Transcript
SOCCCD Workday ProjectSOCCCD Workday Project
Presentation to Board of Trustees
Workday Update, Status of Implementation, GO-LIVE,
Communication and Training
June 27, 2016
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Why did we need a new ERP?Why did we need a new ERP?• District’s current software systems for HR and
Finance are old and out of date (CHRMS 27 years
old; ESCAPE 16 years old)
• No longer adequate for current and future needs
• Additional safe guards needed for compliance
• Systems not integrated or comprehensive, nor do
they handle everything needed
• Tons of paper and manual processes
• Paper driven system does not work with the high
volume complexity, and size of our district
• Lots of complaints across the district at all levels length of time it takes to do things, processes hard to
understand, lots of confusion
• Need to improve services to colleges and to faculty,
staff, and students
What were the
issues and
challenges?
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Who was involved?Two year BPA
process
Embarked on a series of “BPA’s”
Extensive College and district involvement
Collaborative efforts between college and
district services
• Embarked on an 18 month inclusive, transparent, and
comprehensive Selection Process
• Process was extensive and rigorous
• Vendors were required to bring a full solution, which included
partners for implementation and other software
• Involved hundreds and hundreds college and district in the
weeklong per vendor demonstrations and evaluations, both
technical and functional evaluations
• Review of the agreements was done by the steering committee,
vice chancellors, and legal counsel
• Final stages of selection with background reference checking,
legal counsel, Gartner Group, and SIG
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• Hiring process for faculty, classified, and administrators/managers
• Budget development
• Travel
• Payroll
• Accounts Receivable (included cash management, cash controls,
invoicing, foundations, etc.)
• Employee On-Boarding
• Purchasing, Warehouse, Receiving, Accounts Payable
• Curriculum Development
• Capital/Facilities Planning (part 1)
• Student Financial Aid (part 1)
• Board agenda preparation process
• Benefits
• Contracts
What BPA’s were conducted?What BPA’s were conducted?
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“If we automate a mess, we have an
automated mess.” anonymous
“If we automate a mess, we have an
automated mess.” anonymous
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BPA + technology = results
What do we expect?
• No paper; Simplify
• Let system do our math for us
• Enter data once
• Work flow approvals and electronic
signatures
Why do BPA before the RFP for a new system?
• Understand our current business processes
• Understand our inefficiencies and issues
• Need to have shared Ideal Model for our business processes
• Ideal Model would be based on best practices: Simple,
User Friendly, Compliant, Transparent
• Provide good data to be used for the RFP: Scope,
Definitions, Criteria of our needs for a new system
• Costco effect
• We want to avoid disappointment in selecting a system and
then realizing our system selection alone does not fix
everything
• Avoid implementing inefficient and ineffective practices in the
new system
These BPA sessions involved all individuals involved in
processes and ranged between 40-80 people per session
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What did we learn from the BPA’s?What did we learn from the BPA’s?
inefficient inefficient
workaroundsworkarounds
lots of duplication
lots of duplication
Need for role
clarification
Need for role
clarification
need for
auditing
need for
auditing
inability to
get info
quickly
inability to
get info
quickly
delaysdelays
not strategic
not strategic
silossilos
paper filespaper files
clunkyclunky
Our current
processes are:
Checking, rechecking, checking againChecking, rechecking, checking again
errors errors
confusionconfusion chokepointschokepoints
wasted
resources
wasted
resources
hard to figure out what to dohard to figure out what to do
Walking around paperwork from
office to office
Walking around paperwork from
office to office
lots of
handoffs
lots of
handoffs
multiple
layers
multiple
layers
Lots of anxietyLots of anxiety
reliance
on
memory
reliance
on
memory
archaicarchaic
shadow systemsshadow systems
information not in real time
information not in real time
lack of internal controls lack of internal controls
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What did we learn from the BPA’s?
We want the new system to be:• One integrated comprehensive single
authoritative source of data
• Based on tried and true best practices and
new technology
• Create solutions for issues we know are
happening
• A robust information management foundation
for the next two decades
• Fast, real time transactions and processes
• Electronic, online signatures and
approvals with routing to appropriate
approvers
• Auto/notify reminders
We want the new system to do:• Reduce steps, streamlined
• Eliminate “side” systems and silos of
information
• Reduce errors, reduce risk and liability,
control access for security, better internal
controls
• Data entered once into the system and
extracted for easy and robust reporting
• Transparency
• Clearly define roles and responsibilities
• Require less time to do things
• Hopefully reduce operational costs
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How did the BPA info get used in the RFP process? How did the BPA info get used in the RFP process?
