Sample Erp County College

Enterprise Requirements Planning (ERP) System Enhancement

McHenry County College

Project StatementDevelop an action plan and timeline for ERP

system transformation that includes the scope of a future system and establishes processes to identify

the new system requirements.

Spring 2007

Table of Contents Executive Summary ..........................................................................................................2 Section 1: Overview...................................................................................................4 Section 2: Current Process .........................................................................................8 Section 3: Analysis.....................................................................................................9

Cause and Effect Diagram ..........................................................11 Current System Relational Diagram ...........................................12 Comparison of ERP Implementations ........................................13 ERP System Comparisons ..........................................................16

Section 4: Improvement Theory and Implementation Plan .....................................19

Future System Relational Diagram.............................................21 Relational Diagram Definitions ..................................................22 GANTT Chart .............................................................................25 Action Plan..................................................................................26 Process Mapping Process Map ...................................................27

Section 5: Recommendations...................................................................................28 Section 6: Assessment Plan......................................................................................29 Section 7: Presentation Materials.............................................................................31 Section 8: Steering Committee Recommendations...................................................... Section 9: Follow-up Reports to Steering Committee ................................................. Section 10: TracDat Assessment Impact Report............................................................ Section 11: Project Retirement Documentation.............................................................

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ERP Action Team Executive Summary

The current computer system is antiquated and does not interface readily with the multitude of

college-wide applications. A replacement or enhancement of the present ERP system is proposed

in the College Technology Plan. The College’s current ERP system is outdated and approaching

end of life. Annual maintenance costs continue to increase both in terms of expense paid to

outside vendors and internal modifications. In order to improve operational efficiencies, data

integrity, access, and system reliability it has been suggested by various consultants that the

College replace its current system.

As a result of these numerous recommendations and incentives, an ERP Action Team was

formed and the following Project Statement formed the basis of the team’s actions.

Project Statement

Develop an action plan and timeline for ERP system transformation that includes the scope of a

future system and establishes processes to identify the new system requirements.

Project Description

This project will develop a comprehensive, multi-year action plan to guide activities related to

the implementation of new ERP technologies. This plan will include:

• A general description of the scope for this project to be used in defining system

requirements,

• A timeline to define the major phases of the long term ERP project, including estimated

timeframes and responsible parties for completion,

• Potential resources and vendors to include software developers as well as independent

consulting firms that may assist with the long term project, and

• A procedure to identify current system processes and capabilities, including strengths and

weaknesses

.

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In order to assure adequate progress towards meeting the above objectives, the following process

measures are recommended:

1) Develop project plan

2) Recommend an ERP Migration Committee organization structure

3) Receive positive feedback from College auditors regarding proposed ERP system

transformation process and timeline

4) Receive approval from Executive Council and Board of Trustees to move forward with

project plan

5) Complete business process re-engineering

6) Complete all user training

7) Go live with new ERP system July 1, 2009

8) Document improvements in business procedures in new ERP system versus current

system.

The anticipated results are defined in the following outcome measures:

There will be a successful implementation of the new ERP system. From an external

perspective, the College will receive a clean audit opinion from its auditors and no significant

comments regarding the new system in the Management Letter for FY 10. Internally, a

survey of user satisfaction with the new system will be taken twelve months after

implementation and at least 75% of users will rate the new system as an improvement.

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Action Project Title: ERP System implementation action plan and timeline development

Date: May 2, 2007

Team Members: Jim Batson, Associate Director of Computing Services

Sherry Hodnik, Business Analyst Gwen Koehler, Dean of Corporate and Continuing Education

Todd McDonald, Assistant Vice President of Finance Laura McGee, Coordinator of Financial Aid & Veterans Services

Sandra Moll, Director of Employment Services/Affirmative Action Coordinator Donald Quirk, Director of Institutional Research and Planning

Marilyn Weniger, Director of Student Development Missy Spengel, Secretary for Department Chairs of Humanities

Steering Committee Sponsors: Ronald Ally, Vice President for Administration and Treasurer

Walter Packard, President

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Action Project Statement

Develop an action plan and timeline for ERP system transformation that includes the scope of a future system and establishes processes to identify the new system requirements.

Action Project Description

The current computer system is antiquated and does not interface readily with the multitude of college-wide applications. This project will develop a comprehensive, multi-year action plan to guide activities related to the implementation of new ERP technologies. This plan will include:

• A general description of the scope for this project to be used in defining system requirements,

• A timeline to define the major phases of the long term ERP project, including estimated timeframes and responsible parties for completion,

• Potential resources and vendors to include software developers as well as independent consulting firms that may assist with the long term project, and

• A procedure to identify current system processes and capabilities, including strengths and weaknesses

The plan is not intended to select a software vendor, define detailed user requirements, or evaluate software products.

