1 Local Readiness Team Lead Meeting June 27, 2007.

1

Local Readiness Team Lead Meeting

June 27, 2007

2

Agenda

• Requirements Gathering and Analysis Process

• Business Process Changes/Impacts

• Chart of Accounts - Debbie Brodsky

• Supply Chain - Randy Henry

• Grants - Tom(my) Harmon

• Facilities - Marina Lerin

• Cognos Planning - Vicky Pickett

3

PurposeGather, prioritize, and determine the best method to deliver requirements for the new systems to the user community

Process• Conduct design sessions with end users to identify

system requirements• Prioritize requirements • Determine how well requirements and desired future

process flows are met by the purchased software (gap/fit analysis)

• Create RD10 Process Detail documentation for each business process and a detailed project plan

Requirements Gathering and Analysis

4

Requirements Gathering

Financial and Research Systems• More than 300 design sessions were held on more than 100 business

process topics to gather requirements • More than 1100 business requirements were identified

Cognos Planning and Facilities Management are currently conducting design sessions with business owners and end users

Once all requirements are identified, we prioritize them in the following categories:

• Critical• Desirable• Nice to Have

5

Gap/Fit Analysis

• The gap/fit exercise determines how well the requirements and desired future process flows can be met by the purchased systems

• This analysis is done, for most areas, in the context of the purchased software and represents a mapping of our requirements to the system-delivered way of performing tasks

• Results of the mapping are grouped, broadly, into:• Those items that can be met by the system with proper

configuration• Those items that must have custom development work done in

order for the need to be met• Those items that cannot be met at all, and • Those items whose status is uncertain

• The purpose of the gap/fit analysis is to provide enough information for a detailed project plan to be assembled.

6

Chart of Accounts

Debbie Brodsky

7

Chart Of Accounts Mapping

The COA mapping team• Debbie Brodsky• Lois Riegel• Additional team members: analysts from the Budget Office as

assigned to their NU constituency

To gather information to assign the University Chart of Account values, the COA mapping team has met with all area, school, major unit and central entity business administrators (more than 40 meetings).

Some of these meetings involved VPs or Associate Provosts, sometimes they engaged Department and Center administrators.

8

Chart Of Accounts Mapping

Goals and Objectives

• Primary focus is on “Department ID” - tree levels for master Department ID tree:

• Northwestern University

• Senior Administration

• Area / School / Major Unit / Central Entity

• Area / School / Major Unit / Central Entity Division

• Primary Management Unit

• Primary Management Unit Division

• Specific Department ID <tree leaves – detail values defined by a specific value or range of values >

9

Chart Of Accounts Mapping

Department ID Tree Conclusions

1. Adherence to standard approach No deviations: e.g., no functional levels

2. Consistency is essential To ensure reliability of workflow To ensure reliability of reporting To ensure reliability of security

3. Level 5: Primary Management Unit Lowest level for common University-wide reporting Primary Management Unit is not dependent upon a

requirement for a chair or faculty/staff to be assigned to it

4. Below Level 5: School’s or Area’s further divisions for management purposes as required

10

Chart Of Accounts Mapping

Activities• Follow-up with each unit• Building trees –

we’re planting a forest!

COA Mapping Workgroup• Comprised of representatives from the Budget Office,

Controller’s Office, Project Café• Meet weekly to address open COA mapping issues

11

Chart Of Accounts Mapping

Timeline

• Phase 1: 8/31/06 close plus 9/1/06 through 12/31/06• In process, coming to a close

• Phase 2: 1/1/2007 through XX/XX/2007 • Actual end date to be determined

• We need to capture newly created CUFS values and map them to the hierarchies the Schools/Areas have identified (with assistance)

• Phase 3: XX/XX/2007 through August 31, 2008• Forms to be created and added to existing “Request for CUFS

Account” for non-grants and applicable Grant & Contract form

• Routine process to capture newly created CUFS accounts and convert to PeopleSoft chart strings must be established

12

Supply Chain

Randy Henry

13

PeopleSoft Supply Chain Modules

• eProcurement

• Purchasing

• Expenses

• Accounts Payable

14

Changes/Benefits

Procurement

• Favorites, Templates and the Shopping Tool• Help to expedite Requisition entry

• Automated approval workflow with notifications (e-mail and worklist)

