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PROJECT CAFE

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  • Because a complex project like ours has thousands of “to-do” items, we organize the work into phases. Each phase ends with some checkpoints (usually an exec review). Our phases are shown here. We have just completed the planning phase. We are entering Phase 2 – Requirements Analysis. This is where we get really detailed in requirements – more so than in Planning. We discuss gaps (instances where the packaged application appears not to meet NU requirements) and recommend ways to resolve them. Meanwhile, the Technical Team is preparing the technical environment we’ll need (hardware, software, tools) to actually build the system. In Spring 2006, we’ll start the actual Design/Build – “requirements” we got in Requirements Analysis get detailed further into design specifications for aspects of the system we need to build (e.g., workflow, processes for converting data from legacy systems, interfaces to other systems such as HRIS). Then we are testing, first internally to the team, then ultimately with end users who try out the system as if they were using it “for real.” Rollout – training, do the conversion, turn it on. Closeout – work out any glitches (and we want these to be few in number!), make sure our documentation is all in order, prepare for subsequent projects by documenting what went well and what could be improved (lessons learned), start preparing for follow-on work (e.g., assigning priorities to requested enhancements).
  • Key feature of our approach is that it’s iterative – we discuss a functional area in general terms in Planning, more specifically in Requirements Analysis, even more specifically in Design/Build. Also, our terms get more system-based as we progress from Planning and Analysis into Design/Build. * This way, each Phase builds on (expands and adds more detail to) information compiled in the previous Phase, AND confirms/validates what was done in previous phases. So, yes, there will be some revisiting of topics discussed in work group sessions this summer
  • Transcript

    • 1. Financial Management System Replacement Project Café Update Kellogg Monthly Staff Meeting March 15, 2006 Presented by Debbie Brodsky and Adair Waldenberg Project Café / Sr. Functional Specialists [email_address] [email_address] 847.467.1544 (Debbie) 847.467.0119 (Adair) http://cafe.northwestern.edu
    • 2.
      • Introduction
      • Project Goals
      • Project Organizational Structure
      • Project Timeline and Status
      • PeopleSoft Financial Modules
      • Chart of Accounts Update
      • InfoEd Selected for Pre-Award Administration
      • Project Next Steps
      Project Café Presentation Agenda
    • 3.
      • What is Café?
        • The project also known as the ‘Financial
        • Management Systems Replacement Initiative’
        • An acronym for:
          • C omprehensive
          • A ccess to
          • F inancials for the
          • E nterprise
      Project Café Introduction
    • 4. Three Concurrent IT Initiatives
      • Data Warehouse
      • SNUPER (Research Data Integration and Access / RDIA)
      • Project Café
    • 5.
      • Replace NU’s current financial system, CUFS, with a more robust, easier-to-use tool
      • Gather feedback and input from representatives at all levels of schools and departments, ensuring that the project is focused toward the needs of the NU community
      • Re-engineer and improve financial business processes
      • Implement a new system for administration of sponsored research
      • Implement new software to provide additional functions, such as for enhanced budget preparation and planning
      • Integrate with the existing systems and the Snuper (RDIA) and Data Warehouse efforts
      Project Café Project Goals
    • 6.
      • Communicate frequently through
        • The project web-site: cafe.northwestern.edu
        • Regular newsletters
        • ‘ Meet and Greet’ and brownbag events
        • Presentations at regular meetings of various campus groups
        • Articles in the Observer
        • NU Bulkmail updates
      • Ensure the quality of what we deliver to the NU community
        • Hire a Quality Assurance Coordinator
        • Develop test scenarios with users before development begins
        • Conduct lengthy ‘user acceptance testing’ in 2007 before
        • going live
        • Apply a requirements-based, user-focused approach
      Project Café Project Goals
    • 7.
      • Provide extensive training and comprehensive documentation
        • Hired a training manager and two trainers
        • Purchased web-based training software to supplement classroom
        • training
        • Provide extensive on-line and print documentation and quick
        • reference guides
        • Provide frequent and on-going classroom training,
        • starting before we go live
      Project Café Project Goals
    • 8. Project Café Project Organizational Structure Office of Change Management ESEC* Project Director FMS Advisory Committee Consultants Technical Committee Project Team Technical Workgroups (e.g. Local Management Systems) Functional Workgroups and Design Teams Functional Steering Committee ASIAC** * Enterprise Systems Executive Committee ** Administrative Systems Initiatives Advisory Committee
    • 9.
