The document summarizes plans to replace Harvard's legacy ASPerIN personnel system with a new system called Aurora. Key points include:
- Aurora aims to modernize processes, use updated business rules and data modeling, and provide a more user-friendly interface.
- An Edgewater partnership was formed to augment the project team and help address issues like incomplete requirements that were impacting the project.
- The first release of Aurora in 2016 included functionality like transactions, position management, and annual salary increases.
- Future releases will add additional transaction types and reporting capabilities to fully replace ASPerIN.
- Keys to the project's success include management commitment, clear governance, a strong product owner,
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Fully integrated suite of Operational Reporting and Business Intelligence solution for
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Advanced Data Visualization choices for optimal information consumption
Built in OLAP engine
Full support for Mobile BI – iOS, Android, Windows
Integrated with Oracle E-Business Suite and Taleo
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Fully integrated suite of Operational Reporting and Business Intelligence solution for
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Advanced Data Visualization choices for optimal information consumption
Built in OLAP engine
Full support for Mobile BI – iOS, Android, Windows
Integrated with Oracle E-Business Suite and Taleo
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Resource management in an organization can be a challenge for any number of reasons. What if you had a more formal request and approval process that enabled greater visibility for resource managers into the allocation and capacity of their resources? Now you do – Resource Scheduling in Project Online.
Resource Scheduling provides functionality for both resource managers and project managers to enhance communication of resource assignments. Project managers request the needed resource and resource managers analyze and respond to the requests based on real information about other commitments the resource has already been committed to.
This webinar will show both the resource manager and project manager perspective in working with Resource Scheduling in Project Online. Join us and find out how you can get better control and visibility over your allocation and capacity using the new OnePlan for Resource Scheduling
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This presentation was originally given at the ProformaTECH Corporate Finance Technology Conference in 2014.
Ryan Russell, CFO, Marketing Associates, LLC discusses the role of the CFO in selecting and implementing enterprise systems in a professional services organization including:
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Speaker: Ryan Russell, CFO, Marketing Associates LLC
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Track: Managing Change | Session: 2
Indusa conducted a unique event, 'Idea-A-Thon'- Powering Innovation, on October 14, 2016. Idea-A-Thon went a step beyond generating ideas to creating usable solutions. With digitization sweeping the IT industry and talks about the tectonic changes it is bringing, the organizers very aptly zeroed on “Digitizing Employee Engagement” as the central theme for the event. Idea-A-Thon saw enthusiastic participation from 24 teams, with each team comprising of between three and five participants displaying their ideas on how to improve employee engagement through digital technologies.
The kind of energy and vigor shown by the employees in making this event successful and memorable was endorsed and well appreciated by all, including the senior management. Govind Gupta, CEO, Indusa, says “I would like to commend the sincere and diligent efforts of everyone at Indusa for conceiving and accomplishing this event wherein everyone got an opportunity to showcase their brilliant and innovative concepts. We are studying the ideas generated and solutions proposed in the event, and are formulating action plans to take some of them forward.”
The aim of Idea-A-Thon was no different, and it too had its set of winners from the technical as well as the non-technical front; but more importantly, we identified and encouraged innovators and leaders.
In the years to come, the way in which we collaborate on the job will play a key role in how organisations deliver value to their customers, shareholders and employees.
If you find yourself in a constant state of 'analysis paralysis' due to the administrative burden that collecting and preparing core information for problem solving workshops poses on you and your team, then it is time to consider alternatives in managing critical information.
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
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4. 4
• Replace ASPerIN system built in 1998
• Several project starts & stops
• Looking for fresh ideas
• Collaboration not outsourcing
Legacy System Modernization
Introduction
8. 8
Legacy System - ASPerIN
ASPerIN
Lookup
Transactions
Position Mgmt
Salary Increase
Faculty Affairs
Authorization
Reporting
Harvard Data Warehouse
Manual Re-key
PeopleSoftUpdates
Manual Review of
Reconciliation
9. 9
Two Steps Forward...
• Contractors left the team when contracts expired
• Team members required to play many project roles
• Difficult to get consensus from diverse user group
One Step Back
• Contractors hired to augment Harvard staff
• Project plan and schedule created
• Recurring user group meetings scheduled
• System architecture and design underway
• Authorization module deployed to production
• Small Edgewater technical team augments full-time staff
• Development processes stabilized
• Contract Scrum Master added to team
• Lookup module deployed to production
• Requirements gathering stalled
• T-shirt sizing estimate projected an 8 year timeline
2010
2012
10. 10
Aurora Vision
Objectives Guiding Principles Key Performance Indicators
Replace the FAS Personnel Information Network, ASPerIN, with a new system that facilitates staff and academic appointment
processes while ensuring:
• Existing staff and academic processes continue to be supported after the ASPerIN decommission.
• The new system is user-friendly and supports staff and academic processes in a streamlined way.
