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  1. 1. CUNY ERP Briefing Session for Campus Teams February 28, 2007
  2. 2. Agenda For the Day 10:00am-Noon -- General Session 12:00pm-1:00pm Lunch 3:00pm-3:30pm College Campus Team Meeting 3:30pm -4:00pm Next Steps 1:00pm- 3:00pm Workshops
  3. 3. Agenda 1.Welcome 2. What is the ERP? 4. Benefits/Project Lifecycle 5. ERP Organization –The Team 6. ERP Campus Teams 7. Phase 0 Status 8. Project Timeline/Phasing 9. Agenda for the Day 3. Why CUNY Needs an ERP?
  4. 4. What is ERP? <ul><li>ENTERPRISE RESOURCE PLANNING </li></ul><ul><li>ERP focuses on integrating the business processes, transactions and data by utilizing a shared software application throughout the enterprise </li></ul><ul><li>ERP projects have been implemented in Higher Education when there is a desire to transform the organization, develop efficiencies and effect positive change, or when aging legacy systems approach failure. </li></ul>Enterprise Resource Planning
  5. 5. What is an ERP? <ul><li>Enterprise Resource Planning Systems (ERP's): </li></ul><ul><li>Integrate all data and processes of an organization into a unified system. </li></ul><ul><li>A typical ERP system will use multiple components of computer software and hardware to achieve the integration. </li></ul><ul><li>ERP systems typically attempt to cover all basic functions of an organization, regardless of the organization's business or charter. Business, non-profit organizations, non governmental organizations, governments, educational institutions and other large entities all utilize ERP systems. </li></ul>
  6. 6. Key Goals of CUNY’s ERP Project <ul><li>Replace over 25 antiquated University systems that serve Student Administration, Financial Management, and Human Resource Management with one new fully integrated ERP solution. </li></ul><ul><li>Re-engineer and standardize CUNY’s core set of business processes and integrate them into a single computing architecture. </li></ul><ul><li>Manage all of the University’s data in one database. </li></ul><ul><li>Implement ERP modules to provide functionality that currently does not exist in the existing systems, such as admissions prospecting, Customer Relationship Management (CRM), workforce management, and e-procurement. </li></ul><ul><li>Implement state-of-the-art security to ensure that the highest level of protection is afforded to the University’s data. </li></ul>
  7. 7. Top 10 Reasons to Replace the CUNY Existing Systems <ul><li>CUNY existing systems are failing everyday and cannot meet the increased size and demands of the University. Off-the-shelf software solutions require costly customization to work with CUNY systems. </li></ul><ul><li>The CUNY workforce with the skill set to support the existing systems has dwindled. It is increasingly more difficult to maintain adequate staff to support and enhance our systems. </li></ul><ul><li>Documentation for the existing systems is inadequate; how these systems work is known to only a few remaining employees. </li></ul><ul><li>The University has over 35,000 employees and no human resource management system. Current systems do not provide for needed functionality such as admissions prospecting, CRM, e-procurement, etc. </li></ul>
  8. 8. <ul><li>The inadequacy of the CUNY existing systems’ functionality has led to the development and purchase of 100s of shadow systems that are difficult and expensive to maintain. </li></ul><ul><li>CUNY has twenty independent student databases that do not share data. CUNY’s multiple financial system need to share data with each other and with the City and State systems. There is no integration of the current human resources data with any of the existing systems or with the City or State workforce management and payroll systems. </li></ul><ul><li>The lack of integration and no single data source leads to redundant data and inaccurate information. </li></ul><ul><li>Current security and access controls of the existing systems are insufficient and antiquated. In addition, the key identifier for all systems are social security numbers. The systems current design presents a great risk for security breaches and identity theft. </li></ul>Top 10 Reasons to Replace the CUNY Existing Systems
