Every year, the Northeast Ohio Chapter of PMI asks their Project of the Year recipient to deliver a presentation to their chapter members during one of their monthly meetings. Cleveland Metropolitan School District and Navigator Management Partners presented "How to Implement an ERP and Still Remain Friends" to the group on June 20, 2018.
4. 4 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools 10
▪ Align on Expectations
▪ Define Scope
▪ Define Benefits
▪ Clear Roadmap
▪ Stakeholder Consensus
Begin with the End in Mind
"[Navigator] amasses a great deal
of knowledge down to the detail
level, but also thinks and plans
strategically. [Navigator] always
focuses on the best business and
organizational outcomes"
-- Associate Vice President, Office
Human Resources, The Ohio State
University
Begin with the
End in Mind
Manage the
Change
Active
Governance
Other Lessons
Learned
Proactive
Project
Management
9. 9 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools
Clear Roadmap
2015 2016
Jul - Sept Oct - Dec Jan - Mar Apr - June Jul - Sept Oct - Dec
2017
Jan - Mar Apr - Jun
Full Workday HCM Suite
(HCM Core, Compensation, Talent, Benefits,
Recruiting, Payroll, Time Tracking, and Absence)
Training
Go Live
Dec 17, 2016
Full Workday Financial Suite
(Finance Core, Assets, Cash Management, Cust Accounts,
Expenses, Financial Accounts, Grants, Procurement,
Projects, Suppliers, and Supplier Accounts)
Training
Go Live
July 1, 2017
Program
Alignment
22. 22 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools
Cloud Implementation Impacts
• Review project scope
• Develop project work
plan
• Define project team
roles and
responsibilities
• Define communication
plan
• Initial Prototype (P0)
• Financial Data Model
• Project Kick-off
• Current Business
Practice Discovery
• Conceptual Design
Sessions
• Detailed Business
Process Design
• Solution/Gap Analysis
• Update Project Charter
& Plan
• Document design
decisions
• Configuration Prototype
(P1)
• Develop Reports &
Integrations
• Communicate Tenant
Strategy
• Develop Testing &
Training Strategy
• Final Configuration
Prototype (P2) & Full
Data Conversion
• End to End Testing
• Prototype 3 (P3)
• User Acceptance Testing
• Parallel Testing
• Smoke Test for each
Tenant
• Training and Roll-Out
• Gold Tenant
• Production Data
Conversion &
Configuration
• Go-Live Checklist
• Transition to
Production Services
• Project Close
Test
Configure
&
Prototype
Deploy Architect Plan
Education & Training
Delivery Assurance
Customer Success
23. 23 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools
Effective use of Project Metrics
Steering Committee Program Dashboard
• Schedule Performance Index (SPI)
• Cost Performance Index (CPI)
• One Page Summary of Program Status
Finance Procurement Milestones Status Baseline Forecast
Complete / Test all scenarios 11/30/2016 12/23/2016
Unit Test Defect Resolutions (90% Pass Rate) 9/23/2016 1/20/2017
Integration Development & Unit Testing 1/4/2017 1/4/2017
Data Conversions 1/19/2017 1/27/2017
End-to-End Testing Preparation 1/20/2017 1/27/2017
End-to-End Testing 2/16/2017 2/24/2017
Accomplishments Program
§ Ongoing program governance meetings – Steering Committee
§ Project team communication meetings
Accomplishments HCM Payroll
§ Completed integration testing for benefit integrations
§ Completed deployment planning
§ Began executing go-live communication plan
§ HCM Payroll Go-Live
§ Started Post Production Support
Accomplishments Finance Procurement
§ Continued to document and test all functional test scenarios – 95% complete
§ Continued Unit Testing defect resolution process – 63% complete
§ Completed integration development and testing
Vision Statement
The CMSD Workday program will achieve increased
operational effectiveness and efficiencies in business
processes enabling focused teaching and learning with
flexibility to support future 21st century school initiatives
High Level Plan
December 2016 CMSD Workday Program Status Report
Risks
• Legacy Data – Workday data quality limited by legacy data quality
• Union Contracts – Ongoing negotiation impacts on Workday configurations
• Resource availability – Key resources are being pulled in multiple directions
• Scope creep – Changes to established scope must be managed
• Process changes – Using updated workday processes in lieu of known practices
• Testing – District test lead/coordinator, testing preparation, and testing executionLegend
On Schedule Late
At Risk Complete
