This document provides an overview of enterprise resource planning (ERP) solutions for universities. It discusses the evolution of organizational systems from standalone calculation systems in the 1950s-1980s to integrated ERP systems. ERP systems integrate information and business processes across the entire university. The document outlines the benefits of ERPs, important considerations for implementation including costs, customizations and project management. It also discusses key functional and technical issues and provides an example case study of the University of Florida's implementation of an ERP system.
2. ERP for University
EvolutionEvolution
ERP OverviewERP Overview
BenefitsBenefits
PitfallsPitfalls
ModulesModules
Case Study: UFCase Study: UF
3. History of organizational systems
Calculation systemsCalculation systems
Functional systemsFunctional systems
Integrated systemsIntegrated systems
4. Calculation systems
1950-801950-80
Single purposeSingle purpose
Eliminate tedious human workEliminate tedious human work
Examples: Payroll, General ledger,Examples: Payroll, General ledger,
InventoryInventory
Technology used: Mainframes, magneticTechnology used: Mainframes, magnetic
tapes, batch processingtapes, batch processing
5. Functional systems
1975-20??1975-20??
Use computers to improve operationsUse computers to improve operations
Applications: Human resources, orderApplications: Human resources, order
entry, manufacturing resource planningentry, manufacturing resource planning
Technologies: Mainframes, PCTechnologies: Mainframes, PC’s, LAN’s’s, LAN’s
6. Functional systems
Typically contained within a departmentTypically contained within a department
Islands of automationIslands of automation
Applications independently developed andApplications independently developed and
deployeddeployed
Driving force: availability of mini-Driving force: availability of mini-
computerscomputers
7. Functional system applications
Human resources SystemHuman resources System
Accounting and finance systemsAccounting and finance systems
Library Management SystemLibrary Management System
Operations management SystemOperations management System
Examination SystemsExamination Systems
8. Example: Human Resources
RecruitingRecruiting
CompensationCompensation
AssessmentAssessment
Development and TrainingDevelopment and Training
PlanningPlanning
9. Problems with function based
application
Sharing of data between systemsSharing of data between systems
Data duplicationData duplication
Data inconsistencyData inconsistency
Applications that donApplications that don’t talk to one another’t talk to one another
Limited or lack of integrated informationLimited or lack of integrated information
Isolated decisions lead to overall inefficienciesIsolated decisions lead to overall inefficiencies
Increased expensesIncreased expenses
10. Solution to disparate systems?
IntegrationIntegration
ConsolidationConsolidation
Right-sizingRight-sizing
Business Process RedesignBusiness Process Redesign
Enterprise wide systemEnterprise wide system
12. Overview
What is ERP?What is ERP?
Benefits of ERPBenefits of ERP
First StepsFirst Steps
Costs of ERPCosts of ERP
The ERP ContractThe ERP Contract
Limit CustomizationsLimit Customizations
Use of ConsultantsUse of Consultants
Project ManagementProject Management
Creating the single teamCreating the single team
atmosphereatmosphere
Recruitment andRecruitment and
Retention IssuesRetention Issues
Morale of the TeamMorale of the Team
Key Functional IssuesKey Functional Issues
Key Technical IssuesKey Technical Issues
What About SmallWhat About Small
Schools?Schools?
The Future of ERPThe Future of ERP
13. What is ERP?
An ERP or Enterprise ResourceAn ERP or Enterprise Resource
Planning system integratesPlanning system integrates
information and businessinformation and business
processes to enable informationprocesses to enable information
entered once to be sharedentered once to be shared
throughout the organization.throughout the organization.
ERP had its origins inERP had its origins in
manufacturing and productionmanufacturing and production
planning. In the mid-90planning. In the mid-90’s it’s it
was extended to other back-was extended to other back-
office functions such asoffice functions such as
financial management andfinancial management and
human resource management.human resource management.
More recently these systemsMore recently these systems
have addressed applicationshave addressed applications
specific to higher educationspecific to higher education
system.system.