• Modern software development technologies and infrastructure are used to produce a sustainable system.
1. Upgrade the system to use streamlined
processes, updated business rules,
PeopleSoft-focused data model, and an
easier and more logical user interface
within the allocated budget.
2. Decommission the ASPerIN application
and database, including migrating
historical data and remediation of data
dependencies on ASPerIN data across
FAS applications.
3. Create a governance model to ensure
adequate resource allocation and
continued oversight aligned with the
strategic priorities of FAS and HUIT
leadership and business owners.
4. Migrate infrastructure to an off-premise
cloud solution. (HUIT Strategic Goal)
5. Establish a change management
program. Create training materials and
online help tools. Roll out
communication and ongoing training and
support to enable a smooth transition of
FAS and SEAS staff to Aurora.
1. Stable cloud-hosted system(s) in place
that successfully manage staff and
academic transactions for FAS and SEAS
with streamlined processes, updated
business rules, accurate PeopleSoft-
focused data, etc.
2. Successful decommission of the ASPerIN
application and database without
affecting the ongoing performance of
other FAS applications.
3. Governance committees in place and
making decisions about resource
allocation, application lifecycle planning,
changes to the system, and new
functionality.
4. Fewer customer support tickets and
production bugs as compared to
ASPerIN.
5. Increased user satisfaction, fewer data
errors and decreased action throughput
time.
6. Project is completed within the allocated
budget.
1. The primary goal is to replace ASPerIN.
Implementation of new functionality will occur
in subsequent releases, assuming prioritization
from governance committees.
2. Direct system integration will be
maximized/optimized across Harvard systems,
such as PeopleSoft, Campus Solutions, etc.
Deliberate decisions will be made regarding
functionality that is in PeopleSoft vs. Aurora.
3. System architecture will promote the use of
modules to ensure flexibility in managing the
lifecycle of different types of functionality, ex.
Annual Salary Increase Process (ASIP) module.
4. Agile principles will be used to develop the
application(s). Business users and HUIT will
partner to complete requirements definition,
prioritization, and testing. Functionality will be
delivered in iterative releases.
5. HUIT will use modern technologies and best
practices in software development, with a
focus on building a sustainable system for FAS,
SEAS, and HUIT.
6. The project will be managed to stay within the
allocated budget.
Use streamlined processes, updated business rules…
and an easier and more logical user interface
Direct system integration will be maximized/optimized
across Harvard systems, such as PeopleSoft, Campus
Solutions, etc.
Create a governance model to ensure adequate
resource allocation and continued oversight
System architecture will promote the use of modules to
ensure flexibility in managing the lifecycle of different
types of functionality
11. 11
Harvard / Edgewater Partnership
• Assessment
• Solid design and technical approach
• Lack of requirements causing severe impact
• Risk-adjusted estimates likely overstated
• Project team understaffed
• Adoption of Scrum methodology inconsistent
• Recommendations
• Fill key PM and Product Owner roles
• Right-size the team based on project scope
• Blended Harvard/Edgewater team
• Build requirements backlog equal to 2 Sprints
• Solidify use of Scrum methodology
16. 16
• Transactions for Teaching Fellows & Teaching Assistants
– New Hire
– Transfer
– Reappoint
– Data Change
– Terminate
• Additional Pay
• Edit Person
• Action Workflow, Notifications & Reconciliation
• Knowledge Center
• Reporting
• Annual Salary Increase Process (ASIP)
2016 Release Functionality
17. 17
Legacy System Workflow
Search for
Position
Update Position
Information
Update
Appointment
Information
Search for
Person
Enter/Update
Person
Information
Add Courses Submit
For Approval
Approval
Workflow
Final Approver Prints
Action and Brings to Payroll
Payroll Manually
Re-keys Action
Into PeopleSoft
21. 21
What the users are saying…
Aurora is the best new system that has come around in a very long
time. It is intuitive, easy, clear, and the interface is nice and clean.”
- Graduate Coordinator, Department of History of Art and
Architecture
“With ASIP, changes made in PeopleSoft are reflected in
Aurora the next day eliminating manual reconciliations! It was a
night and day difference and the users love it as much as I do.”
- HRIS and Compensation Analyst, FAS Human Resources
“Aurora provides functionality, flexibility, and reporting options which are vastly
improved from our prior system. We can now process appointments more
efficiently and accurately because we can finally see the whole picture!”
- Instructional Support Coordinator, Office of Undergraduate Education
22. 22
What the users are saying…
“I don't think I will need to go to a training session because Aurora is so
easy to use!” - Program Administrator, The Committee on the Study of Religion
“Each Aurora release surpasses our expectations for functionality and ease of use.
The Aurora team has found just the right balance of business input, guidance and
technical know-how to develop an application that more than meets the needs of
the business.” - Director of Analytics and Compensation, FAS Human Resources
“One of the best run projects in the organization” – Aurora Executive
Steering Committee