CUNY ERP Briefing Session for Campus Teams February 28, 2007
CUNY ERPBriefing Session for Campus Teams
February 28, 2007
Agenda For the Day
10:00am-Noon -- General Session10:00am-Noon -- General Session
12:00pm-1:00pm Lunch12:00pm-1:00pm Lunch
3:00pm-3:30pm College Campus Team Meeting3:00pm-3:30pm College Campus Team Meeting
3:30pm -4:00pm Next Steps3:30pm -4:00pm Next Steps
1:00pm- 3:00pm Workshops 1:00pm- 3:00pm Workshops
Agenda
1.Welcome1.Welcome
2. What is the ERP?2. What is the ERP?
4. Benefits/Project Lifecycle4. Benefits/Project Lifecycle
5. ERP Organization –The Team5. ERP Organization –The Team
6. ERP Campus Teams6. ERP Campus Teams
7. Phase 0 Status7. Phase 0 Status
8. Project Timeline/Phasing8. Project Timeline/Phasing
9. Agenda for the Day9. Agenda for the Day
3. Why CUNY Needs an ERP?3. Why CUNY Needs an ERP?
What is ERP? What is ERP?
ENTERPRISE RESOURCE PLANNING ERP focuses on integrating the business processes, transactions and
data by utilizing a shared software application throughout the enterprise
ERP projects have been implemented in Higher Education when there is a desire to transform the organization, develop efficiencies and effect positive change, or when aging legacy systems approach failure.
Enterprise Resource Planning
What is an ERP?
Enterprise Resource Planning Systems (ERP's):
Integrate all data and processes of an organization into a unified system.
A typical ERP system will use multiple components of computer software and hardware to achieve the integration.
ERP systems typically attempt to cover all basic functions of an organization, regardless of the organization's business or charter. Business, non-profit organizations, non governmental organizations, governments, educational institutions and other large entities all utilize ERP systems.
Key Goals of CUNY’s ERP Project
Replace over 25 antiquated University systems that serve Student Administration, Financial Management, and Human Resource Management with one new fully integrated ERP solution.
Re-engineer and standardize CUNY’s core set of business processes and integrate them into a single computing architecture.
Manage all of the University’s data in one database.
Implement ERP modules to provide functionality that currently does not exist in the existing systems, such as admissions prospecting, Customer Relationship Management (CRM), workforce management, and e-procurement.
Implement state-of-the-art security to ensure that the highest level of protection is afforded to the University’s data.
Top 10 Reasons to Replace the CUNY Existing Systems
CUNY existing systems are failing everyday and cannot
meet the increased size and demands of the University. Off-
the-shelf software solutions require costly customization to
work with CUNY systems.
The CUNY workforce with the skill set to support the
existing systems has dwindled. It is increasingly more
difficult to maintain adequate staff to support and enhance
our systems.
Documentation for the existing systems is inadequate; how
these systems work is known to only a few remaining
employees.
The University has over 35,000 employees and no human
resource management system. Current systems do not
provide for needed functionality such as admissions
prospecting, CRM, e-procurement, etc.
The inadequacy of the CUNY existing systems’ functionality has led to the development and purchase of 100s of shadow systems that are difficult and expensive to maintain.
CUNY has twenty independent student databases that do not share data. CUNY’s multiple financial system need to share data with each other and with the City and State systems. There is no integration of the current human resources data with any of the existing systems or with the City or State workforce management and payroll systems.
The lack of integration and no single data source leads to redundant data and inaccurate information.
Current security and access controls of the existing systems are insufficient and antiquated. In addition, the key identifier for all systems are social security numbers. The systems current design presents a great risk for security breaches and identity theft.
Top 10 Reasons to Replace the CUNY Existing Systems
Top 10 Reasons to Replace the CUNY Existing Systems
University business process were developed around the limitations of the existing systems that they rely on. User needs and best practices were not considered in the original design of these systems.
Our student system is a customized system written in COBOL using early 1980s database tools. The Admissions and Financial Aid systems are written in Assembler using a homegrown database written in the mid 70's. This year The University was late in finishing changes that came from some revised federal programs.
Key Benefits of Implementing the CUNY ERP
Student Integrated database for all CUNY colleges that allows for a consolidated student record reflecting all academic work and offers the ability to view a full CUNY transcript
Access to view class schedules and class enrollment data across CUNY Ability to report real-time on class registration statistics including student detail data and add/drop
details Ability to add/build paperless workflow processes into student services Full cashiering capability including web access to the administrative bursar functions Ability to maintain a database for tracking and managing student prospects Ability to coordinate recruiting activities around the University
General Ledger
Ability to create an integrated chart of accounts which serves all constituencies across CUNY Improved budgeting capabilities including infinite budget types, each with unlimited versions Ability to integrate position management budget data with the human resources system
Core HR Ability to build automated, paperless workflow processes into hiring and employee maintenance business processes
Ability to integrate human resources data with payroll data preventing duplicate data entry Ability to maintain “Position Management” data so that positions and employees can be tracked and
budgeted Ability to maintain employee job attributes and store job history so that new/updated appointments can
be reported Ability to maintain bio/demo attributes for all CUNY students and employees in a single repository Ability to allow student employees and instructional staff to have a single consolidated record shared
by the student and the human resources systems
Reduce the costs of developing customized solutions with limited integration into outdated systems. Eliminate the cost to purchase and support 100s of shadow systems.