• Using the detailed findings and reports, common themes emerged
• Determined
• overall scope of work
• basic needs
• additional requirements for a new HR/Financial Software system
• Based on the above, RFP was developed by the steering committee
• Process assures respondents had clear understanding of what we were
looking for
• Rigorous competitive procurement process took place
• Evaluation was
• objective
• transparent
• and fact based
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RECOMMENDATION
Out of 7 vendor responses, 3 were invited for
extensive weeklong interviews and
demonstrations
Workday, Inc. was recommended as the
HR/Financial Software System based on best
fit in relation to system requirements
o HCM and Finance modules
o Customer Success Package
o Training credits
Cedar Crestone, Inc. was recommended to
be the implementation partner for the project
Tidemark, budget management
SciQuest, contract management
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RECOMMENDATION
Why Workday?
Meets and exceeds the district and colleges’ needs
- can do the functions we want and more.
Unique to the point of distinguishing it from all
other products.
Takes advantage of the significant shift in the
administrative software market towards:
o Cloud Based
o Multi tenant Software as a Service (SAAS) Computing
o Objective Oriented Technology
o Big Data Analytics
o Next Generation User Experience
o Software has the longest possible life span
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RECOMMENDATION
Why Workday? • Faster Performance
• Superior Data Modeling and Integration
• More Scalable
• More Elastic
• Easier Set Up and Maintenance
• Simplified Upgrades
• Superior Security
• Superior Configuration
• Native Mobile Access
• Native Advanced Analytics
• Better Deployed IT Resources
• Student Centered
Technology Advantages
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• Was expected to be a lot of work but worth it in the end!
• Planned to make process changes along with implementing the software
system
• Project Plan with milestones developed
• Started with immediate training for employees involved in design and for
back end office users to be able to be informed on design
• Chart of accounts developed first
• Training for all involved in design for various areas involved
• HCM would be the first phase
• Finance would be second phase
• Payroll integration and time tracking would be after HCM is stabilized
• Benefits
• Tidemark needed to be implemented for FY 2016-2017 budget
development cycle
• SciQuest delayed until after Workday completed
Project Implementation
Steering
Committee –
ConsultantsLots of college input
in all phases, month
or bi-monthly
steering committee,
SharePoint page,
regular updates at
meetings and other
opportunities
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Workday has 72 Higher Education Customers with over 70%
subscribing to both Financials and Human Capital Management
South Orange County Community College District was
Workday’s 18th Higher Education Customer.
Workday Higher Education Customers
Earlier Customers include Broward College, Tallahassee Community College,
Brown University, Cornell University, University of Southern California,
Yale, NYU, University of Rochester and Georgetown University.
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University of Rochester
Stevens Institute of Technology
Yale University
Broward College
Barry University
TallahasseeCommunity
College
Southern New Hampshire University
Louisiana State University
Workday Customers
University of Texas
at Austin
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Workday Customers
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Workday Customers
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Initial Project TimelineInitial Project Timeline
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• We knew the change management was going to be
huge component of this project
• Lots of change for individuals
• Moving from paper to system in all aspects
Workday ProjectWorkday Project• This is first and foremost a Business
Process Improvement Project
• We are implementing new technology to
obtain our business innovation goals
• Systemic change is taking place
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• Ideal - Are we setting the trajectory toward the ideal process?
• End-User - Does the new process focus on the end-user (“consumer”)?
• Simpler - Is the process simpler?
• Reduced steps and approval layers?
• Shorter time from start to finish?
• Clear and easy to follow?
• Are we using consistent, clear terminology?
• 80/20 - Have we used the 80/20 rule? (design for the majority, not the exceptions)
• Enter Once - Are we entering data only once? (no shadow systems)
• Visible - Is all needed information visible and accessible in Workday?
• Paperless - Have we eliminated “wet” signatures, printing, paper, forms, and
folders?
• History - Can anyone track status of an item at any point in time and is there a
clear audit trail?
• District-wide - Is the process designed to work District- and College-wide?