  9. 9. Top 10 Reasons to Replace the CUNY Existing Systems <ul><li>University business process were developed around the limitations of the existing systems that they rely on. User needs and best practices were not considered in the original design of these systems. </li></ul><ul><li>Our student system is a customized system written in COBOL using early 1980s database tools. The Admissions and Financial Aid systems are written in Assembler using a homegrown database written in the mid 70's. This year The University was late in finishing changes that came from some revised federal programs. </li></ul>
  10. 10. Key Benefits of Implementing the CUNY ERP <ul><li>Ability to build automated, paperless workflow processes into hiring and employee maintenance business processes </li></ul><ul><li>Ability to integrate human resources data with payroll data preventing duplicate data entry </li></ul><ul><li>Ability to maintain “Position Management” data so that positions and employees can be tracked and budgeted </li></ul><ul><li>Ability to maintain employee job attributes and store job history so that new/updated appointments can be reported </li></ul><ul><li>Ability to maintain bio/demo attributes for all CUNY students and employees in a single repository </li></ul><ul><li>Ability to allow student employees and instructional staff to have a single consolidated record shared by the student and the human resources systems </li></ul>Core HR <ul><li>Ability to create an integrated chart of accounts which serves all constituencies across CUNY </li></ul><ul><li>Improved budgeting capabilities including infinite budget types, each with unlimited versions </li></ul><ul><li>Ability to integrate position management budget data with the human resources system </li></ul>General Ledger <ul><li>Integrated database for all CUNY colleges that allows for a consolidated student record reflecting all academic work and offers the ability to view a full CUNY transcript </li></ul><ul><li>Access to view class schedules and class enrollment data across CUNY </li></ul><ul><li>Ability to report real-time on class registration statistics including student detail data and add/drop details </li></ul><ul><li>Ability to add/build paperless workflow processes into student services </li></ul><ul><li>Full cashiering capability including web access to the administrative bursar functions </li></ul><ul><li>Ability to maintain a database for tracking and managing student prospects </li></ul><ul><li>Ability to coordinate recruiting activities around the University </li></ul>Student
  11. 11. <ul><li>Reduce the costs of developing customized solutions with limited integration into outdated systems. Eliminate the cost to purchase and support 100s of shadow systems. </li></ul><ul><li>Standardize on tools (hardware and software) and enter into enterprise licensing agreements thereby reducing licensing costs. </li></ul><ul><li>Reduce cost for paper and printing since most business processes would be developed in a paperless online environment. </li></ul><ul><li>Establish, where practical, shared services that would eliminate duplicative staff and functionality throughout the University. </li></ul><ul><li>Create an E-Procurement system that supports all University procurements and eliminate individual campus contracts. </li></ul><ul><li>Creating the proper controls that would reduce the University’s exposure to fines and disallowances. </li></ul>Key Benefits of Implementing the CUNY ERP
