Cal State L.A. What Have You Done For Me Lately?


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Cal State L.A. What Have You Done For Me Lately?

  1. 1. California State University, Los Angeles <ul><li>What have you done for me lately? </li></ul><ul><li>A whole new approach to implementing ERP in Higher Education </li></ul><ul><li>A Management Perspective </li></ul>CUMREC 2002 Tuesday, May 14, 2002 10:15 a.m. – 11:15 a.m. Track 4
  2. 2. Copyright IBM and Cal State LA 2002. <ul><li>This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author. </li></ul>
  3. 3. Your presenters today are: Neil Bowers Principal Higher Education PeopleSoft Practice Dallas, Texas [email_address] (972) 561-7829 Peter Quan Associate Vice President Information Resources Management California State University, L A Los Angeles, California [email_address] (323) 343-2626
  4. 4. <ul><ul><li>20,675 Students </li></ul></ul><ul><ul><li>14,711 FTES </li></ul></ul><ul><ul><li>13,898 Undergraduate </li></ul></ul><ul><ul><li>6,777 Graduate/Post-baccalaureates </li></ul></ul><ul><ul><li>Undergraduate Average Age: 26 </li></ul></ul><ul><ul><li>Year Round Quarter Campus </li></ul></ul><ul><ul><li>Graduates/Post-baccalaureates Average Age: 34 </li></ul></ul><ul><ul><li>Public institution in the California State University system </li></ul></ul>Cal State L.A. campus statistics for Fall 2001 enrollment
  5. 5. The Cal State L.A. Student Administration project had it’s beginnings in the early days of PeopleSoft SA. <ul><li>Beta Development Partner with Cornell University, University of Michigan, Northern Arizona University, Southern Methodist University, James Madison University and Houston Community College System </li></ul><ul><li>Target Functionality achieved in Version 7.6 (1/2000) </li></ul>
  6. 6. The mission of the Golden Eagle Territory project is to: <ul><li>Empower students, faculty and staff with relevant student system information and self-service applications delivered through a state of the art internet portal that is accessible any time, any where. </li></ul>
  7. 7. <ul><li>We will lead with the highest 'value' components: web-enabled student self-service </li></ul><ul><li>When put into the proper context, this serves as the infrastructure for e-Learning as it grows both on and off-campus </li></ul><ul><li>The student services portal is an electronic mall for student services </li></ul>One of our most important institutional goals is to significantly improve the quality of the student experience at Cal State L.A. <ul><li>We will automate the less complex services to improve the availability of individualized services </li></ul><ul><li>Long-term relationships are needed with CSULA learners - this is a great start in that direction </li></ul>
  8. 8. Existing implementation approaches do not support the required solution framework. <ul><li>The traditional approach </li></ul><ul><li>- Negative public reports </li></ul><ul><li>- Cost too much </li></ul><ul><li>- Took too long </li></ul><ul><li>- Too much pain for little gain </li></ul><ul><li>- Significant campus commitment (people, $, time) </li></ul><ul><li>- Not focused on immediate campus problems </li></ul><ul><li>- “Early” successes by module not attractive </li></ul><ul><li>The rapid approach </li></ul><ul><li>- Quite suitable for smaller institutions </li></ul><ul><li>- Not our cookie cutter! </li></ul>
  9. 9. Besides coming up with a new implementation approach, the campus must meet the President’s challenge. <ul><li>“ When we lessen the transaction time for the mundane, but necessary, aspects of higher education, we free students and faculty to spend more time in the critical learning and teaching processes.” </li></ul><ul><li>Dr. James M. Rosser, President </li></ul><ul><li>California State University, </li></ul><ul><li>Los Angeles </li></ul>
  10. 10. <ul><li>Turning Point - February 1999 </li></ul>The Cal State L.A. solution
  11. 11. Our challenge was to address the major implementation issues and provide a solution framework. <ul><li>Not just a technology project </li></ul><ul><ul><li>Address institution problem </li></ul></ul><ul><ul><li>Student centric focus </li></ul></ul><ul><li>Expedite the campus consultation and decision process during implementation </li></ul><ul><ul><li>Capitalize on DB2 SIS Plus implementation designs </li></ul></ul><ul><li>- No change in Academic processes </li></ul><ul><li>- Re-use in PS format where possible </li></ul><ul><li>Students want to be empowered to do it themselves any time, any place </li></ul><ul><ul><li>Internet based self-service application </li></ul></ul>
  12. 12. Our challenge was to address the major implementation issues and provide a solution framework. (continued) <ul><li>Implementation of ERP on a modular basis has inherent risks and draw backs </li></ul><ul><ul><li>Logical rollout by self-service function </li></ul></ul><ul><li>ERP projects take forever </li></ul><ul><ul><li>Need to break it up into manageable segments with immediate benefits </li></ul></ul><ul><li>2–5 years for deployment is too long and 9–12 months is too intense </li></ul><ul><ul><li>Deployment must be achieved in 6 months increment within 2 years </li></ul></ul><ul><li>ERP costs are open ended for deep pocket institution only </li></ul><ul><ul><li>Fixed scope & fixed price </li></ul></ul>