      • Financial Management Systems Advisory Committee (FMSAC)
        • Provides overall counsel to Project Director
        • Comprises senior representatives from schools and central administration
        • Reviews the work of the Functional Steering Committee and Technical Committee
        • Provides guidance on requirements for the implementation
        • Provides guidance on priorities, resource availability, and planning
        • Reviews and approves suggestions for business process improvement
        • Reviews and recommends policies related to the design and implementation of the new system
        • Charters workgroups, and determines workgroup chairs, as needed to gather requirements and produce gap-fit analyses
      Project Café Project Organizational Structure
    • 10.
      • Senior Functional Specialists
        • Provide leadership and guidance, taking a decision-making role for their unit/ area
        • Provide input from their unit/ area’s perspective
        • Attend their unit/ area’s regular meetings to ensure two-way communication between their unit and the project
        • Perform out-reach to members of the NU community
        • Perform business analyst tasks on the project
        • We are:
          • Debbie Brodsky, formerly of Feinberg School of Medicine
          • Jim Elsass, of Budget Analysis, Planning & Allocation
          • Ellen Feldman, formerly of Institute for Policy Research
          • Carol Henes, formerly of McCormick School of Engineering & Applied Science
          • Randy Henry, formerly of Purchasing
          • Karl Turro, of Controller’s Office
          • Adair Waldenberg, formerly of Weinberg College of Arts & Sciences
      Project Café Project Organizational Structure
    • 11.
      • Functional Steering Committee
        • Comprises co-chairs of the workgroups chartered by the FMSAC and the seven Senior Functional Specialists
        • Charged with driving the gathering and review of requirements as workgroup members
        • Works with members of the University community to promulgate information about the project
        • Analyzes and recommends areas and processes for business process improvement
        • Works to ensure integration amongst workgroups
        • Produces recommendations to the FMS Advisory Committee
      • Technical Committee
        • Charged with assisting in coordination between project staff, school IT staff, and NUIT
        • Works with the project team on documenting the technical requirements of local management information systems in the context of the replacement of CUFS
        • Disperses information on project-based IT decisions
        • Produces recommendations to the FMS Advisory Committee
      Project Café Project Organizational Structure
    • 12.
      • Workgroups formed:
        • Chart of Accounts
        • Internal Sales & Services (‘re-charge’)
        • Supply Chain (Purchasing and Accounts Payable)
        • Budget Development, Operations, & Analysis
        • Reporting Strategy
        • Research (Pre- and Post-Award Administration)
        • Security/ Controls
      • The summer workgroups documented
        • Current process flows
        • High-level system requirements
        • How NU needs relate to the PeopleSoft software (‘fit-gap’ or ‘gap-fit’)
      • The summer workgroups produced a scoping and planning document for executive approval in September 2005
      Project Café Project Organizational Structure: Workgroups and Design Teams
    • 13. Project Café Project Organizational Structure: Workgroups and Design Teams
      • Functional Team Leads
        • Responsible for ensuring that workgroup members complete their tasks, providing structure to meetings and information exchanges, and ensuring that resource or other issues are relayed to the FMSAC
        • Participate in the Functional Steering Committee, comprising all workgroup co-chairs, to facilitate co-ordination and information sharing between workgroups
      • Functional Unit Representatives
        • Provide information on current business processes, identify deficiencies in current systems or processes that should be addressed, and produce a list of items that areas would like to see implemented as part of the project
        • Contribute ideas from area/ unit’s perspective at workgroup sessions
        • Relay workgroup discussions, recommendations, and issues back to area/ unit for exchange of information, additional input and confirmation of opinions
        • Empowered to represent area/ unit in the decision-making process
    • 14. Project Café Project Organizational Structure: Workgroups and Design Teams
      • Project Team Members and Consultants
        • Responsible for facilitating design session discussion, documenting the outcome of any meetings, writing up requirements, and documenting current- and future-state process flows