Action Project Relationships

Primary AQIP Category Relationship: 6. Supporting Institutional Operations

Other Related AQIP Categories (choose up to four): 1. Helping Students Learn 2. Accomplishing Other Distinctive Objectives 3. Understanding Students’ and Other Stakeholders’ Needs 4. Valuing People 5. Leading and Communicating 6. Supporting Institutional Operations 7. Measuring Effectiveness 8. Planning Continuous Improvement 9. Building Collaborative Relationships

Related AQIP Principles (choose up to four): A. A mission and vision that focus on serving students and other stakeholders. B. Broad-based faculty, staff, and administrative involvement. C. Leaders and leadership systems that support a quality culture. D. A learning-centered environment. E. Respect for people and willingness to invest in them. F. Collaboration and a shared institutional focus. G. Agility, flexibility, and responsiveness to changing needs and conditions. H. Planning for innovation and improvement. I. Fact-based information-gathering and thinking to support analysis and decision-making. J. Integrity and responsible institutional citizenship.

Related 1,000 acre fields (choose one): Effective Communication Improve Recognition and Rewards Improve Student Learning Improve Institutional Decision Making

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Related 100 acre fields (choose one):

Spring, 2006 Fall, 2006 Spring, 2007 Retention Employee Recognition Academic Programs Email Recruitment Organizational

Understanding Electronic Document

Depository

Student Application Process Textbooks Succession Planning Continuous Improvement Training Key Performance Indicators

Professional Development Training

General Education Goals Assessment

Data for Mailing Labels Purchasing Effective Room Usage Online Courses Graduation Policy ERP Business Continuity Scholarship Processing AQIP Systems Portfolio

Related MCC Strategic Directions (choose one):

1-Improve the learning environment 2-Increase student access to education opportunities 3-Improve systems and processes 4-Utilize human resources effectively 5-Increase external partnerships 6-Improve college planning 7-Increase financial resources

Rationale for Action

A replacement or enhancement of the present ERP system is proposed in the College Technology Plan. The College’s current ERP system is outdated and approaching end of life. Annual maintenance costs continue to increase both in terms of expense paid to outside vendors and internal modifications. In order to improve operational efficiencies, data integrity, access, and system reliability it has been suggested by various consultants that the College replace its current system.

Areas Affected

The entire College will be impacted by ERP system transformation. However, for this specific action team the primary area impacted is Information Technology.

Processes Affected

The entire College will be impacted by ERP system transformation. The primary processes affected by this action team (and succeeding teams that will continue with the overall ERP project) are: Project Management/Planning Networking (IT) Purchasing/RFP Professional Development Budgeting Reporting In addition to the above functions, steering committee members from various departments in the College may spend a significant amount of time on the long-term project. Human Resources Institutional Research and Planning Learning and Student Support Services Corporate and Continuing Education

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Process Measures 1) Develop project plan 2) Recommend an ERP Migration Committee organization structure 3) Receive positive feedback from College auditors regarding proposed ERP system

transformation process and timeline 4) Receive approval from Executive Council and Board of Trustees to move forward with

project plan 5) Complete business process re-engineering 6) Complete all user training 7) Go live with new ERP system July 1, 2009 8) Document improvements in business procedures in new ERP system versus current

system.

Outcome Measures There will be a successful implementation of the new ERP system. From an external perspective, the College will receive a clean audit opinion from its auditors and no significant comments regarding the new system in the Management Letter for FY 10. Internally, a survey of user satisfaction with the new system will be taken twelve months after implementation and at least 75% of users will rate the new system as an improvement.

Performance Targets Phase 1

Spring ’07 action team will develop the overall project plan. Phase 2

ERP project management team will execute the project plan. Phase 3

New ERP system will go live on July 1, 2009. Keeping Focus

The project management team will have representation from all areas of the College and the individual members will keep their respective areas informed of project progress. General information regarding progress will also be made available via InsideMCC and/or other appropriate media.

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Current Process There currently is no process in place at MCC for ERP system transformation. Operational Definitions Scope of future system – activities, processes, and information within the institution that would be integrated within in the resulting system System requirements – specific tasks, abilities, and technical information that will be necessary components in the resulting system and serve as the basis for developing an RFP (Request For Proposal) Transformation – modifying or replacing institutional processes and/or systems ERP System - An Enterprise Requirements Planning System for MCC is a comprehensive set of software, automated procedures and institutional processes that form a single automated system to support and integrate activities across all departments throughout the institution

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We reviewed the FY 2006 Management Letter from Sikich, the College’s auditors, the 2006 Organizational Effectiveness Study from Bridger, and the information presented and notes taken from the College’s FY 2005 meeting with CampusWorks. All three of these recent reports provide external analysis of the current state of MCC’s ERP system and recommendations for the future of the ERP system. The Action Team read each report thoroughly and summarized the high level themes that were common between the reports. Common Themes Derived From CampusWorks, Sikich, and Bridger Reports

1) The life cycle of current ERP is over.