CPI ($363K)
Inefficient Efficient
SPI (-2 days)
Project Late Project Early
0.99 1.04
Next Steps HCM Payroll
§ Continue Post Production Support
§ Continue executing go-live communication plan
§ Begin transitioning support to CMSD personnel
Next Steps Finance Procurement
§ Complete documentation of all test scenarios
§ Complete the testing of all test scenarios
§ Complete unit testing defect resolution process (90% pass rate)
§ Complete preparation for end-to-end testing
§ Define and link all business processes / test scenarios
§ Document end-to-end test scenarios
§ Define and schedule test cycles
§ Begin end-to-end testing
Trend
Current Phase Workday Milestones – System Selection and Program Alignment
HCM Payroll Milestones Status Baseline Forecast
ESS Training 12/9/2016 12/9/2016
Gold Build 12/9/2016 12/9/2016
HCM Payroll Go-Live 12/17/2016 12/17/2016
Post Production Support 1/27/2017 1/27/2017
Phase Start: 12/10/2016
Phase End: 5/12/2017
Days Remaining: 132
Project Start: 7/7/2014
Project End: 9/30/2017
Days Remaining: 273
Phase Start: 11/26/2016
Phase End: 1/12/2017
Days Remaining: 12
FY2016 FY2017 FY2018
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Program Alignment
HCM & Payroll
General Ledger Phase 1
Finance & Procurement
Control and Monitor
CMSD Workday Program
25. 25 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools
Organize for Long Term Success
Program/Project
Manager
Workday Future Project Management Structure
• Project Organization – group changes into logical
implementation projects
• Project Roadmap – project scheduling
• Project Management – Manage project work
• Testing Coordination – Test planning /
scheduling
Change Manager
• Stakeholder Engagement
• Communications / Building Project Awareness
• Project training updates
• User Acceptance Testing
Workday Payroll
Functional Lead
Workday
Procurement
Functional Lead
Workday Talent
Functional Lead
Workday Finance
Functional Lead
Reporting
Analyst
Integration
Analyst
Security
Analyst
• Workday Support Roles will have operational and
project responsibilities
Certified
Workday
Payroll
Consultant
Certified
Workday
Procurement
Consultant
Certified
Workday
HCM Consultant
Certified
Workday
Financial
Consultant
Certified consultants used for the following roles
• Backfill for functional area specialist roles
• Life line for functional area specialists
• Impact Assessments
• Complex functional configurations (projects)
Note – specific project roles will vary based upon
specific project requirements
27. Future State
Finance & Procurement
Business Processes
As of May 3, 2017
Step 1:
Financial Controls Step 2:
Procure
Step 3:
Pay
Step 5:
Report
Step 4:
Settle
The following are Finance setup
business processes that provide
financial controls for other business
processes
• Financial Data Model
• Budget Development (E)
• Budget Structure Config (E)
• Grant & Award Setup
• Budget Load
• Budget Approval
• Create a Position (HCM)
• Supplier Setup
• Supplier Maintenance
• Project Setup
• Project Maintenance
• Customer Contract
• Customer Setup
• Board Resolutions (E)
The following are employee or vendor
facing business processes that capture
or update financial business process
setups
• Budget Amendment
• Supplier Portal
• Supplier Request
• Supplier Change Request
CMSD Responsible Groups:
• Budgets & Grants
• Procurement
• Cash Management, Accounts
Receivable, & Financial Reporting
• Accounts Payable
• Office of the CFO
The following are Procurement
business processes executed by
members of the Procurement
team
• Budget Check
• Issue Purchase Order
• Close Purchase Order
• Request for Quote
• Invitation to Bid (E)
• Request for Proposal (E)
• Internal Service Delivery
• Track Assets
The following Procurement
Processes are employee facing
business processes
• Requisitions
• Purchase Order
• Cancel Purchase Order
• Edit Purchase Order
• Change Order
• Supplier Contract
• Cancel Supplier Contract
• Edit Supplier Contract
• Amend Supplier Contract
• Receiving
• Return
• Internal Service Order
• Internal Service Delivery
• Spend Authorization
CMSD Responsible Groups:
• Budgets & Grants
• Procurement
• Cash Management, Accounts
Receivable, & Financial
Reporting
• Accounts Payable
The following are Finance facing
pay business processes.
• Ad Hoc Payments
• Supplier Invoices
• Payroll Supplier Payments
• Garnishment Remittance
• Matching
Pay processes are dependent upon
the following employee business
processes.