        • Provide PeopleSoft application expertise, both during design team sessions and via additional research and testing of application functions
        • Perform the initial gap-fit analysis with the software and presents the results of this analysis to the workgroup
    • 15. Project Café Project Organizational Structure GRANTS MANAGEMENTTEAM GENERAL LEDGER TEAM SUPPLY CHAIN TEAM FUNCTIONAL TEAM CROSS-FUNCTIONAL COLLABORATIONS
    • 16. Project Café Project Timeline and Status Stabilize system and support, document lessons learned, prioritize enhancements Late Fall 2007 6: Closeout Train users, convert legacy data, turn on interfaces, begin “live” use Summer 2007 – Fall 2007 5: Rollout Test features, security, reliability, performance Winter 2006 – Spring 2007 4: Test Specify how requirements will be met, design support processes and organization, and build the solution Mar. 2006 – Feb. 2007 3: Design/Build Detail requirements, decide how to address gaps, prepare development environment Sept. 2005 – Jun. 2006 2: Requirements Analysis Confirm scope, define team policies and processes Summer 2005 1: Planning DESCRIPTION PROJECTED TIMEFRAME PHASE
    • 17. Project Café Project Timeline and Status High-level Business terms PLANNING REQUIREMENTS ANALYSIS DESIGN/BUILD TEST “ Apply for a grant” “ Purchase goods & services” “ Prepare award budget” “ Select vendor from list of vendors” Detailed System terms Each phase builds on and validates the previous phase Requirement descriptions Examples “ Create a proposal” “ Prepare requisition”
    • 18.
      • Thus far, we have
        • Completed high-level requirements gathering and fit-gap analysis
        • (Phase 1 – Planning)
        • Recommended modules to implement and had the list approved by our executive committee
        • Installed and begun demonstrations of the PeopleSoft software
        • Begun the work defining our technical architecture
        • Obtained approval of recommendation for the purchase of InfoEd as our pre-award research administration solution
        • Installed InfoEd and brought InfoEd representatives on-site to train the team
        • continue . . .
      Project Café Project Timeline and Status
    • 19.
      • continued . . .
        • Completed our project plan in our web-based project management tool, using a standardized implementation methodology
        • Immersed Project Team and functional users in design sessions
        • Completed vendor demonstrations as part of process to select a Business Intelligence (BI) tool to address financial reporting needs
        • Chartered the Budget Development, Operations, and Analysis workgroup with recommending a tool to support NU’s budgeting needs
        • Completed the strawman chart of accounts and continue to provide introductory presentations and design consultations to user community
      Project Café Project Timeline and Status
    • 20. PeopleSoft Financials Modules Integrated with the General Ledger Purchasing (PO) eProcurement PeopleSoft Interfaces: HRIS SES Identification of Non-PeopleSoft Interfaces: Work in Progress KK KK KK KK KK KK KK KK KK KK Pre-Award: “ InfoEd” KK = Commitment Control Asset Management (AM ) Accounts Receivable (AR) Billing (BI) Contracts (CA) Project Costing (PC) Grants (GM) Budgeting Accounts Payable (AP) Expense Management (EM) GENERAL LEDGER Asset Management (AM ) Accounts Receivable (AR) Billing (BI) Contracts (CA) Project Costing (PC) Grants (GM) Budgeting Accounts Payable (AP) Expense Management (EM) GENERAL LEDGER
    • 21. Project Café Chart of Accounts Update
      • In CUFS, we commonly refer to several values in the chart to as “account”
        • Emphasis is on fields in combination with each other
      • XXXX – XXX – XXXX – XXXX
      • Fund - Area - Orgn - Objt / Rsrc / BS
      • Other chart values inferred or optional
        • Includes Function, SubOrgn, SubObjt
    • 22. Project Café Chart of Accounts Update – Guiding Principles
      • Before any designing, the Chart of Accounts Workgroup wanted a chart that would:
        • Use values which are intuitive and recognizable to users
        • Enable units to be accountable for financial activity and resources within their direct control
        • Provide the financial information needed to make decisions and report to external and internal constituencies
        • Reduce the need for non-economic transactions and local management information systems
        • Support alternative financial management approaches and be easily changed in the future
        • Use only one purpose for each ChartField and one chart for the entire institution
        • Facilitate and enable security, controls and approvals at various of levels of the University
    • 23. Project Café Chart of Accounts Update – Design
      • The PeopleSoft account number is called a chart string which is a combination of individual ChartFields.