Standardize on tools (hardware and software) and enter into enterprise licensing agreements thereby reducing licensing costs.
Reduce cost for paper and printing since most business processes would be developed in a paperless online environment.
Establish, where practical, shared services that would eliminate duplicative staff and functionality throughout the University.
Create an E-Procurement system that supports all University procurements and eliminate individual campus contracts.
Creating the proper controls that would reduce the University’s exposure to fines and disallowances.
Key Benefits of Implementing the CUNY ERP
CUNY’s ERP Lifecycle
ProcureProcure DevelopDevelop ImplementImplement
•Issued RFI and RFP
•Conducted Vendor Presentation Sessions that over 600 people from the campuses attended
•Established RFP Technical Evaluation Committee with over 160 advisors from around the University and Colleges
•Dual Negotiations and signed agreements from both vendors
•Design module phasing plan
•Analyze how the selected software fits into CUNY requirements & identify gaps (Fit/Gap Analysis)
•Re-engineer processes as appropriate
•Configure software & build extensions to meet CUNY requirements
•Convert data
•Test the system
•Provide Customized end-user training
•Receive final sign-off from end-user community that the system is ready to be deployed
•Conduct Parallel Testing
•Design & implement “cut-over” plan
•Conduct “Lessons Learned” meetings
•Sunset systems
Jan 2002
Dec2006
June 2012
Organizational Chart
Testing Manager
Organizational Readiness Manager
Functional Project Manager
Technical Project Manager
Program Management
Office Manager
Technical Architect
Administrative Assistant
Office Assistant
CIS Data Conversion
Team
Information Security Analyst
Other Technical Resources
Training Manager
Communications Manager
Student Application
Architect
Financials Application
Architect
Human Resources Application
Architect
Contracts Manager
HR SME (Recruitment )
HR SME (Generalist )
HR SME (Payroll /Time/
Leave)
HR SME (Benefits )
Student SME (Academic
Administration )
Student SME (Student
Financials )
Student SME (Financial Aid )
Student SME (Records and Registration )
Student SME (Records and Registration )
Financials SME (Budgeting )
Financials SME (General Ledger )
Financials SME (Procurement )
Financials SME (Other)
Change Mgmt . / Org. Readiness
Liaisons (at the Colleges )
Testers
CIS
Network Analyst
Training Resources (part of Project Team )
Budget Analyst
Student SME (Other )
Student SME (Other )
Student SME (Other )
HR Liaisons (at the Colleges )
Financials Liaisons (at the
Colleges )
Student Liaisons (at the Colleges )
ERP Team – Managers & Subject Matter Experts
Campus Representatives
ERP Project Director
PROJECT
MANAGEMENT
IMPLEMENTATION
TEAM AND
COLLEGE
REPRESENTATIVES
Campus Project Executive (at the
Colleges )Communications
Liaisons (at the Colleges )
Training Liaisons
(at the Colleges )
PM Partner
Operations Manager
Project Liaisons (at the Colleges )
Office Assistant
QA Partner
Project Partners - Monitoring
CUNY CIS Management/Support
The Campus Team’s Role in ERP Creating the Campus Team
Gaining and maintaining support for the project from campus constituencies
Communicating the ERP project messages
Champion the ERP vision and focus
Campus Teams
Campus Project Executive
Project Liaison
Training Liaison
Communications Liaison
Functional Liaisons / Campus Subject Matter Experts Student Administration Financial Human Resources
Change Management/Organizational Readiness Liaison (meeting at a later date)
The Campus ERP Team
Role Responsibility Initial hours of monthly effort
Project Liaison Promotes knowledge amongst the campus project team. Leads other liaisons in task identification and completion. Supports the ERP PMO in identifying/mitigating issues at the campus level.
Attends weekly team meetings (4hrs)Compiles/reports status to team (4hr)Attends monthly University-wide Project Liaison meetings (2hrs)
Training Liaison Supports and implements the CUNY Training Manager’s/ vendor’s Training Plan
Attends weekly team meetings (4 hrs)Execution of skills assessment, training (to be assessed) Attends monthly University-wide Training Liaison meetings (2 hrs)
Communications Liaison
Supports and implements the CUNY Communications Manager’s/ vendor’s Communication Plan
Weekly team meetings (4 hrs)Circulates project communications (4 hrs)Attends monthly University-wide Communications Liaison meetings (2hrs)
Functional Liaisons:Human ResourcesFinanceStudent Administration
Supports the ERP Functional Leader and vendor in business process analysis/fit gap analysis and other functional/business processes. Coordinates input from each of the component areas of Human Resources, Finance and Student Administration.