2) The institution needs to be able to make appropriate data driven decisions in a timely manner.

3) Users need a more integrated and efficient system.

4) The system should provide for self-service opportunities for stakeholders.

5) The system needs improved data integrity, management, reporting, and

ownership. The identification of these themes led the Action Team to brainstorm the weaknesses of the current system at a high level and show the causes of those weaknesses. We identified many weaknesses and determined that all of the weaknesses fit into one of the following categories; methods, people, resources, and technical capabilities. Included in this section is a Cause and Effect Diagram depicting the various causes of weaknesses in the current system. Another important analysis that the Action Team performed was to review the current software and database systems that are in place across the institution. The purpose of this analysis was to document the “as-is” status of MCC’s current ERP system. We categorized these various software and database systems according to three distinct definitions;

1) Mainframe applications 2) Peripheral applications 3) External applications

Included in this section is a visual representation of the categorization of these systems. The systems listed in the center circle represent category 1 above, systems in the first ring out from the center represent category 2 above, and systems in the outer ring represent category 3 above. In Section 4 of this report, a similar diagram is shown depicting how the system and database relationships could be with the implementation of an improved ERP system.

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A third analysis project completed by the Action Team was the review of relevant literature and ERP conversion project plans of other institutions and/or governmental agencies. The purpose of this analysis was to determine the common project tasks that an organization goes through when implementing an ERP system. We reviewed articles from Government Finance Review (a monthly publication from the Government Finance Officers Association), Educause, ISIS (Integrated Student Information System) Newsletter, among others, and also project plans from Lucas County, Ohio, the University of Virginia, and Harper Community College. Included in this section is a document titled Comparison of ERP Implementation Stages which lists all of the material reviewed and a summary of each. As a result of this review, the Action Team concluded that the steps listed below would be appropriate to include in the College’s ERP transformation plan.

1. Project planning 2. Business and operational analysis including gap analysis 3. RFP process and product selection 4. Business process reengineering 5. Installation and configuration 6. Project team training 7. Business requirements mapping to software 8. Module configuration 9. System modification and interfaces 10. Data conversion 11. Custom documentation 12. Conference room pilot 13. Acceptance testing 14. End user training 15. Go Live 16. Post implementation audit and support

A fourth analysis project was to review the modules and major functions of current ERP systems. A matrix was created comparing the different vendors and their modules.

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Weaknesses in current system

Resources

Technical

People

Methods

ERP Cause and Effect Diagram

Resistance to change

Comfort w/current system

Lack of information

No training

Lack of documentation

Lack of skilled support

Age (Retired)

Tight resources ($)

Hardware capability

Limited expansion

Increasing maintenance costs

Data organization

Data Redundancy

Age of application

Decreased support

Restricted ad hoc data access

System deficiencies & complexity

External system integration difficulties

Data integrity

Data ownership

Difficult to use

Not intuitive

Many work-arounds

System short-comings

Lack of data dictionary

No relational DB

Little used technical skills

High cost

Limited data validation

Non-traditional KeyboardLack of time

Supplemental systems (local)

2/21/2007

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Current Mainframe Application Relational Diagram

4/17/2007

Grading & Transcripts

Web Based Course Delivery

Student Demographics

Student Accounts

Degree Audit

Non-credit RegistrationDAIS-I

Library Bookstore

Fixed Assets

Donor Management (Foundation)

Sage - Tutoring

Tech Prep

SOS_AVL

Corporate & Continuing Education

Nursing

PR - GIS

Student Recruitment

Judicial/Security Application

Child Learning Center

Trips Human Resources

Distance Education

Grants

Work Keys

Special Needs

Kids on Campus

Admissions

Fitness Center

Financial Aid

Academy of High Performance

Advising

Adult Education/ESL/GED

Human Resources – Supplemental Insurance tracking

Facilities Scheduling/ Management

Faculty Loading

General Ledger Budgeting

Accounts Payable

Human Resources

Payroll

NELNET

Graduation

Food Services

Institutional Research

E-Syllabus

BudgetingCourse Information

Accounts ReceivableBudgeting

University Center

Distance Education

Registration

Purchasing

Admissions

Financial Aid

External Applications

Peripheral Applications

Mainframe Applications

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Comparison of ERP Implementation Stages No two organizations are identical; so it follows that no two ERP implementation processes are identical. Since organizations are unique their needs are also unique. Even though implementations may differ the steps used are very similar. In the list below you will see how five different sources developed the steps necessary to implement a successful ERP system. Note the common elements in all lists. The ERP Action Team has incorporated these common steps in designing their unique plan for the implementation of a new McHenry County College ERP system. University of Virginia ERP Process

• Envision: Develop Business Case – Set Objectives and Direction

• Focus: Work Plan and Staffing

• Design Conceptual Solution: Research “as-is,” plan “to-be,” and identify gaps

• Design Solution Details: Design Applications to meet University requirements

• Build and Test: Construct and test the designed applications, facilitate business process changes

• Deploy and Stabilize: Go live, facilitate transition http://www.virginia.edu/isp/whatisisp.html, Integrated Systems Project, April 21, 2003 Lucas County, Ohio

• Planning and Analysis: Scope definition, requirements definition, functional gap analysis, infrastructure analysis, project planning, communicate implementation strategies

• Design and Development: Infrastructure deployment, define and setup application parameters,

data conversion mapping & development, interface specifications & development, report specifications & development, customized features specifications & development, security specifications & development, prototyping to ensure fit, and unit test.