      • The chart of accounts is the organizing framework for both financial and management reporting within the financial system
      • PeopleSoft delivers 25 ChartFields
        • Some ChartFields are specialized (e.g. for corporations / industries)
        • Other ChartFields are intentionally built with flexibility in mind
        • Some ChartFields are dependent on the use and configuration of another ChartField
        • No higher ed institution uses all the delivered ChartFields
    • 24. Chart of Accounts Update – Proposed PeopleSoft Design ** PeopleSoft requires Business Unit and Account ‘only’ 8 10 5 5 15 10 10 5 8 5 Max. Length Budget Ref ChartField 1 Class Program Project Account Department Fund Operating Unit Bus. Unit ChartField Name Could be used to designate school under a decentralized budget model t.b.d 2 Specify grant year; required for sponsored research Varies 2 User-definable label No 3-4 Identify “purpose” of activities (function) Yes 3-4 Identify collaborative activities Varies 4 Define restricted pool of funds (distinct endowments, gifts, discretionary, grants and other restricted funds). Varies 6-8 Define natural classification of activity (object of expense, revenue source or balance sheet) Yes ** 5 Designate owner or responsible unit with which transaction is affiliated Yes 8 Designate type and source of funds. Indicate broad restrictions; (different from current use) Yes 2-3 Designate legal entity; we will use 1 value - “NWUNV” Yes ** 5 Proposed Use NU Required Proposed Length
    • 25. Sample Chart String
      • Bus Unit - Fund - Dept ID - Project - Account
      • NWUNV - 500 - 11222203 - - E0100
      • NWUNV - 600 - 11222203 - G31664 - E3075
      • (this doesn’t include class (which may be inferred), operating unit, program, and chartfield 1, which are all under discussion)
      Inferred Project Café Chart of Accounts Update – Design
    • 26. Project Café Chart of Accounts Update – Next Steps
      • Continue holding ‘design consultations’ with schools, departments, centers, institutes and administrative units to obtain feedback from the University community.
      • Complete recommendation document detailing our design
      • Continue discussions related to outstanding areas of our design, including:
        • Endowment and gift accounting
        • Collaborative activities across units
        • Reduction of non-economic activity
        • Plant and construction activity
      • Map CUFS values to PeopleSoft ChartField values
    • 27. Project Café InfoEd Selected for Pre-Award Administration
      • The Project Café Research Workgroup:
        • Evaluated 3 software programs
          • InfoEd, Coeus, and PeopleSoft
        • Identified the criteria for selection as
          • Easy to use
          • Enable faculty and staff to prepare grant proposals and budgets
          • Electronically route for approval AND
          • Provide for electronic submission
    • 28. Project Café InfoEd Selected for Pre-Award Administration
      • The Project Café Research Workgroup:
        • Described InfoEd as:
          • Web-based
          • User-friendly
          • Compatible with Grants.gov
          • A big step for NU in streamlining the proposal development and submission process
    • 29.
      • Continue the momentum with phase two requirements analysis
      • Review recommendations from the Reporting Strategy and Budgeting workgroups
      • Continue with the work that will lead us to a fall 2007 go-live with a system to best serve you!
      Project Café Project Next Steps We value and encourage your feedback!
    • 30. Team Leaders Project Café Website: http://cafe.northwestern.edu Project Café E-mail: [email_address] Marina Lerin Team Lead, Supply Chain 847 / 467-0135 [email_address] Tom(my) Harmon Team Lead, Grants Management 847 / 467-1282 [email_address] Joseph Sun Team Lead, General Ledger 847 / 467-0133 [email_address] Pradeep Pavuluri Technical Application Manager 847 / 467-8898 [email_address] Jason Schober Functional Application Manager 847 / 467-1577 [email_address] Jeffrey Mundt Project Director 847 / 491-7365 [email_address]
    • 31. Project Café Come one, come all . . . Evanston Friday April 21, 2006 Presentation 3:00 – 4:00 p.m. ‘ Meet and Greet’ 4:00 – 6:00 p.m. Hardin Hall Financial Management System Replacement

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