Common examples includeCommon examples include
SAP, PeopleSoft, andSAP, PeopleSoft, and
BannerBanner
Needs
Assessment
Software
Selection
Process
Reengineering
Pilot
Conference
Room
Training
Phased
Implementation
ERP ProjectERP Project
14. What are the Benefits of ERP?
Improve access to informationImprove access to information
Improve workflow and efficiencyImprove workflow and efficiency
Improve controls and program alertsImprove controls and program alerts
Process reengineering -- update old processesProcess reengineering -- update old processes
Foundation for new processes, such asFoundation for new processes, such as
e-procuremente-procurement
15. First Steps:
Well Begun is Half Done
Start with an evaluation of needs and requirements -- thisStart with an evaluation of needs and requirements -- this
is useful not only as a guide to the project, but also as ais useful not only as a guide to the project, but also as a
gauge to the success of the projectgauge to the success of the project
Compare possible solutions to see which one best fits theCompare possible solutions to see which one best fits the
needs and produces fewer gaps. More gaps may result inneeds and produces fewer gaps. More gaps may result in
more costly customizations.more costly customizations.
Best of breed vs. integrated solutionsBest of breed vs. integrated solutions
Big bang vs. phased implementationBig bang vs. phased implementation
16. What are the Costs of ERP?
Direct costs only represent a fraction of the totalDirect costs only represent a fraction of the total
costs of ERPcosts of ERP
Direct costs include hardware, software, andDirect costs include hardware, software, and
people on the project -- the largest category ispeople on the project -- the largest category is
personnel costspersonnel costs
Indirect costs include the costs of back-fillingIndirect costs include the costs of back-filling
positions, increasing salaries and the total lifepositions, increasing salaries and the total life
cycle costs of the ERP -- maintenance, ongoingcycle costs of the ERP -- maintenance, ongoing
production, and upgrades.production, and upgrades.
17. The ERP Contract
The prime vendor --The prime vendor -- “one butt to kick” -- and leave it to the“one butt to kick” -- and leave it to the
experts! However, there are some trade-offs.experts! However, there are some trade-offs.
Fixed cost vs. time and materials with or without a capFixed cost vs. time and materials with or without a cap
Build flexibility into the contract to accommodate changingBuild flexibility into the contract to accommodate changing
technologytechnology
Check referencesCheck references
Be skeptical of vendor promises -- get it in writing!Be skeptical of vendor promises -- get it in writing!
18. Limit Customizations and Scope
To change or not to change the old businessTo change or not to change the old business
practice?practice?
Are you paving cow paths or improving yourAre you paving cow paths or improving your
business process?business process?
Are customizations really needed? Have youAre customizations really needed? Have you
factored in the total costs of the modification?factored in the total costs of the modification?
Watch out for scope creep and hiddenWatch out for scope creep and hidden
customizationscustomizations
19. Use of Consultants
Many different roles for consultants:Many different roles for consultants:
staff projectstaff project
backfill office staffbackfill office staff
audit projectaudit project
serve as prime contractorserve as prime contractor
project managementproject management
Too many consultants relative to university personnel mayToo many consultants relative to university personnel may
limit knowledge transferlimit knowledge transfer
Too few consultants may limit ERP expertise on theToo few consultants may limit ERP expertise on the
projectproject
Right of refusal over consultants – carefully watch out forRight of refusal over consultants – carefully watch out for
the green oversold consultantthe green oversold consultant “in training”“in training”
20. ERP Project Management
One of the most important decisions on an ERP is theOne of the most important decisions on an ERP is the
selection of the project manager (PM).selection of the project manager (PM).
The PM should be a professional manager with experienceThe PM should be a professional manager with experience
in project management, loyal to the university, with bothin project management, loyal to the university, with both
functional and technical knowledge.functional and technical knowledge.
Use a standard methodology to provide guidance andUse a standard methodology to provide guidance and
structure to the projectstructure to the project
In addition, to the project manager, there should beIn addition, to the project manager, there should be
functional and technical managers.functional and technical managers.
Individual functional teams should have a designated lead.Individual functional teams should have a designated lead.
Use of committees and executive steering group.Use of committees and executive steering group.