• Testing and Training: Training, system tests, compile application documentation, and develop

deployment plan.

• Deployment: Produce rollout, final data conversion, finalize deployment plan, initial production support, and post implementation review.

http://www.co.lucas.oh.us/lcis/PeopleSoft/01StrategicImplementationPlan.pdf, Lucas County Strategic Implementation Plan, September 2001 Government Finance Review

• Project initialization: Lay groundwork for implementation process, identify key project roles and responsibilities.

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http://www.virginia.edu/isp/whatisisp.html

http://www.co.lucas.oh.us/lcis/PeopleSoft/01StrategicImplementationPlan.pdf

Comparison of ERP Implementation Stages • Solution definition: refinement of functional, data, and technical requirements, identify relevant

sources of data and develop a plan to incorporate the data into the new system.

• Solution design: Develop an application design document that incorporates specific needs into the system.

• Solution configuration: Product an operating system incorporating all the data required to meet

specific needs and construct a system test.

• Solution validation: Test the configured system to ensure business needs are met and measure the quality of the system in preparation for use in production.

• Solution deployment: Monitor system and train users.

http://www.gfoa.org/services/dfl/trg/Power-to-the-People.pdf, Government Finance Review, December 2001 Lessons Learned

• Needs Assessment: Evaluate the needs and requirements that will drive the implementation of an ERP system. A needs assessment with a definition of requirements is essential in guiding the start of the project and gauging the success of the project after completion.

• Software Selection: review the different solutions available and see which system can best fit

the identified requirements. As part of the analysis a detailed accounting of gaps should be developed, as well as, an evaluation to compare trade-offs among the various solutions.

• Process Reengineering: Changes in current business processes that are needed and

recommended as a result of an ERP project.

• Conference Room Pilot: Provides a demonstration of the ERP system that users can test drive before the system configuration is locked down.

• Training: Determine timing and type of training required.

• Implementation: Phased implementation or big bang approach.

Education Quarterly Number 2 2001, Dave Swartz and Ken Orgill, pages 20 – 27. Creating your open source ERP strategy

• Is ERP for you? Evaluate the current system’s functionality and needs and determine if a new ERP system is necessary

• Define Requirements: Define the functionality required in the new system. Evaluate current

processes.

• Select a Partner: Find a service provider that can help with the process.

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http://www.gfoa.org/services/dfl/trg/Power-to-the-People.pdf

Comparison of ERP Implementation Stages

• Select a Product: Based on the requirements developed in previous steps select the ERP product right for the organization. Select a product that meets the “must-have” organizational features.

• Implement the System: Set up a test system to ensure that important data flows and inter-

application integrations work properly before implementation. Develop a migration plan for moving from the current system and transferring data to the new system.

www.SearchEnterpriseLinus.com Creating your open source ERP strategy, Benard Golden, June 9, 2005.

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http://www.searchenterpriselinus.com/

Banner Datatel Jenzabar CX Jenzabar EX Oracle/People SoftAdmissions Telemarketing x x Communication management x x x x Schedule entry x 90 standard admissions reports x Interfaces SAT, ACT,CEEB x x x Requirements tracking x Inquiry tracking x Notepad "to do" lists x x Locate prospects x x Schedule interviews x Application status check x x Automated test score & app. upload x x Survey and polling tool x Printer friendly versions of applications x Matches every field; multiple value entry x Capture & analyyze recruiting information x Set & monitor enrollment targets xAdvising Academic advising information x x Institutional requirements x x Student course history x x x Current academic progress x Credit & grade inquiries x Student requirements x x Degree plan information (GPA, x x x courses taken/needed, electives) E-advising solutions x xAlumni Development Grantsmanship x x x Alumni/Development/Correspondence x x x x x Planned giving x x Donor accounting x x x x x Communication management x x x x Electronic call sheets x x Premium management x Interfaces w/General Ledger x IRS Publication 1771 x Plan upcoming compaigns x x x Secure on-line gift giving x x Standard detail & statistical reports x x Survey/polling tools x Alumni business & personal directory x Dynamic news database x Interactive discussion forum xCommunication Management Track contact w/individ. or org. x Schedule creation of letters x Manage names and addresses x Merge letter/label files w/Word x Available to all modules/offices xDocument Imaging Scan, locate, track,secure xEnterprise Reporting 800-plus standard reports x Cognos reporting tools x Data Marts xFinancial Aid Fin. Aid entry, ISIR processing x x x Flexible budget construction x x x Need analysis x x x x Automated award packaging x x x x Pell Grant, Direct Loans x x x x Loan Processing for FFELP/FDSLP x x x x Fed/State compliance checking x x x Automated disbursement x x x Dynamic award recalculation x x Full self-service option for students x PowerFAIDS financial aid solution xGeneral Ledger General Ledger application x x Financial budgeting x x