• Reality - Does the system reflect reality? (no awkward work-arounds)
Business Process Innovation (BPI) ChecklistBusiness Process Innovation (BPI) Checklist
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Schedule over last yearSchedule over last year
July 1
• Expense Reports (Employee Reimbursements)
• Purchase Requisitions
August• One-Time Payments (Stipends)
• Period Activity Pay (Stipends)
September• Budget Amendments (Transfers)
• Time Tracking (Time Cards)-we delayed this effort
• Workday 25 Update
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Widespread ParticipationWidespread Participation
• Brown Bag Lunch Sessions
• Drop-in Sessions
• Irvine – every Thursday at tbd time
• Saddleback – every Friday at 12 noon
• Attending meetings at the colleges
• Training Website
• Classroom Training in January before go-live date (also during and after)
• Business Process Design Meetings for Phase 2 of the Project
(Finance)
• Business Process Review Sessions for Phase 1 of the Project (HCM)
– Oct 20 week
Ideas for Training
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What can one expect in an ERP implementationWhat can one expect in an ERP implementation
• Kick off meetings
• Presentations
• Overall charter developed
• Project plan
• Communication and training plan
• Weekly and monthly status reports
• Initial design and discussions
• Risk logs
• Master Workday calendar and schedule
• Issue log and Action item lists
• Test scenarios
• Further design and testing and P1, P2, P3 data loads
• Training throughout the project and before “Go – Live”
• Communications before, during, and after
• All phases included college and district staff,
widespread input and participation
• Complex project
• Updates twice a year, Many features and
improvements in updates and in design
• Workday has been responsive to our suggestions,
incorporating changes to their product
• Replaces hundreds of paper forms and
improvements to workflows are ongoing
• Throughout the process district and college staff were
engaged and providing their input, recommendations,
and feedback
Various stages – very complicated
endeavor- managing major
change in hundreds of processes
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• Began in Feb 2105
• Known as human capital
management
• All elements of HR
• First time that employees have the
ability to maintain their own
information
• Organizational charts in real time
• Greater visibility
• Legally compliant for the first time
Human Capital ManagementHCM
Human Capital ManagementHCM
• Adherence to board policies
• All human resources records on
system
• Bargaining unit agreements are
now maintained and enforced
• Initiate hiring and other human
resource processes
• Additional document security
• Part time faculty profiles
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• Automatic step increases (used to be done manually, time consuming)
• Academic unit configuration
• Committees configuration
• Former worker history and previous system history
• Implementing employee/candidate recruiting software module
• Implementing time entry to replace manual paper timecards from the 1960’s
HCMHCM
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Live DemoHCM
Live DemoHCM
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• Workday Financials went live on
July 1, 2015 for this fiscal year
• Financial information is accurate,
fully functioning, and
implementation was successful
• Finance implementation was
more compressed due to fiscal
year date being firm one
• Managers can now approve their
processes electronically
• Managers can also approve
remotely
FinanceFinance
• Financial records
• Accounting functions
• Expense reports
• Travel
• Purchasing
• Accounts payable
• Accounts receivable
• Capital projects, grants
• Fixed assets
• Endowments
• Financial reports over
60 available for end
users
Finance module includes:
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• Mobile application
• Ability to create expense reports by taking pictures of
receipts and submitting them via phone
• Budget development occurred in companion software,
Tidemark
• Tidemark was implemented for use for this year’s
budget development for the new tentative budget,
colleges actively involved
• Budget transactions throughout the year are managed in
Workday
FinanceFinance
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New Financial TermsNew Financial Terms
Terms Definition
Budget Amendment Budget Transfer
Company District or Foundations; legal entities with their own Tax ID numbers
Cost Center Department, Division, Location
Expense Report Employee Reimbursements (non-payroll reimbursements for travel and other expenses); will be replacing Direct Pay
Ledger Account Object
Program TOPs Code or Project
Spend Authorization Travel Request
Spend Category Expense Object Code
Supplier Vendor
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What are Worktags?What are Worktags?
Example Account String FundSpend
Category
Cost
CenterProgram
01-4200-0-000-7-010-000-6610 010 SP4200 70100 661000
Worktags replace Escape account codes.
*Not all worktags have a 1 to 1 correlation with the legacy account codes
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Worktag ExamplesWorktag Examples
Worktags are Workday’s innovative way to capture and report financial information.
Worktag Types Examples
COST CENTER72100 DS-Fiscal Services
CUSTOMERAudi Mission Viejo
FUND010 General Fund
Unrestricted
EVENTGraduation, Homecoming
EXPENSE ITEMAirfare, Mileage,
Registration
FINANCIAL AWARD
FUNDING YEAR
2015-2016, 2016-2017
FUNCTIONFundraising, Management
& General
Worktag Types Examples
FUNDING
SOURCE
FS204 Federal Work Study,
FS100 Basic Aid
GIFTGFB00030 IVC Student
Program Fund
GRANTG0006 Perkins Title I-C
LOCATIONIVC – B 382 – Class Lab
PROGRAM672000 Fiscal Operations
PROJECTP0696 SC Sports Facilities
REVENUE
CATEGORY
RE8843 Bookstore Sales
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Live Demo
Finance
Live Demo
Finance
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• Workday HCM and Finance modules $ 1,379,625
• WD employee/candidate recruitment module $ 60,122
• Budget development software, Tidemark $ 344,400
• Contract management software, SciQuest $ 132,633
• Project Implementation Partner, Sierra Cedar $ 3,233,122
• Project and change management $ 766,833
• Testing $ 523,200
• Training $ 721,046
• Backfill for district and colleges offices $ 2,222,870
• Project facilities space $ 378,428
• Health check, One Source $ 52,000
• Project support / travel $ 344,397
• Business process analysis/other $ 466,974
• Workday Customer Service / delivery assurance $ 330,836
Total $ 10,956,486
Project Expenses- breakdownProject Expenses- breakdown
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We are
listening!