• Expense Report
CMSD Responsible Groups:
• Budgets & Grants
• Procurement
• Cash Management, Accounts
Receivable, & Financial
Reporting
• Accounts Payable
The following are Finance facing
business processes
• Time & Effort Reporting
• Grants Record Keeping (E)
• Journal Entries
• Period Close
• Year End Close
• Financial Reporting
• Budgets & Grants
• Procurement
• Accounts Payable
• Internal Audit
The following can also be employee
facing business processes
• Financial Reporting
CMSD Responsible Groups:
• Budgets & Grants
• Procurement
• Cash Management, Accounts
Receivable, & Financial
Reporting
• Accounts Payable
• Internal Audit
The following are Finance facing
settlement business processes
• Asset Disposal
• Customer Invoicing
• Receive Money
• Deposits
• Customer Refund
• Customer Statement
• Load Credit Transactions
• Spend Amortization
• Bank Reconciliation
• Investments (E)
• Self Insurance (E)
• Debt Management (E)
• Settlement
CMSD Responsible Groups:
• Budgets & Grants
• Procurement
• Cash Management, Accounts
Receivable, & Financial
Reporting
• Accounts Payable
IT Enterprise Applications will support CMSD functional teams by providing
ongoing project management and change management
services as well as technical assistance with complex functional
configurations, security configuration updates, and complex reporting.
Items marked with an (E) are business processes completed outside of Workday
28. 28
Future State
HCM & Payroll
Business Processes
Step 1:
Recruiting and
Position Control
Step 2:
Onboarding & Talent
Management
Step 3:
Time and
Leave
Step 5:
Payroll
Step 4:
Benefits,
Performance and
Comp
Recruiting and Position Control
processes are dependent on the
following manager facing business
processes.
• Create Job Requisition
• Edit Job Requisition
• Transfer Employee
• Job Change
• Promote Employee
The following are Talent facing
recruiting business processes.
• Evergreen Requisition
• Freeze Job Requisition
• Close Job Requisition
• Create a position
• Edit a position
• Job Postings
• Application Process
• Assess Candidates
• Interview Process
• Create a pre-hire
• Create Offer
• Hire a pre-hire
• Add Additional Job
• Assign Roles
CMSD Responsible Groups:
• Talent Acquisition
• Finance
Onboarding & Talent Management
processes are dependent on the
following employee facing business
processes.
• EE Profile Changes
• Submit EE Resignation
• Delegate Tasks
The following are Talent facing
onboarding and talent
management business processes.
• Onboarding
• Background Checks
• Licensing
• EE Contracts
• Health and Safety
• Terminate Employee
• Add Retirement Status
CMSD Responsible Groups:
• Talent Management
• Labor and Employment
Time and leave processes are
dependent on the following
employee facing business
processes.
• Request LOA
• Request LOA Return
• Request Time Off
• Correct Time Off
• Balance Visibility
• Enter Time
• Approve Time
The following are Talent / Payroll
facing time and leave business
processes.
• Time Off Plans
• Carryover Balances
• Accrual Calculations
• Termination Payout
• TT Eligibility Rules
• Work Schedules
• Holiday Calendars
• Assign Pay Groups
CMSD Responsible Groups:
• Labor and Employment
• Payroll
The following Payroll processes
generate results that are employee
facing
• Print Checks
• Print Payslips
The following are Payroll facing
business processes.
• Earning Codes
• Enter Employee Data
• Payroll Deductions
• Garnishments
• Review Payroll Results
• 10 Month Employees
• Pay Calendars
• Run Pay Calculation
• Off-cycle Events
• Retro Payments
• Create Settlement for Pay Groups
• Settlement Runs
• Review Check Register
• Review Direct Deposit Register
• Review ACH File
• Complete Payroll
CMSD Responsible Groups:
• Payroll
Benefits, Performance, and
Compensation are dependent on
the following employee facing
business processes.
• Open Enrollment
• Process Life Event
• Enroll Dependent
• Beneficiary Add, Edit, or
Update
• Create Goals
• Get Feedback
• Request Comp Change
• Request One Time Pay
The following are Talent facing
benefits, performance, and
compensation business processes.
• Terminate Benefits
• COBRA
• Retirement Savings Updates
• Launch Performance Review
• Add Reviewer
• Calibration
• Rating Defaulting
• Print Schedule
• Update Union Dues
• Salary Plans
• Job Profile Edits
CMSD Responsible Groups:
• Talent Operations
• Talent Impact