ERP System Comparisons

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Banner Datatel Jenzabar CX Jenzabar EX Oracle/People Soft


Federal/state compliance x x Accounting standards compliance x x FASB,GASB,NACUBO, AICPA x xGrading & Transcripts Grade entry x x Transcript entry x x Degree audit x x x Web grade reporting x Web transcripts x Anonymous grading x Automated midterm grading x Block grade changes x Automatic transcript billing x IPEDS x Right-to-Know retention reports x Natl. Student Loan Clearinghouse x Statistical reporting capabilities x Satisfactory acad. progress reports x Integration with student accounts xHuman Resources/Payroll & Personnel Applicant Tracking x x Time/Attendance Monitoring x Compensation Management x Benefit Tracking x x x Payroll Processing x x x x Federal/state wage & tax reports x x Direct deposit transfers x Timecard generation x Benefit distribution process x Voluntary deductions x Employer contributions x EEO reporting x xNontraditional Market programs to targeted groups x Manage non-traditional resources x Track profitability x Share information w/Development x Customizable reports, labels, letters xPurchasing Purchase requisitions x x Accounts payable x x x x Accounts receivable x x x Federal/state compliance x 1099 reporting x x Approval hierarchy x Primary/alternate approvers x x Check voiding/reversing x Checks for state institutions x x Purchase orders/Group requisitions x Track POs and receiving x Charge to department accounts x Prevent payment of "not received" x Decentralized budget & planning x x Asset and property management x x x Complete e-Commerce Solution x x Easy to follow audit trail xRegistration Student entry x x Course entry x x Course catalog x Registration entry x Block registration x x IPEDS x x Right-to-Know retention reports x x Natl. Student Clearinghouse x x Satisfactory progress reports xStudent Affairs/Life Counseling features x x Career placement x Communication management x Student billing connection x x x Student account transfers x x17

Banner Datatel Jenzabar CX Jenzabar EX Oracle/People Soft


Degree completion x Accelerated degree x Student account transactions x x Business office posting/reporting x Dynamic registration calculation x x Continuing ed calculation x x Tuition and fee calculation x x Add/drop processing x Student information sheets x Payment by revenue account x Student activities xWeb/Portal On-line application x x x Web registration x x x x E-mail personalization x x Self-service for employees x Self-service for alumni and friends x x Self-service for students/faculty x x x On-line curriculum management x x x Survey & polling tools x Content management for Web page x editing and updates E-commerce payments x

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The Trustees and administration of the College requested research into options to upgrade or replace the current ERP system. The purpose of this team was to recommend the process that should be followed in order to implement a new or improved ERP system. A fully integrated ERP system will offer improvements in operational efficiency, data integrity, information access, and system reliability. While it is impossible to predict the amount of time savings, dollar savings, etc. at this stage of plan development, we have depicted the expected overall improvements to the integration of system applications in a relational diagram. These improvements are represented in the Future ERP System Application Relational Diagram included in this section of the report. To help the readers of this report, there is a brief general definition of each system application appearing in this diagram included in this section of the report. As can be seen by comparing this future diagram with the current diagram in Section 3 of this report, there are significant increases in the number of system applications that have moved from being external and peripheral applications to being integrated into and supported by the new ERP system. The benefits of an integrated system are many:

• Eliminates data redundancy and the need for double keying of information. • Provides “one source of truth” were each data element is stored and maintained

in only one place, increasing data accuracy and reducing storage needs. • Reduces the number and complexity of interfaces between systems which leads

to reduced programming support and maintenance efforts. • Decreases the number of potential failure points by eliminating unnecessary

separation of systems on multiple computer systems. • One consistent application development platform provides increased efficiencies

in programming support, server licensing fees and data retrieval. • End user training is improved through a consistent user interface (system “look

and feel”) • Costs savings are realized through a fewer number of industry standard servers

rather than an expensive “mainframe” in addition to many special purpose servers using several different operating systems.

• Recovery after a major disaster or system failure is significantly more efficient with a single, integrated database.