Attends weekly team meetings (8hrs)Reports issues to Project Liaison (4 hrs)Meets with heads of functional areas (16 hrs)
Change Management/
Organizational Readiness Liaison
Supports and implements the CUNY Organizational Readiness Manager’s/ vendor’s Change Management Plan
Attends weekly team meetings (4hrs)Assessment of Org readiness (to be evaluated)Attends monthly University-wide Organizational Readiness meetings (2hrs)
The Campus ERP Team
ERP Update
Where are we?
Where will we be in the next 60-90 days?
What is the status of the contract?
Phase 0 StatusPhase 0 Status
Phase 0 – Planning Session
Goal: Clarify RFP requirements and finalize the related contract documents
Status:
Planned Start Actual Start Planned Finish Estimated Finish
Jan 3, 2007 Jan 2, 2007 Feb 28, 2007 Feb 28, 2007*
Milestones Planned Date Actual Date
All Workshops Complete (48) Feb 2, 2007 Feb 9, 2007
Contract Supplements Completed Feb 22, 2007 April 15, 2007 **
Start of Phase 1 March 1, 2007 March 1, 2007
* May be moved to March 31, 2007 due to contract supplement review
Executive Sponsor Meetings• President of Oracle (Jan 30)
• Oracle Sr. VP North American Consulting (Jan 30)
Hosting SOW Review
Campus Teams Planning• Campus Executives Introduction
• Liaison Identification Completed
• Standard Meetings Scheduling
Council Identification and Outreach Initiated
Program Management Office• Staffing
• Infrastructure Creation
• Standards Creation
QA & PM Partners Contracts Finalized
** Hosting Statement of Work and Pricing changes caused by phasing decisions to be scheduled
Project Timeline as of 2/28/2007Project Timeline as of 2/28/2007
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Financials
Human Resources Mgmt
Student Administration
KEY
Go Live Key Dependency Checkpoint Validation Period Integration, Dependency, and Downstream Impact Planning Fit/Gap Analysis Implementation Period
2010FY 06/07
Phase 3
FY 10/11FY 08/09 FY 09/102009
Phase 2Phase 0 Phase 1
CUNY ERP Implementation Timeline - 5 Year Plan
General Ledgerw/Base Budgeting and Commiment Control
Payroll Interfaces to City and State
Accounts Payable
2006 2007 2008FY 07/08
Purchasing
Person and Org. Information
Time and Attendance
Fixed Assets
Treasury and Cash Management
Advanced Budgetingw/Dist. Budgeting and Budget Analytics
Accounts Receivable
Human Resources w/Base Benefits
and Recruiting
Benefits Administration
PayrollNon-City/State
SEVIS
Student Records
Student Finance
Academic Structure
Recruiting and Admissions
Prospecting/CRM
Admissions Processing
Financial Aid
Student Recordsto Support Financial Aid
2011
COA, Accounting Structure
All Colleges
All Colleges
All Colleges
All Colleges
All Colleges
All Colleges
All Colleges
All Colleges
All Colleges
All Colleges
All Colleges
Wave 3 Wave 4
All Colleges
All Colleges
Pilot
All Colleges
HR Org. Structure
All Colleges
Wave 2 Wave 3 Wave 4All Colleges
Wave 1
Wave 1
All Colleges
All Colleges
All Colleges
Wave 2
All CollegesWork-Study Payroll
Phasing Strategy RecommendationPhasing Strategy Recommendation
Phasing Changes Requested by Process Owners / Users
Procurement / AP/ Expense Management Implementation of Central Office (plus one or two colleges) in January 2009 All colleges live by June 2009
Bank Reconciliation portion of Treasury Management Overlap with Purchasing / AP
Advanced Budgeting Move implementation from June 2011 to July 2010
Identify opportunities in Base Benefits module to develop interfaces with the providers
NYC/NYS Payroll Interface Keep in phase 1 subject to agreement by the city and state
CRM Move out to Phase 3 (2010)
Prospecting / Admissions Complete implementation for all colleges by December 2009 Re-design to a competitive admissions business process (colleges get more
decision making / authority) vs. the current allocation method
Phasing Strategy GuidelinesPhasing Strategy Guidelines
Phasing Changes as a Result of Phase 0 Discussions
Financial Aid Implementation moved from February 2008 to
February 2009
Agenda For the Day
12:00pm-1:00pm Lunch12:00pm-1:00pm Lunch
3:00pm-3:30pm College Campus Team Meetings3:00pm-3:30pm College Campus Team Meetings
3:30pm -4:00pm Next Steps3:30pm -4:00pm Next Steps
1:00pm- 3:00pm Workshops 1:00pm- 3:00pm Workshops