21. Creating “single team” atmosphere
AvoidingAvoiding ‘us’‘us’ versusversus ‘them’‘them’
Partnership between functional and technicalPartnership between functional and technical
teamsteams
The partnership between senior management --The partnership between senior management --
e.g., thee.g., the VCVC, the, the RegistrarRegistrar, the, the COECOE, the, the
LibrarianLibrarian and theand the FOFO..
Partnerships with consultants -- teams composedPartnerships with consultants -- teams composed
of consultants and university personnel workingof consultants and university personnel working
side by sideside by side
Partnerships with usersPartnerships with users
22. Recruitment and Retention Issues
Bonuses forBonuses for “life of project” efforts“life of project” efforts
Find and nurture people earlyFind and nurture people early
Back-filling StaffBack-filling Staff
Staffing matrixStaffing matrix
Knowledge transfer and mentoringKnowledge transfer and mentoring
Stress managementStress management
Team buildingTeam building
23. Morale of the Team
ERP projects can put a strain on personnelERP projects can put a strain on personnel
Schedule down times and events to help boostSchedule down times and events to help boost
moralemorale
Keep an eye out for individuals on the edgeKeep an eye out for individuals on the edge
Celebrate the achievement of milestones andCelebrate the achievement of milestones and
recognize individual and team contributionsrecognize individual and team contributions
24. Key Functional Issues
Needs analysisNeeds analysis
Process engineeringProcess engineering
Back-filling staffsBack-filling staffs
TrainingTraining
Recruiting andRecruiting and
retaining staffretaining staff
Conference room pilotConference room pilot
(CRP)(CRP)
ReportingReporting
Gaps analysisGaps analysis
Setting expectationsSetting expectations
Obtaining user acceptanceObtaining user acceptance
Validation of data andValidation of data and
systemssystems
CommunicationsCommunications
Process documentationProcess documentation
Audit of data and systemAudit of data and system
25. Key Technical Issues
Sizing the systemSizing the system
Recruiting the talentRecruiting the talent
Holding the line onHolding the line on
modificationsmodifications
Conversion of dataConversion of data
InterfacesInterfaces
Report developmentReport development
Change managementChange management
and problem trackingand problem tracking
Desktop requirementsDesktop requirements
Network issuesNetwork issues
Distributed versusDistributed versus
centralized productioncentralized production
Help Desk and ongoingHelp Desk and ongoing
supportsupport
Planned upgrades andPlanned upgrades and
revisionsrevisions
Production budgetsProduction budgets
26. Modules
Admission, Academics and ExaminationAdmission, Academics and Examination
Time Table Management SystemTime Table Management System
Human Resource Management System (HRMS)Human Resource Management System (HRMS)
Financial Accounting SystemFinancial Accounting System
E-TenderingE-Tendering
Stores and PurchaseStores and Purchase
Asset ManagementAsset Management
Grievance ManagementGrievance Management
Legal Section SystemLegal Section System
Alumni Management SystemAlumni Management System
File Movement SystemFile Movement System
Letter Movement SystemLetter Movement System
Document Management System (DMS)Document Management System (DMS)
Generator Maintenance and LogbookGenerator Maintenance and Logbook
Vehicle Maintenance and LogbookVehicle Maintenance and Logbook
27. ERPs in Higher Education:
Oracle: PeopleSoft Enterprise CampusOracle: PeopleSoft Enterprise Campus
SolutionsSolutions
SAP: Finanace, HR, Students & otherSAP: Finanace, HR, Students & other
modulesmodules
Sungard Higher Education: Unified DigitalSungard Higher Education: Unified Digital
CampusCampus
Datatel: Active Campus ExperienceDatatel: Active Campus Experience
Jenzabar: Total Campus ManagementJenzabar: Total Campus Management
Campus Mangement: For post-secondaryCampus Mangement: For post-secondary
institutions since 1988institutions since 1988
28. ERPs in Higher Education:
Oracle PeopleSoft Enterprise Campus SolutionsOracle PeopleSoft Enterprise Campus Solutions
(OPSCS)(OPSCS)
Stanford University; Cambridge University;Stanford University; Cambridge University;
University of California; Cornell University;University of California; Cornell University;
Princeton University; Duke University;Princeton University; Duke University;
University of FloridaUniversity of Florida
IGNOU: 18 modules by TCS in 2008IGNOU: 18 modules by TCS in 2008
IIM, Shillong: OPSCS by Citagus India Pvt. Ltd.IIM, Shillong: OPSCS by Citagus India Pvt. Ltd.