While it is impossible to precisely estimate the cost of a new ERP system software, hardware, and associated training and implementation, it is important to note that the College has anticipated this expenditure for several years and has made provisions in the Five Year Financial Plan. The current Five Year Financial Plan allocates $3.0 million in each of fiscal years 2009 and 2010 to support an anticipated ERP system replacement or upgrade. This represents a total commitment of $6.0 million for this project. This amount was developed as the College has gained an understanding of what other community colleges have expended on system replacements and preliminary discussions with technology vendors.

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This Action Team developed both a Gantt Chart and a Systematic Diagram to document the recommended tasks that must take place for successful ERP system transformation. The Team also created a process map of the process mapping procedure that will be used to document business practices during the ERP implementation. Successful business process engineering and re-engineering requires that a consistent methodology be followed across the College. Business process re-engineering is one of the key process measures that this team has identified as part of an ERP system transformation. The Gantt Chart, Systematic Diagram, and Process Map are all included in this section of the report. The next step to be taken is gaining the approval and support of Executive Council for the implementation that this Team has developed. After that, this Team would like to make a presentation to the Board of Trustees and ask for their approval and support of the implementation plan. After approvals from these two key groups, an ERP Implementation Project Committee would be formed consisting of the following key stakeholders in the implementation process: Assistant Vice President of Information Technology Assistant Vice President of Finance Assistant Vice President of Human Resources Assistant Vice President of Learning and Student Support Services Executive Dean of an Academic Division (one to be selected) Executive Dean of Corporate and Community Education Associate Director of Computing Services Director of Institutional Research and Planning This committee will be charged with executing the ERP system transformation plan as outlined by this Action Team and will oversee the processes outlined in the Gantt Chart. This Action Team will monitor the achievement of the process and outcome measures that have been established.

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Future ERP System Application Relational Diagram

4/17/2007

Adult Education

Special Needs

Kids on Campus

Sage - Tutoring

Student DemographicsStudent Accounts

Donor Management (Foundation)

Degree Audit

Food Services

Library

Web Based Course Delivery

SOS AVL

Student Recruitment

Peripheral Applications

Data Warehouse

Payroll

Fixed Assets

Advising

Grading & Transcripts

Enterprise Reporting

General Ledger

PR - GIS

Alumni Development

Trips

Judicial/Security Application

Work KeysHuman Resources – Supplemental Insurance tracking

Campus Portal

Faculty Loading

Purchasing NELNETAccounts Receivable

Fitness CenterAccounts Payable

Non-credit Registration

Human Resources

Graduation

Bookstore

E-Syllabus Community Education

Budgeting

DAIS-I

Course Information

Facilities Scheduling

Registration

Admissions

Financial Aid

External Applications

System Applications

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ERP Action Team Future ERP System Application Relational Diagram Definitions

Mainframe Applications/ERP Applications – a comprehensive set of software, automated procedures and institutional processes that form a single automated system to support activities across all departments throughout the institution Peripheral Applications – software applications which share data with and are used to enhance the mainframe/ERP applications External Applications – software applications and/or other data which are not connected to the mainframe/ERP applications but are used to support the operations of the College Application: Definition:

• Accounts Payable used to process all non-payroll related payments and issue annual 1099 forms

• Accounts Receivable used to issue invoices and credits and apply payment to non-student accounts

• Admissions used to track paperwork and process coordination associated with processing and tracking applications received and admitting students to the College; including high school transcript evaluation and international student admittance

• Advising used to track activities related to assisting students with academic and/or career planning

• Adult Literacy/GED/ESL

used to track student and volunteer activity

• Alumni Development used to track and manage alumni relationships • Bookstore point of sale system and inventory management for bookstore

operations • Budgeting used to plan and prepare the College’s financial planning

documents • Campus Portal web based interface to provide a single point of entry for

student related automated services • Course Information used to identify, track, and manage all course offerings (both

credit and non-credit) • Data Warehouse used to integrate data from the various operational systems to

provide efficient data analysis and reporting • Degree Audit used to evaluate student progress towards degree or certificate

completion • Distance Education used to track registered student orientation • Donor Management used by the Foundation to track and manage relationships with

current and potential donors • Enterprise Reporting facilitates information retrieval and delivery • E-Syllabus used to maintain consistent syllabi across course offerings • Facilities Management used for tracking of work orders and facility maintenance

activities • Facilities Scheduling used to track usage of room and other usable space throughout

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(Main campus, Shah Center, University Center)

the College campus

• Nelnet third party payment plan processor that the College transmits to and receives information from

• Faculty Loading used to track and manage the assignments of all faculty • Financial Aid used to package federal & state grants, loans, scholarships, etc.

and award and disburse financial aid & perform various processes to assure compliance with regulations

• Fitness Center membership tracking • Fixed Assets used to track and manage both capital and non-capital

equipment owned by the College • Food Service point of sale system and inventory management for food

service operations • General Ledger used to record and summarize all financial transactions of the

College • Grading & Transcripts used for grade management (including grade entering and

change) and evaluation of transcripts and credentials • Graduation used for graduation evaluation and related activities • Grants used to track grant information (application, reporting, etc.) • Human Resources used to track and maintain employee and applicant information • Judicial/Security

Applications used to track all security incident information and student judicial/disciplinary actions

• Institutional Research various databases used to track a variety of information and report to internal and external stakeholders

• Kids on Campus Used to track qualifications and fee schedules • Library used to maintain library collection and check out materials to

cardholders • Non-credit

Registration used for non-credit hour generating course scheduling and registration for programs, workshops, seminars, etc.

