Shauna Cox presented to DePaul University's Enterprise Systems class on May 31, 2012. She discussed her 20+ years of experience in IT and her current role as Director of Information Technology Services at the Chicago Housing Authority. She provided an overview of CHA's major applications, including an ERP system, and discussed past and future enterprise system implementations like a CRM system and an electronic collaboration platform. Cox also outlined lessons learned from prior projects around requirements, roles, change management, and senior support.

1. ENTERPRISE SYSTEMS
Shauna Cox
May 31, 2012
Presented to DePaul University Enterprise Systems Class

2. Introduction
• 20+ years Information Technology
– Strategic Planning
– Project Management
– Information Security
– Application Development
– Infrastructure Management
• Director, Information Technology Services (4 years)

3. Agenda
• Chicago Housing Authority / ITS Dept.
• Major Enterprise Applications
• Use of ERP System(s)
• Enterprise-Wide System Implementations
• Future Plans
• Questions

4. Chicago Housing Authority
• Largest Owner of Rental Housing
in Chicago
• 3rd Largest Housing Authority in
U.S.
• Serves over 50,000 families &
individuals
– 20,000+ Public Housing Units
– @ 37,000 Housing Choice Voucher
families
• Plan for Transformation

5. Information Technology Services
• Department Functions include:
– Application Development
– System Administration
– Helpdesk
– Network Infrastructure Management
– Project Management
• Comprised of: @ 45 Employees
• Serves: 2000+ Users
• Supports: Approximately 75 Sites

6. Major (Core) Applications
• Asset (Property) Management
• ERP System
• Document Management
• Construction Management

7. Major (Core) Applications
• Electronic Collaboration
• CRM System
• Data Warehouse

8. System Interaction
CHA
Electronic Collaboration
Asset Management Document
Management System
ERP System
- HR Data
- Procurement Warehouse
- Finance
Source: http://www.tech-faq.com/erp.html
CRM
Construction
Management

9. ERP System
• Project Justification
– Integrated solution
– Eliminate silo systems
– Automate manual processes
• Phased Approach (2 phases)
– Human Resources Module (2005)
– Finance & Procurement Modules (2006)
• Length of project: 2 years
• Cost: $7 million
• Co-sourced
• 3 major upgrades since initial
implementation

10. Benefits
• Streamlined processes
• Comprehensive source of
record for information
• Better control and
management of data
• Supports defined roles

11. Challenges
Discussion Basis: Course Reading / Article
• ERP Mistake #3: Not understanding or using key features.
• ERP Mistake #4: Underestimating the time and resources required.
• ERP Mistake #5: Not having the right people on the team from the start.
• ERP Mistake #7: Not investing in (continuous) training and change
management.
• ERP Mistake #10: Not decommissioning legacy applications.
Source: http://www.cio.com/article/print/702989

12. Enterprise-Wide System
Implementations
• CRM
• Electronic
Collaboration

13. CRM
• Project Summary
– Deployed SaaS solution to provide an integrated system
which tracks client information, facilitates case
management & supports funds management.
• Primary Stakeholders
– Resident Services
– Housing Choice Voucher Call Center
– Grants Management
• Cost: $1.3 m.
• Project Duration: 10 months

14. CRM Goals
• Provide an integrated enterprise client tracking
solution which serves the following purposes:
– Client tracking & case management for Resident
Services programs
– Contract management of service providers
– HCV Call Center System for clients & landlords
– Ability to track contacts, fundraising prospects
& grants information for Corporate Relations &
Grants Management
• Leverage existing system platform
• Implement a system that is scalable and easy to use
& maintain
• Provide effective reporting & trending capability

15. CRM
Victories
• Project completed /
implemented Challenges
• Stakeholder satisfaction
• Requirements gathering /
documentation
• Scope & Role clarity
• Integration

16. Electronic Collaboration
• Project Summary
– Launch / re-launch enterprise-wide intranet /
portal and selected extranet-based sites to serve as
a platform for:
• Communication
• Workflows
• Electronic collaboration
• Document management
• Executive Sponsor
– Communications
• Budget: Up to $750 K
• Expected Project Duration: 1 year

17. Project Goals
• Implement a cohesive, integrated suite
of tools and services that help facilitate
internal & external communication
• Enhance / establish company-wide
intranet for use by divisions /
departments
• Reduce paper handling
• Enhance enterprise governance for
portal management

18. Electronic Collaboration
Victories
Challenges
• One initiative implemented
• Stay tuned…
• Requirements gathering /
documentation
• Managing perception &
user adoption

19. Lessons Learned
• Clear Requirements
• Role Clarity &
Accountability
• Incremental Approach
Success
• Change Management
• Senior Level Support &
Active Advocacy

20. Future Plans
• Strategic Planning
• Optimization of Existing Systems
• Enhanced Integration / Consolidation
• Complete Current Initiatives (i.e.,
Electronic Collaboration)
• Embark on New Initiatives (e.g., New
ECM System)

21. QUESTIONS?