  13. 13. <ul><li>One time campus funding opportunity only </li></ul><ul><ul><li>No funding to extend life of legacy system (e.g. web-enable legacy system) </li></ul></ul><ul><ul><li>All work efforts must move us closer to the full implementation of Student Administration </li></ul></ul><ul><ul><li>Must demonstrate benefits of the PeopleSoft system AND retain the legacy system as the system of record </li></ul></ul><ul><li>PeopleSoft Student Admin is very flexible and hence very complex </li></ul><ul><ul><li>Incremental rollout provides a low impact learning environment & facilitates continuous learning </li></ul></ul>Our challenge was to address the major implementation issues and provide a solution framework. (continued)
  14. 14. Our challenge was to address the major implementation issues and provide a solution framework. (continued) <ul><li>Phased modular deployments (silo effect) result in rework </li></ul><ul><ul><li>Flexible framework to deploy self-service functionality in an informed sequence to solve specific institutional problems and requirements </li></ul></ul><ul><li>Big bang deployments cause drastic changes to processes for students, faculty and staff </li></ul><ul><ul><li>Gradual transition eases the impact of change </li></ul></ul><ul><li>Traditional backfill solutions are to costly and impractical </li></ul><ul><li>- Separate implementation team issue </li></ul><ul><li>- Knowledge transfer issue </li></ul><ul><li>- Training effectiveness issue </li></ul><ul><ul><li>Incremental deployment provides for timely operational staff relief in high service impact area </li></ul></ul><ul><li>- use our best & brightest resources </li></ul><ul><li>- not a separate team </li></ul><ul><li>- no lag time between training/implementing/deploying </li></ul>
  15. 15. Our challenge was to address the major implementation issues and provide a solution framework. (continued) <ul><li>Human behavior is much slower to change than technology </li></ul><ul><ul><li>Long term lasting change can only be sustained if the project team is: </li></ul></ul><ul><li>- Included in planning & executing </li></ul><ul><li>- Involved in decision making </li></ul><ul><li>- Empowered to take initiative </li></ul><ul><li>- The master of change not its victim </li></ul><ul><li>ERP does not deliver on the promised benefits </li></ul><ul><ul><li>Timely & consistent rollout of benefits based on campus priority </li></ul></ul>
  16. 16. Compared to rapid & traditional approaches, the CSULA approach provides an outstanding response to your students, faculty, staff and administration when they ask “What have you done for me lately?”
  17. 17. So, what does our deployment schedule look like and where are we today? <ul><li>Phase I Proof of Concept completed October 2000 </li></ul><ul><li> selected October 2001 </li></ul><ul><li>Phase II Rollout completed April 2002 </li></ul><ul><li>Phase III Rollout planned October 2002 </li></ul><ul><li>Phase IV Rollout planned April 2003 </li></ul>
  18. 18. This approach delivers valuable self-service functionality to students, faculty, staff and administration every six months while the legacy application continues to be the system of record. IV 10.02 Financial Aid Live AY 03-04 10.02 (SS) Link to FAFSA application 10.02 (SS) Fin Aid Appl Status AY 03-04 10.02 (SS) View FA Eligibility (SAP) 10.02 (SS) View FA Awards 10.02 (SS) View disbursements and dates 10.02 (SS) View/Print FA History 04.02 (SS) Web Pay by CC 03.02 (SS) Student Account 03.02 (SS) Student Total Units 03.02 Catalog/Schedule of Classes III II I AA AD SR FA SF P h a s e s T i m e l i n e 10.01 04.02 10.02 04.03 10.00 (SS) Personal Class Schedule 10.00 (SS) Phone Changes 10.00 (SS) Address/Email Changes 10.00 (SS) Grades 10.00 (SS) Holds 10.00 (SS) Forms 10.00 (SS) CSULA Events 03.03 Student Records Live 03.03 (SS) Faculty - Process Grade Books and Class assignments 03.03 Admissions Live 03.03 (SS) Faculty – View & Process Grade Rosters 03.03 Student Financials Live 03.03 (SS) Faculty View Advisees and Schedules 03.03 Academic Advisement Live 03.03 (SS) Faculty Class Rosters 03.03 (SS) Registration 03.03 (SS) Apply Graduation 03.03 (SS) Request and pay by CC for Official Transcript 03.03 (SS) View Unofficial Transcript and What If’s 03.03 (SS) View Degree Progress, Transfer Credit 09.02 (SS) Admissions Appl Status W/S/M/F 02-03 09.02 (SS) Schedule and Bio-demo 03.02 (SS) Registration Appmts 03.02 (SS) Exam Schedule 03.02 (SS) Portal Implemented 02.02 Power Setup 11.01 Reduce Batch Window 04.03 PeopleSoft SA Full Implementation Goal Met
  19. 19. Our conversion strategy and data mapping also differ from traditional approaches. <ul><li>Power Build Setup Wizard load tables from legacy </li></ul><ul><li>All fields are mapped </li></ul><ul><li>27,000 continuing status students converted in 5 minutes versus 11 hours using traditional data conversion software </li></ul><ul><li>A by-product of the Power Build Setup Wizard are the cross-walk tables (translation tables) used in data maps </li></ul><ul><li> </li></ul>
  20. 20. The architecture used to get us from legacy to PeopleSoft includes a Power Build of the setup tables as well as a bi-directional real-time data router.