• Payroll used to process employee payroll • PR-GIS mapping software used by marketing department • Corporate and

Continuing Education Used to track program participants (past and future) for marketing purposes

• Purchasing used to generate purchase orders for the procurement of goods and services

• Registration used to register, withdraw, and evaluate fulfillment of pre-requisites for both credit and non-credit classes

• STAIRS/DAIS-I used to report adult education grant information to the state • Student Accounts used to accept payment from students and manage student

account balances • Student Demographics Used to track and monitor student information related to

tutoring, special needs, student clubs, etc. • Student Recruitment used to track activity related to identifying potential students

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and marketing appropriate program offerings • Trips Tracking additional information related to trip and tours not

maintained in student information • Web-based Course

Delivery used to manage delivery of course materials via the web

• Work Keys testing services provided for students and customers

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ID Task Name Duration2006 2007 2008

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul

20d Business and operational analysis including gap analysis

35d RFP process and product selection

39d Project team training

160d Business requirements mapping to software

74d Module configuration

109d Data conversion

101d Interface Development for external systems

48d Custom documentation

85d Post implementation audit and support

1 90d Project planning

14

13

12

10

9

8

4

3

11 90d System modification and interfaces

Aug

19

2009

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

6 144d Business process reengineering

18

15 180dConference room pilot

17

16 80d Acceptance testing

44dEnd User Training

27dGo Live

0dAQIP Steering Team Approval2

0dBoard Approval

7 34dTest Installation and configuration

5

Resource Names

AQIP Team

Steering Comm.

Proj Team

Proj TeamBoard/ Admin

All AreasIT/ CS Depts.

Proj Team

All Areas

Proj Team, Key Users

IT/ CS Depts

IT/ CS Depts

IT/ CS Depts

Proj Team



Everyone

Everyone

Proj Team, IT/CS Dept

Updated 03/14/0725

Implement New ERP System

Planning and Analysis

Design and Development

Testing and Training

Deployment

McHenry County College ERP Action Plan

Lay groundwork for implementation process, identify key project roles.

Evaluate current system

Evaluate needs & requirements that will drive the ERP implementation.

Define application parameters to meet

specifications

Select product & operating system incorporating all

data requirements.

Evaluate needs & requirements that will drive the ERP implementation.

Build and Test

Determine timing and type of training

required.

Facilitate business process changes

Finalize deployment & data conversion

plan

Monitor system and train users

implement new ERP system

3/9/2007

26

Process Mapping ProcessBegin Process

Mapping Process

End Process Mapping Process

Identify target process

Notify department administrator that

mapping is required and ask

for okay and contact person.

Request a meeting with contact

person (could be the administrator).

Ask contact person if there is

documentation for process.

Is there documentation?

Contact creates or has someone else

create documentation

No

Yes

1

1

Meet with contact to go over process

map to correct omissions,

additions and/or mapping errors.

Were there changes?

No

Make requested modifications.Yes

Contact person and administrator

sign off on process.

Create process map from

documentation

Is contact willing to do

process mapping?

Meet with contact and give

instructions

No

Receive documentation from contact

Yes

Ask contact person if there is

documentation for process.

Received documentation &

mapping from contact

27

Section 5 - Action Team Recommendations and Steering Committee Feedback Form

Steering Committee Feedback Action Team Updates Action Team Recommendations Yes/No

Modified Yes Comments Date Comment 1. Create an ERP Project Management Team to include the following employees: • AVP of Human Resources • AVP of Finance • AVP of Information

Technology • AVP of Learning and Student

Support Services • Associate Director of

Computing Services • Executive Dean (one to be

selected) • Executive Dean of Corporate

and Continuing Education • Director of Institutional

Research and Planning

2. Accept the project plan as developed by this Action Team

3. Board presentation of project plan

4. After approvals, charge project management team to move forward with project plan

28

Assessment Impact McHenry County College

ACT 20076 ERP

Objective: Approval - Approval from Board of Trustees to move forward with project plan. [Hide Objective Detail]

Start Date:End Date:Status: OpenAssessment Plan Review Process:

Assessment Methods Being UsedMethod Criterion How often will you

collect / analyze data?What will you do with this

data?Approval

Objective: Business Process Re-Engineering - 100% of ERP system processes documented and revised where necessary. [Hide Objective Detail]




data?Completion 100% completion prior to July 1,

2009.