IIM, Lucknow: OPSCS by PWC.IIM, Lucknow: OPSCS by PWC.
Sharda University: selected module of OPSCSSharda University: selected module of OPSCS
by Citagusby Citagus
29. ERP Mission (GoI):
Consortium of Institutes to frame open source ERPConsortium of Institutes to frame open source ERP
IIT Kanpur : Mentor InstituteIIT Kanpur : Mentor Institute
Aligarh Muslim University; Jamia Milia University;Aligarh Muslim University; Jamia Milia University;
Dayalbagh Educational Institute; IGNOU; etcDayalbagh Educational Institute; IGNOU; etc
Modules:Modules:
Course Management; Student record, profiles;Course Management; Student record, profiles;
Faculty Expertise Database; Online Examination;Faculty Expertise Database; Online Examination;
Online Admission; Project Management;Online Admission; Project Management;
Time Table Management; Library Managemnt;Time Table Management; Library Managemnt;
Payroll and Tax Management; General Accounting SystemPayroll and Tax Management; General Accounting System
Purchase and Inventory Control;Purchase and Inventory Control;
30. Ed-ERP Brihaspati:
Developed Modules:Developed Modules:
Brihaspati General Accounting SystemBrihaspati General Accounting System
(BGAS)(BGAS)
Payroll SystemPayroll System
Purchase and Inventory Control (PICO)Purchase and Inventory Control (PICO)
Library Managemnt System (LibMS)Library Managemnt System (LibMS)
Learning Management System (LMS)Learning Management System (LMS)
Project Management System (PMS)Project Management System (PMS)
Election Management System (EMS)Election Management System (EMS)
Brihaspati Sync: Live lecture delivery andBrihaspati Sync: Live lecture delivery and
interaction toolinteraction tool
32. Why is UF doing this?
Most major universities have alreadyMost major universities have already
implemented ERP systems and businessimplemented ERP systems and business
process changes to improve services andprocess changes to improve services and
benefit from real-time information.benefit from real-time information.
With the changes in university governanceWith the changes in university governance
in Florida, existing administrative systemsin Florida, existing administrative systems
provided by the state and used by UF mustprovided by the state and used by UF must
be replaced.be replaced.
33. Who is doing this?
Fred CantrellFred Cantrell is the UF ERP Project Manager.is the UF ERP Project Manager.
UF is working with Florida State University (RussUF is working with Florida State University (Russ
Henderson, Project Manager) and FloridaHenderson, Project Manager) and Florida
Agricultural and Mechanical University (BeverlyAgricultural and Mechanical University (Beverly
Barrington, Project Manager) as a consortium toBarrington, Project Manager) as a consortium to
obtain savings on licenses, maintenance andobtain savings on licenses, maintenance and
implementation costs.implementation costs.
Mike Conlon is coordinating the IT efforts relatedMike Conlon is coordinating the IT efforts related
to ERP.to ERP.
The Data Center will be hosting the UF ERPThe Data Center will be hosting the UF ERP
system.system.
34. How will the work be done?
Each university has ten project teams and a projectEach university has ten project teams and a project
manager. Each of the three schools has a vision team tomanager. Each of the three schools has a vision team to
provide project oversight. Final decisions are made by theprovide project oversight. Final decisions are made by the
vice presidents for finance and administration of the threevice presidents for finance and administration of the three
schools.schools.
The ten project teams areThe ten project teams are
University Management,University Management,
PayrollPayroll
Human ResourcesHuman Resources
Vendor RelationshipsVendor Relationships
Sponsored ResearchSponsored Research
Property and FacilitiesProperty and Facilities
StudentsStudents
Technical ArchitectureTechnical Architecture
IT InfrastructureIT Infrastructure
User Training and Communication.User Training and Communication.