• Electronic attachment and routing of documents: SSJ, BD, Quotes, etc…

• Budget Checking/Pre-encumbrance

• Fax Server – Automate and expedite Purchase Order dispatch to vendors

• Manage Requisitions: Tool to help users follow the status of REQs and POs

15

Changes/Benefits

Expenses

• Automated Approval Workflow with notifications

• Processed in separate module, employees no longer set-up as vendors

• Statuses can be monitored and tracked in the system

16

Changes/Benefits

Accounts Payable

• Improved payment turnaround

• More interfaces that bring payment information directly into A/P, reducing manual input and duplicated effort

• Outstanding Receiver Notifications

• Check Requests for items such as: • Registrations, Subscriptions, Services, Independent Contractors,

etc…(REQs will not be created for these types of payments)

• Ability to set-up recurring payments • will create payment automatically as it becomes due: leases,

recurring services, etc.

17

Manage Requisitions

18

Manage Requisitions

19

Approvals

20

Worklist

21

Grants

Tom(my) Harmon

22

Grants Management Changes

• Finding Funding• SPIN\SMARTS\GENIUS

• Proposal Development• Online development of proposals

• Routing and Approval• Online routing and approvals capturing

• Submission• Grants.gov submissions

• Post submission activities• Negotiations and awards

23

Grants Business Process Changes

InfoEd PeopleSoft

SpinPlus, Proposal Development, Proposal Tracking

Grants, Contracts, Project Costing

Projects, Commitment Control, GL, AP, PO

Contracts, Billing, Accounts Receivable

Identify Funding

Route and Approve Proposal

(Internal) Submit Proposal to Funding

Agency

Develop Proposal

Pre-

Awar

dPo

st-A

war

d

Establish Award

Post submission activities

Maintain AwardIncur Spending / Manage Budget

Invoice Sponsor

Apply Payments and Manage Collections

Close Out Award

24

Grants Business Process Changes

InfoEd PeopleSoft

SpinPlus, Proposal Development, Proposal Tracking

Grants, Contracts, Project Costing

Projects, Commitment Control, GL, AP, PO

Contracts, Billing, Accounts Receivable

Identify Funding

Route and Approve Proposal

(Internal) Submit Proposal to Funding

Agency

Develop Proposal

Pre

-Aw

ard

Pos

t-Aw

ard

Establish Award

Post submission activities

Maintain AwardIncur Spending / Manage Budget

Invoice Sponsor

Apply Payments and Manage Collections

Close Out Award

25

Facilities

Marina Lerin

26

FAMIS Application Overview

• System for managing Facilities operations and projects

• Functions include • Work Management• Capital Projects• Utility Billing• Key Control• Inventory and Equipment Management

27

FAMIS: User-Facing Components

• Service requests via web-based self-service

• Key requests via self-service

• Dashboards to track statistics/status of work orders and capital projects

28

Business Process Improvements

• Timely feedback on status and progress of work requests

• Workflows for service requests and project approvals

• More frequent and detailed job cost/charge data

• Greater visibility to capital project planning data

• Informative reporting on project costs

• Timely and accurate Facilities inventory and equipment management and valuation

29

Cognos Budgeting

Vicky Pickett

30

Cognos Planning

What we have done so far

• Installed Cognos Planning on server and client side• Analyst (central facing)• Contributor (web-based)

• Approximately 60 hours of proctored training and three months of hands-on model building

• Created a prototype model to demonstrate Cognos to members of the University community

31

Cognos Planning

Next Steps

• May - December 2007• Gather requirements from school/units to document all processes and opportunities

for improvement• Continue to enhance and develop the prototype based on that feedback

• January - April 2008• Final test of the system and training for financial managers

• Phase 4: May 2008 - August 2008• Preparation of the FY09 budget in Cognos Planning

(web-based submission – no more spreadsheets!)

• August 2008• FY09 budget will be loaded into PeopleSoft financials

32

Questions?

Feel free to contact us with any questions…

Tiffany CleaverImplementation Readiness Team LeadAssistant Functional Manager [email protected]

OR

[email protected]