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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