• Implementation of the software does not end at the go live dates, because this was a change
management/business process improvement project
• Workday system processes and workload issues have been discussed at trustee listening sessions
• Employees have communicated some concerns
• We are listening!
• Continue steering committee and work on new governance
structure for the project
• Training and communication was and continues to be key to this
project-various methods
• See this as continual process improvement
• Involved many groups across the district and colleges to ensure buy-in
and continued success and continue to do so
• Will have follow up business process improvement sessions in six
months to identify gaps and to evaluate how we are doing
• Determine ongoing staffing such program manager and training needs
• Address challenges identified in the listening session
• Meet with employees to listen to them
• Identify challenges
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Challenges• Change is different, no one likes change, can be very uncomfortable
• Many other activities happening at district and college, so this was not the
only project going on
• Employees are uncertain how to get questions answered
• Even though we prepared employees for the change, that this will be messy,
embracing the change took longer than expected
• New terminology (for instance spend authorization instead of travel request)
• Worktag framework for chart of accounts
• Generally getting used to all the changes
• Extensive training but still challenged to get employees to
get trained in all they needed training on—people said they
were too busy
• Lack of reports at first “go live” date – since then, we have
gotten a lot of reports for employees to use
• Getting used to new reporting tool
• Initiators stated that they have more workload due to the
changes in processes, which needs examined
• We need to ensure that front line persons feel supported
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What are we
are currently
doing?
• We have developed another set of training for both end users at the
colleges and at the district services departments who deal with
Workday
• The Refresh training is mandatory, requiring 100% participation
• For District Service departments, learning all aspects of end
users processes as well as their own so they can better respond to
questions
• The Training and Communication SharePoint site has good
materials --- getting the word out
• Strategizing other ways to provide Workday information
• Friday Workday Review sessions held at both colleges instead of
brown bag lunches where employees can get questions answered
and bring their work
• Workday Training and communication group initiated back up to get
good input from initiators – what’s working, what’s not
• Conducted Health Check Evaluation Process – vendor One Source
• Communicating expectations-we knew that it would be a 2 year
stabilization period for each module. Hasn’t even been a year yet.
Being patient.
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• Initiators stated that they have more workload due to the
changes in processes, which needs examined
• Review the workload issue to determine if additional workload
has been added due to changes.
• Review business process and continue to improve and make
adjustments
• Ensure employees we support them and follow up by providing
good customer service and training
• Ensure employees know where to get good information
• Continue to work with specific groups such as
senior/administrative assistants who will continue to express
their concerns and provide input and act as a communication
channel to and from
• On-going dialogue
• Understand that we are still not through our anticipated 2 year
stabilization period
• As we settle and stabilize, Continue to work with employees and
listen to their ideas for resources, requests for assistance, and
celebrate successes when solutions are found
What are we
are currently
doing?
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One Source “Health Check”
• Was planned as part of the project
• Always good to do a health check and review
of how we are doing
• Was conducted at this stage of
implementation to identify any gaps in
implementation
• Was conducted to determine if we are using
the product at its most fullest capabilities
• Looked at our processes to determine if can
be more effective
• Assisting us with benefits interface
• Conducted for HCM, grants, purchasing,
benefits, and finance
• Goal of the health check is to improve
anything that could be
• Report forthcoming, items identified will be
reviewed and addressed to make
improvements
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Training• Various strategies used to accommodate various
employees’ learning styles and schedules
• Numerous training sessions conducted and continue to
be conducted; hotline during implementation
• Training aimed at employees’ roles at their jobs
• Workday review sessions
• Workday communications and training SharePoint site
• Manuals, Videos, presentations, FAQ’s, job aids
developed
• Offered in small group sessions
• Came to college councils, other groups
• Workday tips and tricks
• Email communications and internally in the Workday
interface
• Regular Training schedule
• Training space
• Department specific training
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• Delayed the implementation of payroll and benefits to
stabilize the other modules
– Will be implementing those over next 6 months and will do
a pilot for those first
• Delayed Sci Quest Implementation until Spring 2017,
beginning workgroup this fall for pre-planning
• Slowing down other BPA work (such as facilities) until
change fatigue dissipates, so folks are not as weary
• Committed to listen to our employees
• Processes will be refined as necessary
• Continue regular progress reports and emails
• Report on accomplishments achieved and issues yet to
be resolved
• SOCCCD committed to ensure the Workday project
success
• Employees will continue to become more comfortable
with the changes and the system
What are we
are currently
doing?
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The original designer of our system…
A member of the Accounting Team
preparing the monthly reports…
Remembering why we are doing this!
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Business Process Innovation Initiative
and Workday Project Success
Business Process Innovation Initiative
and Workday Project Success
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QUESTIONS?QUESTIONS?
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