  12. 12. CUNY’s ERP Lifecycle Procure Develop Implement <ul><li>Issued RFI and RFP </li></ul><ul><li>Conducted Vendor Presentation Sessions that over 600 people from the campuses attended </li></ul><ul><li>Established RFP Technical Evaluation Committee with over 160 advisors from around the University and Colleges </li></ul><ul><li>Dual Negotiations and signed agreements from both vendors </li></ul><ul><li>Design module phasing plan </li></ul><ul><li>Analyze how the selected software fits into CUNY requirements & identify gaps (Fit/Gap Analysis) </li></ul><ul><li>Re-engineer processes as appropriate </li></ul><ul><li>Configure software & build extensions to meet CUNY requirements </li></ul><ul><li>Convert data </li></ul><ul><li>Test the system </li></ul><ul><li>Provide Customized end-user training </li></ul><ul><li>Receive final sign-off from end-user community that the system is ready to be deployed </li></ul><ul><li>Conduct Parallel Testing </li></ul><ul><li>Design & implement “cut-over” plan </li></ul><ul><li>Conduct “Lessons Learned” meetings </li></ul><ul><li>Sunset systems </li></ul>Jan 2002 Dec2006 June 2012
  13. 13. Organizational Chart Testing Manager Organizational Readiness Manager Functional Project Manager Technical Project Manager Program Management Office Manager Technical Architect Administrative Assistant Office Assistant CIS Data Conversion Team Information Security Analyst Other Technical Resources Training Manager Communications Manager Student Application Architect Financials Application Architect Human Resources Application Architect Contracts Manager HR SME ( Recruitment ) HR SME ( Generalist ) HR SME ( Payroll / Time / Leave ) HR SME ( Benefits ) Student SME ( Academic Administration ) Student SME ( Student Financials ) Student SME ( Financial Aid ) Student SME ( Records and Registration ) Student SME ( Records and Registration ) Financials SME ( Budgeting ) Financials SME ( General Ledger ) Financials SME ( Procurement ) Financials SME ( Other ) Change Mgmt . / Org . Readiness Liaisons ( at the Colleges ) Testers CIS Network Analyst Training Resources ( part of Project Team ) Budget Analyst Student SME ( Other ) Student SME ( Other ) Student SME ( Other ) HR Liaisons ( at the Colleges ) Financials Liaisons ( at the Colleges ) Student Liaisons ( at the Colleges ) ERP Team – Managers & Subject Matter Experts Campus Representatives ERP Project Director PROJECT MANAGEMENT IMPLEMENTATION TEAM AND COLLEGE REPRESENTATIVES Campus Project Executive ( at the Colleges ) Communications Liaisons ( at the Colleges ) Training Liaisons ( at the Colleges ) PM Partner Operations Manager Project Liaisons ( at the Colleges ) Office Assistant QA Partner Project Partners - Monitoring CUNY CIS Management/Support
  14. 14. The Campus Team’s Role in ERP <ul><li>Creating the Campus Team </li></ul><ul><li>Gaining and maintaining support for the project from campus constituencies </li></ul><ul><li>Communicating the ERP project messages </li></ul><ul><li>Champion the ERP vision and focus </li></ul>Campus Teams
  15. 15. <ul><li>Campus Project Executive </li></ul><ul><li>Project Liaison </li></ul><ul><li>Training Liaison </li></ul><ul><li>Communications Liaison </li></ul><ul><li>Functional Liaisons / Campus Subject Matter Experts </li></ul><ul><ul><li>Student Administration </li></ul></ul><ul><ul><li>Financial </li></ul></ul><ul><ul><li>Human Resources </li></ul></ul><ul><li>Change Management/Organizational Readiness Liaison (meeting at a later date) </li></ul>The Campus ERP Team
  16. 16. The Campus ERP Team <ul><li>Attends weekly team meetings (4hrs) </li></ul><ul><li>Assessment of Org readiness (to be evaluated) </li></ul><ul><li>Attends monthly University-wide Organizational Readiness meetings (2hrs) </li></ul>Supports and implements the CUNY Organizational Readiness Manager’s/ vendor’s Change Management Plan Change Management/ Organizational Readiness Liaison <ul><li>Attends weekly team meetings (8hrs) </li></ul><ul><li>Reports issues to Project Liaison (4 hrs) </li></ul><ul><li>Meets with heads of functional areas (16 hrs) </li></ul>Supports the ERP Functional Leader and vendor in business process analysis/fit gap analysis and other functional/business processes. Coordinates input from each of the component areas of Human Resources, Finance and Student Administration. <ul><li>Functional Liaisons: </li></ul><ul><li>Human Resources </li></ul><ul><li>Finance </li></ul><ul><li>Student Administration </li></ul><ul><li>Weekly team meetings (4 