Objective: Develop project plan - Develop project plan for ERP transformation. [Hide Objective Detail]




data?Completion

Objective: SP - ERP - To successfully implement a new ERP system by FY2010. [Hide Objective Detail]


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data?Auditor's Management Letter Comments

Clean opinion and no significant comments.

At the end of the fiscal year.

Survey of user satisfaction At least 75% of users will rate the new system as an improvement.

12 months after implementation

Observations

Observation Proposed Transformations Follow-Up Resolved03/20/2007 -- SP - ERP DESCRIPTION: Current ERP system is outdated and inefficient. TYPE: Problem / Limitation

03/20/2007 -- Document and re-engineer current processes and develop an employee training program to prepare for the implementation of a fully integrated ERP system.

No

May 1, 2007 Generated by TracDat a product of Nuventive

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30

ERPMcHenry County College Action Team Final Report

May 2, 2007

ERP Action Team

Jim Batson [Leader] – Associate Director of Computing ServicesTodd McDonald [Scribe] – Assistant Vice President of FinanceSherry Hodnik [Digital Illustrator] – Business AnalystGwen Koehler – Dean of Corporate and Continuing EducationSandra Moll – Director of Employment Services/Affirmative ActionLaura McGee – Coordinator of Financial Aid/Veteran Services Missy Spengel – Secretary/Department Chairs of HumanitiesDonald Quirk – Director of Institutional Research & PlanningMarilyn Weniger – Director Student Development

Sponsors:Ron Ally – Vice President Administrative Services/TreasurerWalter Packard - President

Action Project Statement

Develop an action plan and timeline for ERP system transformation that includes the scope of a future system and establishes processes to identify the new system requirements.

31

What is an ERP System?

An Enterprise Requirements Planning System for MCC is a comprehensive set of software, automated procedures and institutional processes that form a single automated system to support and integrate activities across all departments throughout the institution.

Current ERP System

There is no current ERP System.

The current computer system is antiquated and does not interface readily with the multitude of college-wide applications.

Rationale for Action

Replace or enhance current systemCurrent system is outdated and approaching end of life.Annual maintenance costs continue to increase both in terms of expense paid to outside vendors and internal modifications.Various consultants have suggested that the college replace the current system in order to improve operational efficiencies, data integrity, access, and system reliability.

32

Weaknesses in Current System

Weaknesses in current system

Resources

Technical

People

Methods

ERP Cause and Effect Diagram

Resistance to change

Comfort w/current system

Lack of information

No training

Lack of documentation

Lack of skilled support

Age (Retired)

Tight resources ($)

Hardware capability

Limited expansion

Increasing maintenance costs

Data organization

Data Redundancy

Age of application

Decreased support

Restricted ad hoc data access

System deficiencies & complexity

External system integration difficulties

Data integrity

Data ownership

Difficult to use

Not intuitive

Many work-arounds

System short-comings

Lack of data dictionary

No relational DB

Little used technical skills

High cost

Limited data validation

Non-traditional KeyboardLack of time

Supplemental systems (local)

Current Mainframe Relational Diagram

Future

Future Relational Diagram

Before

33

Gantt Chart

ID Task Name Duration2006 2007 2008

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul

20d Business and operational analysis including gap analysis

35d RFP process and product selection

39d Project team training

160d Business requirements mapping to software

74d Module configuration

109d Data conversion

101d Interface Development for external systems

48d Custom documentation

85d Post implementation audit and support

1 90d Project planning

14

13

12

10

9

8

4

3

11 90d System modification and interfaces

Aug

19

2009

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

6 144d Business process reengineering

18

15 180dConference room pilot

17

16 80d Acceptance testing

44dEnd User Training

27dGo Live

0dAQIP Steering Team Approval2

0dBoard Approval

7 34dTest Installation and configuration

5

Resource Names

AQIP Team

Steering Comm.

Proj Team

Proj TeamBoard/ Admin

All AreasIT/ CS Depts.

Proj Team

All Areas


IT/ CS Depts

IT/ CS Depts

IT/ CS Depts

Proj Team



Everyone

Everyone

Proj Team, IT/CS Dept

Updated 03/14/07

Recommendations:

Create an ERP Project Management TeamAccept the project plan as developed by this Action TeamBoard presentation of project planAfter approvals, charge project management team to move forward with project plan

Outcomes Measures

Successful implementation of new ERP system.External – clean audit opinion and no significant comments in FY10 Management Letter.Internal – user satisfaction (12 months after implementation) of at least 75% of users.

34

Performance Targets

Spring 2007 Action Team will develop overall action plan.ERP Project Management Team will execute project plan.New ERP System will go live on

July 1, 2009.

THANK YOU!

Questions?

35

Sample Erp County College

Documents

cs depts

independent

including

clean audit

retention

guide activities

receive positive

assistant