  21. 21. The ultimate critical success factor is to have an effective organization led by a very committed executive team.
  22. 22. Every six months the project cycles through the four steps of IBM implementation methodology. IBM <ul><li>Unit & </li></ul><ul><li>Parallel </li></ul><ul><li>Testing </li></ul><ul><li>Go Live </li></ul><ul><li>Business </li></ul><ul><li>Process Unit </li></ul><ul><li>Testing </li></ul><ul><li>Convert Data </li></ul><ul><li>Develop </li></ul><ul><li>Interfaces & </li></ul><ul><li>Reports </li></ul><ul><li>Technical </li></ul><ul><li>Strategies </li></ul><ul><li>Setup Tables </li></ul><ul><li>Project Plan </li></ul><ul><li>Questionnaires </li></ul><ul><li>Workshops </li></ul>Prepare Redesign Design Deploy Configure IBM Global Services Method Blue
  23. 23. There are critical success factors present in every software implementation project - don’t ignore them! <ul><li>Absolutely unwavering Executive Management vision and commitment </li></ul><ul><li>Project team empowered to make decisions quickly </li></ul><ul><li>Acceptance of the need for and consequences of change </li></ul><ul><li>Skilled resources with time dedicated to the project </li></ul><ul><li>Robust, ongoing communication process </li></ul><ul><li>Full-time Project Management </li></ul><ul><li>Passion for the task at hand </li></ul>
  24. 24. It is our intention to make ourselves, as consultants, obsolete. This strategy fits well with the CSULA approach and is repeated for every six months rollout.
  25. 25. What specifically have we accelerated? <ul><li>Phase I </li></ul><ul><li>- View and change your address, phone number and email address </li></ul><ul><li>- View the University catalog </li></ul><ul><li>- View registration and transcript “holds” </li></ul><ul><li>- View personal class schedule </li></ul><ul><li>- View grades </li></ul><ul><li>- View and print forms </li></ul><ul><li>- View and research the current Schedule of Classes </li></ul><ul><li>- View CSULA events </li></ul>
  26. 26. <ul><li>Phase II </li></ul><ul><li>- View registration appointments </li></ul><ul><li>- View exam schedules </li></ul><ul><li>- View total student units earned </li></ul><ul><li>- View student financial account balance information </li></ul><ul><li>- Make credit card payments </li></ul><ul><li>- Experience improved navigation of the web application </li></ul><ul><li>- New capabilities for students with disabilities </li></ul><ul><li>- Full upgrade to SA 8.0 </li></ul><ul><li>- Reduced batch window consumption from 11 hours to 5minutes </li></ul><ul><li>- Campus Portal 8.0 deployed </li></ul><ul><li>- Power Build Wizard for PS Setup tables </li></ul>During April 2002, we deployed the following Phase II functionality:
  27. 27. <ul><li>Modules (by Phase) Complete as of </li></ul><ul><li>3/1/02 5/14/02 </li></ul><ul><li>Campus Community (II) 85 % 100% </li></ul><ul><li>Institutional Structure (II) 80% 100% </li></ul><ul><li>Financial Aid (III) 10% 30% </li></ul><ul><li>Admissions (IV) 0% 0% </li></ul><ul><li>Student Financials (IV) 15% 35% </li></ul><ul><li>Student Records (IV) 5% 15% </li></ul><ul><li>Academic advisement (IV) 5% 15% </li></ul>Estimates of module completion reveal significant differences in the way this approach focuses on the deployment of features rather than modules.
