group members
to work with business advisor as needed
18
2.
Set Up Project Team
Business Process Change / Issue Resolution Process
President
Unresolved Process
Unresolved Process
Unresolved Process
Business
Process/Issue
in Question
Steering Committee
Executive Council
Functional Project
Teams
Process
Resolved
Process
Resolved
Process
Resolved
(Core Area Level)
Process
Resolved

020200_1_r
Final Review of Processes
by Executive Council
Accepted “TO BE” Business
Process ( Shared Vision) for
Pace University
Resolution Process for all cycles should not exceed 2 weeks from
date sent.
19
3.
Prepare Project Plan
Business Advisory Services
May
Week 4
May
Week 5
June
Week 1
June
Week 2
June
Week 3
Planning & Business Requirements
Analysis Overview
Analyze and assess all important Pace business
processes of the
Student/Alumni, Human
Resources, and Financial Management areas of
the University – and compare to Higher
Education’s “best practices”.
 Build consensus from all Pace appropriate
constituencies on optimized and fully integrated
business processes consistent with accepted
Higher Education “best practices”.
 Begin the creation of script scenarios for these
optimized business processes to be used during
the RFP process.
020200_1_r
Identify 3 or 4 qualified software system vendors
and system integrators to respond to RFP for
Implementation Phase.
 Develop scoring criteria for selecting software
system vendor and system integrator for the RFP.
 Evaluate vendor demonstration of script scenarios
and response to RFP along with any third party
applications.

Business Advisory Services
Vision) – Consensus-built “best practice”
optimized Pace business processes – how we
should do business based on Higher Education
“best practice” business processes.
 Gathered information for RFP (Phase II) for
software system and system integrator to migrate
our old business processes to new optimized
business processes (including script scenarios).
 (Shared
July
Week 1
Software System & System
Integrator Selection Overview

Deliverables
June
Week 4
Deliverables
Complete RFP process for software system
vendor and system integrator selection, including
scoring criteria and script scenarios.
 Provide final software system vendor and system
integrator recommendations report.
 Refine
project
plan
and
resource
requirements/timeline
for
software
system
implementation phase.

20
3.
Prepare Project Plan Cont……
Business Advisory Services - Estimated Timeline
Jul 02/Jun 03
020200_1_r
21
3.
Prepare Project Plan Cont……..
Estimated Contact Hours for Core Teams with Business Advisor
1
Phase 1
Phase 2
Academic Systems
Admissions and Enrollment Mgmt
Registrar and Student Accounts
Financial Aid
Scheduling Course Info and Planning
Student Services
Undergrad, Grad. Advisement
Dean's Council
Planning, Research, Acad. Support
Financial Systems
General Ledger
Grants Management
Endowment & Investing
Financial Reporting
Purchasing and Accounts Payable
Accounts Receivable
Cash Management
Fixed Assets
Budgeting
Human Resources Systems
Human Resource Management
Benefits/Compensation
Training & Development
Payroll
Philantropic Systems
Philanthropy
Alumni Relations
Information Systems
Information Technology (DoIT CSD)
020200_1_r
2
3
4
5
6
7
Total
REQTS ANALYSIS-------------/
VENDOR SELECTION----------/
8
8
8
4
4
4
2
4
42
16
16
16
8
8
8
4
8
84
24
24
24
16
16
16
8
16
144
24
24
24
16
16
16
8
16
144
16
16
16
8
8
8
4
8
84
16
16
16
8
8
8
4
8
84
8
8
8
4
4
4
2
4
42
112
112
112
64
64
64
32
64
624
8
8
8
8
4
4
4
4
4
52
16
16
16
16
8
8
8
8
8
104
24
24
24
24
16
16
16
16
16
176
24
24
24
24
16
16
16
16
16
176
16
16
16
16
8
8
8
8
8
104
16
16
16
16
8
8
8
8
8
104
8
8
8
8
4
4
4
4
4
52
112
112
112
112
64
64
64
64
64
768
8
8
2
4
22
16
16
4
8
44
24
24
8
16
72
24
24
8
16
72
16
16
4
8
44
16
16
4
8
44
8
8
2
4
22
112
112
32
64
320
4
4
8
8
8
16
16
16
32
16
16
32
8
8
16
8
8
16
4
4
8
64
64
128
8
24
32
32
24
24
8
152
22
4.
May
Week 4
Project Communications Plan
May
Week 5
June
Week 1
June
Week 2
Overview
 Communications
020200_1_r
June
Week 4
July
Week 1
Participants
Resource Requirements
plan to inform
University
community
of
developments
and
project
milestone on an on going basis.
 Communication channel should
be two way with community
 Communications plan to be
developed
with
University
Relations Division
 Communications plan to be
developed with Business Advisor
 Business Advisor invited to
discuss as soon as contract is
signed
June
Week 3
• Pace ERP Project Office
• The Steering Committee
• Functional Group Leaders
• Business Advisor
Approach………..
We can start by ……………….


Naming the ERP Project
Create Official Project Web Site

Using various means to inform Pace
Community

VPs informing their constituents and
selected core group leaders/members

ERP Project office to issue core group
schedule to Functional Project group
leaders
23
Project “ Kick Off ”Meeting
5.
May
Week 4
May
Week 5
June
Week 1
June
Week 2
June
Week 4
July
Week 1
Participants
 Business Advisor,
• Pace Project Team
• Business Advisor Project Team
Resource Requirements
Overview
Steering
Committee, ERP Office &
Functional Project Teams
participates in “kick- off”
meeting project.
 Meeting to launch the project.
 Promote project “Buy In” and
 Set project momentum.
020200_1_r
June
Week 3
Approach………..
At kick off we will……………….
 Review
Pace ERP vision and what is
necessary for success of the project.
 Explain project scope.
 Introduce Pace project team and Business
Advisor project team
 Business advisor will explain their project
plan (presentation).
 Communicate roles and responsibilities
 Review project schedule (contact hours etc)
 Identify any outstanding issue.
24