hrs) </li></ul><ul><li>Circulates project communications (4 hrs) </li></ul><ul><li>Attends monthly University-wide Communications Liaison meetings (2hrs) </li></ul>Supports and implements the CUNY Communications Manager’s/ vendor’s Communication Plan Communications Liaison <ul><li>Attends weekly team meetings (4 hrs) </li></ul><ul><li>Execution of skills assessment, training (to be assessed) </li></ul><ul><li>Attends monthly University-wide Training Liaison meetings (2 hrs) </li></ul>Supports and implements the CUNY Training Manager’s/ vendor’s Training Plan Training Liaison <ul><li>Attends weekly team meetings (4hrs) </li></ul><ul><li>Compiles/reports status to team (4hr) </li></ul><ul><li>Attends monthly University-wide Project Liaison meetings (2hrs) </li></ul>Promotes knowledge amongst the campus project team. Leads other liaisons in task identification and completion. Supports the ERP PMO in identifying/mitigating issues at the campus level. Project Liaison Initial hours of monthly effort Responsibility Role
  17. 17. ERP Update <ul><li>Where are we? </li></ul><ul><li>Where will we be in the next 60-90 days? </li></ul><ul><li>What is the status of the contract? </li></ul>
  18. 18. Phase 0 Status Phase 0 – Planning Session Goal: Clarify RFP requirements and finalize the related contract documents Status: * May be moved to March 31, 2007 due to contract supplement review <ul><li>Executive Sponsor Meetings </li></ul><ul><ul><li>President of Oracle (Jan 30) </li></ul></ul><ul><ul><li>Oracle Sr. VP North American Consulting (Jan 30) </li></ul></ul><ul><li>Hosting SOW Review </li></ul><ul><li>Campus Teams Planning </li></ul><ul><ul><li>Campus Executives Introduction </li></ul></ul><ul><ul><li>Liaison Identification Completed </li></ul></ul><ul><ul><li>Standard Meetings Scheduling </li></ul></ul><ul><li>Council Identification and Outreach Initiated </li></ul><ul><li>Program Management Office </li></ul><ul><ul><li>Staffing </li></ul></ul><ul><ul><li>Infrastructure Creation </li></ul></ul><ul><ul><li>Standards Creation </li></ul></ul><ul><li>QA & PM Partners Contracts Finalized </li></ul>** Hosting Statement of Work and Pricing changes caused by phasing decisions to be scheduled Feb 28, 2007* Feb 28, 2007 Jan 2, 2007 Jan 3, 2007 Estimated Finish Planned Finish Actual Start Planned Start March 1, 2007 Feb 22, 2007 Feb 2, 2007 Planned Date March 1, 2007 Start of Phase 1 April 15, 2007 ** Contract Supplements Completed Feb 9, 2007 All Workshops Complete (48) Actual Date Milestones
  19. 19. Project Timeline as of 2/28/2007
  20. 20. Phasing Strategy Recommendation <ul><li>Phasing Changes Requested by Process Owners / Users </li></ul><ul><li>Procurement / AP/ Expense Management </li></ul><ul><ul><li>Implementation of Central Office (plus one or two colleges) in January 2009 </li></ul></ul><ul><ul><li>All colleges live by June 2009 </li></ul></ul><ul><li>Bank Reconciliation portion of Treasury Management </li></ul><ul><ul><li>Overlap with Purchasing / AP </li></ul></ul><ul><li>Advanced Budgeting </li></ul><ul><ul><li>Move implementation from June 2011 to July 2010 </li></ul></ul><ul><li>Identify opportunities in Base Benefits module to develop interfaces with the providers </li></ul><ul><li>NYC/NYS Payroll Interface </li></ul><ul><ul><li>Keep in phase 1 subject to agreement by the city and state </li></ul></ul><ul><li>CRM </li></ul><ul><ul><li>Move out to Phase 3 (2010) </li></ul></ul><ul><li>Prospecting / Admissions </li></ul><ul><ul><li>Complete implementation for all colleges by December 2009 </li></ul></ul><ul><ul><li>Re-design to a competitive admissions business process (colleges get more decision making / authority) vs. the current allocation method </li></ul></ul>
  21. 21. Phasing Strategy Guidelines <ul><li>Phasing Changes as a Result of Phase 0 Discussions </li></ul><ul><li>Financial Aid </li></ul><ul><ul><li>Implementation moved from February 2008 to February 2009 </li></ul></ul>
  22. 22. Agenda For the Day 12:00pm-1:00pm Lunch 3:00pm-3:30pm College Campus Team Meetings 3:30pm -4:00pm Next Steps 1:00pm- 3:00pm Workshops