  28. 28. <ul><li>Students are proving to be entrepreneurs in digging into the portal and finding all the stuff it can do </li></ul><ul><li>Students flock to things that increase their convenience - we're seeing high acceptance of new web self-service </li></ul><ul><li>The services that students are getting are improving due to the reduction in simple transactions </li></ul><ul><li>New students have high expectations of CSULA's ability to use technology for student services </li></ul><ul><li>This project is having a definite reduction in faculty workload in student services areas </li></ul><ul><li>Early web self service is providing significant relief from traditional ERP projects: project backfill options are easier to manage </li></ul><ul><li>This approach delivers on-going waves of functionality, reducing staff stress that can accompany traditional rapid and big bang deployments </li></ul>Some of the most frequently vocalized benefits to date are:
  29. 29. From the pen of the Cal State L.A. students who have already enjoyed the benefits of our approach. <ul><li>Ben Hildago – Student I am glad that you have given us access to this information (and in such a well-designed interface) … I am really happy with this system. Thanks a lot!!! </li></ul>Jim Dawson – Student This is a wonderful site. I registered using STAR (IVR) yesterday and verified my class schedule today. I just wish you would make registering for classes as easy as using GET. Ratronda Gowdy – Student O.K. let me just say WOW. Great job with the website. It looks great... This upgrade is 200% better than the previous website. Thanks for your hard work!
  30. 30. Is there any research to provide the underpinning theories for our new approach? <ul><li>Rosabeth Moss Kanter </li></ul><ul><li>Ernest L. Arbuckle Professor of Business Administration at Harvard Business School </li></ul><ul><li>Specializing in strategy, innovation, and leadership for change </li></ul><ul><li>Author or co-author of 15 books </li></ul><ul><li>Evolve! Succeeding in the Digital Culture of Tomorrow </li></ul><ul><li>“ The 15-Minute Competitive Advantage” Business 2.0 - February 2002 </li></ul><ul><li>The path to success involves staying a little ahead of the competition but close enough that customers can still understand your product and incorporate it into their lives and businesses.” </li></ul>
  31. 31. Kanter’s research cites consumer habits as a major obstacle to maintaining competitive advantages. <ul><li>Survey of 785 tech company executives Some Succeeded Others did not! </li></ul><ul><li>Newer companies (started after 1980) were much more likely than larger, established companies to cite marketplace barriers -- with customers that were not receptive or ready -- as a primary obstacle. </li></ul><ul><li>Human behavior is much slower to change than technology </li></ul>
  32. 32. Incremental changes are easier to implement & maintain over time. <ul><li>Innovations most likely to take hold are those that don't demand excessive change from the customer </li></ul><ul><li>Incrementalism -- represented by the following eight characteristics -- is key </li></ul>
  33. 33. Let’s compare Kanter’s 8 points to the Cal State L.A. project. <ul><li>Kanter’s Points </li></ul><ul><li>Provable………………. </li></ul><ul><li>Divisible/Parallel……... dub </li></ul><ul><li>Reversible…………….. </li></ul><ul><li>Tangible………………. </li></ul><ul><li>Fits prior investments… b </li></ul><ul><li>Familiar……………….. </li></ul><ul><li>Congruent with future direction………………. </li></ul><ul><li>Publicity value………... </li></ul><ul><li>CSULA Project </li></ul><ul><li>Phase I proof of concept </li></ul><ul><li>Four discrete Phases with legacy still the system of record </li></ul><ul><li>Legacy is still fully operational </li></ul><ul><li>Six months incremental rollout </li></ul><ul><li>Value of legacy maintained and actually improved during the transition </li></ul><ul><li>Consistent with past self-service </li></ul><ul><li>New generation of internet based applications </li></ul><ul><li>Students love it </li></ul>
  34. 34. IBM and Cal State LA strongly agree with Rosabeth Moss Kanter. <ul><li>“ There's still plenty of room to sneak in revolutionary ideas under cover of evolutionary change. But think long-term trends in short-term steps -- 15 minutes at a time.” </li></ul><ul><li>Rosabeth Moss Kanter </li></ul>
  35. 35. May we answer your questions? Neil Bowers Principal Higher Education PeopleSoft Practice Dallas, Texas [email_address] (972) 561-7829 Peter Quan Associate Vice President Information Resources Management California State University, L A Los Angeles, California [email_address] (323) 343-2626