35. Technical Architecture
Technical architecture is concerned with design andTechnical architecture is concerned with design and
implementation of processes and data structures forimplementation of processes and data structures for
development and data management involving the ERPdevelopment and data management involving the ERP
Warren Curry is the consortium team leader for technicalWarren Curry is the consortium team leader for technical
architecturearchitecture
Team members include Mike Conlon, Scooter Willis,Team members include Mike Conlon, Scooter Willis,
Janice Devlin, Bryan Cooke, Matt Herring, TBAsJanice Devlin, Bryan Cooke, Matt Herring, TBAs
36. IT Infrastructure
IT Infrastructure is concerned with the hosting of the ERPIT Infrastructure is concerned with the hosting of the ERP
system, including hardware, software, staffing, training,system, including hardware, software, staffing, training,
processes leading to scalability, high availability,processes leading to scalability, high availability,
survivability, throughput.survivability, throughput.
Mike Conlon is the consortium team leader for ITMike Conlon is the consortium team leader for IT
Infrastructure.Infrastructure.
Infrastructure team members include John Bevis, SteveInfrastructure team members include John Bevis, Steve
Ware, Andy Olivenbaum, Dick Elnicke, Warren Curry,Ware, Andy Olivenbaum, Dick Elnicke, Warren Curry,
TBAs.TBAs.
37. UF in a Nutshell
Full-time employeesFull-time employees 13,00013,000
FacultyFaculty 4,0004,000
Temporary Employees 13,000Temporary Employees 13,000
Undergraduate StudentsUndergraduate Students 35,00035,000
Graduate StudentsGraduate Students 12,00012,000
Annual new hiresAnnual new hires 7,5007,500
Campus acreageCampus acreage 2,0002,000
Campus buildingsCampus buildings 800800
Administrative unitsAdministrative units 400400
CollegesColleges 2323
Academic departmentsAcademic departments 125125
Annual expendituresAnnual expenditures $1857 M$1857 M
HSCHSC $605 M$605 M
E&GE&G $571 M$571 M
Student AidStudent Aid $238 M$238 M
IFASIFAS $204 M$204 M
AuxiliariesAuxiliaries $190 M$190 M
AthleticsAthletics $44 M$44 M
Student GovernmentStudent Government $4 M$4 M
EndowmentEndowment $635 M$635 M
38. UF Vision Statement
1.1. UF requires 10 systems and 10 system integrationsUF requires 10 systems and 10 system integrations
2.2. The UF standard user interface is the ERP systemThe UF standard user interface is the ERP system’s web’s web
portalportal
3.3. UF self-serve transactions and financial transactions areUF self-serve transactions and financial transactions are
processed by the ERP system.processed by the ERP system.
4.4. The UF master databases are maintained by the ERPThe UF master databases are maintained by the ERP
systemsystem
5.5. The UF numbering schema is the ERP systemThe UF numbering schema is the ERP system’s’s
numbering schemanumbering schema
39. UF Vision Statement, Part 2
6.6. The UF data dictionary is the ERP systemThe UF data dictionary is the ERP system’s data’s data
dictionarydictionary
7.7. UF will eliminate the use of printed reports forUF will eliminate the use of printed reports for
management informationmanagement information
8.8. UF is to be self-sufficient in providing user training andUF is to be self-sufficient in providing user training and
maintaining the ERP systemmaintaining the ERP system
9.9. UF will adopt the ERP systemUF will adopt the ERP system’s configuration tool set’s configuration tool set
10.10. UF will continue to support the Northeast Regional DataUF will continue to support the Northeast Regional Data
CenterCenter
40. Scope – ITN
A.A. This Invitation to Negotiate (ITN) invites qualified Proposers toThis Invitation to Negotiate (ITN) invites qualified Proposers to
submit proposals for providing the following products and services tosubmit proposals for providing the following products and services to
the universities: Comprehensive computer systems to support thethe universities: Comprehensive computer systems to support the
University's Financial, Budgeting, Purchasing, Human Resource, andUniversity's Financial, Budgeting, Purchasing, Human Resource, and
Student Management functions.Student Management functions.
B.B. Appropriate and complimentary data warehousing, query, reporting,Appropriate and complimentary data warehousing, query, reporting,
OLAP and decision support tools.OLAP and decision support tools.
C.C. Integrated system administration facilities including navigation,Integrated system administration facilities including navigation,
security, workflow processing, auditing and job scheduling andsecurity, workflow processing, auditing and job scheduling and
interfacing to other university systemsinterfacing to other university systems
D.D. Comprehensive management, user and technical training on theseComprehensive management, user and technical training on these
systems, tools and facilities.systems, tools and facilities.
E.E. Ongoing technical support for these systems, tools and facilities.Ongoing technical support for these systems, tools and facilities.
F.F. Ongoing software maintenance and upgrades of these systems, toolsOngoing software maintenance and upgrades of these systems, tools
and facilities.and facilities.
G.G. Comprehensive and complete documentation for these systems, toolsComprehensive and complete documentation for these systems, tools
and facilities.and facilities.
H.H. The option of offering either an ORACLE or DB2 relational databaseThe option of offering either an ORACLE or DB2 relational database
management system server software, application development andmanagement system server software, application development and
administrative tools adequate for the support of these systems in anadministrative tools adequate for the support of these systems in an
environment of the size, complexity and user base of the universities.environment of the size, complexity and user base of the universities.
41. Scope – Functionality
New accounting processes inc budget, treasuryNew accounting processes inc budget, treasury
New personnel processes inc hiring, classification,New personnel processes inc hiring, classification,
training, payrolltraining, payroll
New purchasing methodsNew purchasing methods
New student services inc registration, records, financial aidNew student services inc registration, records, financial aid
New facilities, inventory and capital projects processesNew facilities, inventory and capital projects processes
New sponsored research processes inc pre-award, post-New sponsored research processes inc pre-award, post-
awardaward
New personalized portal access to all servicesNew personalized portal access to all services
New institutional data stores for reporting and decisionNew institutional data stores for reporting and decision
supportsupport
New processes for securing access to applications and dataNew processes for securing access to applications and data
New methods for providing and maintaining software andNew methods for providing and maintaining software and
infrastructureinfrastructure
42. Scope – Organizations
All UF Colleges, departments, admin units,All UF Colleges, departments, admin units,
auxiliariesauxiliaries
UF FoundationUF Foundation
UF PhysiciansUF Physicians
UF Athletic AssociationUF Athletic Association
Other DSOsOther DSOs
43. What will change
Business processesBusiness processes
Security processesSecurity processes
Development processesDevelopment processes
IT infrastructureIT infrastructure
44. Project History
2001 state announces intention to discontinue state-wide2001 state announces intention to discontinue state-wide
SUS systemsSUS systems
Mid-2001 – UF begins ERP planningMid-2001 – UF begins ERP planning
Feb 2002 – Vision Team formedFeb 2002 – Vision Team formed
March 2002 – Functional teams formed, implementationMarch 2002 – Functional teams formed, implementation
objectives, ITN issuedobjectives, ITN issued
July 2002 – Scripted demosJuly 2002 – Scripted demos
August 2002 – PeopleSoft chosenAugust 2002 – PeopleSoft chosen
September 2002 – Conference room pilot in TallahasseeSeptember 2002 – Conference room pilot in Tallahassee
45. Project Organization
School project leaders (UF – Fred Cantrell, FSU -- RussSchool project leaders (UF – Fred Cantrell, FSU -- Russ
Henderson, FAMU – Beverly Barrington)Henderson, FAMU – Beverly Barrington)
Schools have vision teams to make decisions regardingSchools have vision teams to make decisions regarding
strategystrategy
School VPs of Finance and Admin (UF – Ed Poppell) haveSchool VPs of Finance and Admin (UF – Ed Poppell) have
final decision-making authorityfinal decision-making authority
Project consultant – Al EnzweilerProject consultant – Al Enzweiler