Surviving large scale rollout of Financial System overhaul
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Transcript Surviving large scale rollout of Financial System overhaul
Surviving Large Scale Rollout
of Financial System Overhaul
UCCSC 2014
August 4, 1024
Mimi Sosa
Where we were
Once upon a time, long long ago….
Financial accounting structure was
implemented in Mainframe system once
considered “leading edge”
Where we were
Over next decade(s);
Accounting structure had planted a deep roots
across all over campus and Medical Center
departments
Where we were
Few years ago, we had to face the
truth and begin the process to bring the
system into 21st century…
Where we wanted to go
New Chart of Accounts (COA)
A comprehensive redesign of UCSF’s system of
accounting records
MyReports
Improved financial and operational reporting
campus-wide to support decision making
UPlan
Web-based Budgeting and planning tool with
Excel-style interface
Pre Planning
Part of Chancellor’s Goals
Create a financially sustainable enterprise-wide business model
Design and implement transparent and effective budgeting and
planning processes
Maximize existing revenue streams, develop new ones and continue
Operational Excellence efforts to manage costs
High Level Conceptual Design of COA
Road Show by Controller’s Office
High Level time/effort estimates
Identify key players
Planning
Establish Project Teams
Project Management Team
Departmental Champions
Steering Committee/Think Tank
Working Groups (SME)
Technical Teams
Establish Roles and Responsibilities
High Level Project Timeline
Project Plan, Project Budget & Resource Plan
Comprehensive inventory of Departmental Systems
System Environment Planning
Communication Strategy
Design & Development
Conversion Methodology & Development
Identify impacted programs
Meetings with Departmental Representatives and IT
staff
Identify Integration impact
Functional Specifications
Technical Specifications and Development
Testing
System Environment Management
Test Case/Scenarios
Functional Testing
Integration Testing
Performance Testing
User Acceptance Testing
Mock Conversions
Tracking Testing Issues
Implementation Preparations
Downtime for all impacted systems and
dependencies
Implementation (Cutover)Plan (Including
Rollback Plan)
Implementation Rehearsals
Training
Change Management
Pre-Cutover Tasks
COMMUNICATIONS!!!!
Implementation
24x7 Operation
Check-in points
Implementation staff – Task updates
Functional Sanity Testing
Go/No Go
Challenges
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Design Changes
SaaS modifications & Integrations
Lack of Departmental system inventory
Lack of Design/Conversion understanding
Moving System freeze dates
Coordination of 3 major initiatives
Coordination and communication with all
impacted systems
TIPS
Identify Key User Departments and
advocates early
Identify right resources with proper skill sets
Run the Project with Internal Staff with
augmentation of consultants as required
Manage by Project Plan
Commitment from Senior Management to
Staff
TIPS
Take the opportunity to re-engineer business
process and implement best practice
Clear understanding of business
requirements
Thorough analysis of current state
Minimize customizations
Define historical data conversion
requirements early and understand various
dependencies
Thoughtful decision on go live date
Timely decision on key design issues
TIPS
Identify all integration points and it’s
dependencies
Identify all impacted systems early
Early engagement with SaaS vendors
Early engagement with UCOP for UCOP
reporting and identify impact to the system
Frequent Conversion Testing
Multiple “go live” rehearsals
Observe system freeze
Test, Test and Test
TIPS
Dedicated Website
Change Management & Training
Post go live support readiness
Leverage all channels of communications
Keep positive attitudes & stay flexible
Rally the team and support each other
Believe that project will be completed (in
this lifetime)
F3 Stats
• 350+ people contributed as Champions, UPlan Control Point Coordinators, FAS Think
Tank members, SOM Think Tank members, and MyReports SME’s and Volunteer Testers
• 80 total project team members over 2 years
• 10,000+ UCSF personnel affected
• 5,630 people made 17,008 visits to the F3 Training site
• 29 training modules & 69 job aids created
• 2,685 people took online training for COA, MyReports, and UPlan
• 295 people took in-class UPlan training
• 361 pages written to create the UPlan training manual
• 23 Champion Meetings totaling 46 hours and 1,230 slides
• 8 Town Halls
• 1,585 people made 3,177 visits to the Department Readiness tool
• 209 readiness items in DR Tool
• 8 dedicated distribution lists
• 4 dedicated help desk resources
COA Stats
300~ Design Specifications written (many rewritten)
1100~ Tickets created for Enhancements and
Testing
350~ PeopleSoft Technical Projects Migrated
9500~ PeopleSoft Technical Objects Modified
75,000~ hours spent by 28 Staff (past and
present) and Consultants
16~ Monthly Meeting with Department IT
Project Timeline – Approx. 2 years
Post GO LIVE
Almost scary quiet
All hands on deck to quickly resolve issues
Continued few strategic meetings to ensure
smooth transition
Vigilant monitoring of the system
Tracked trending of issues to identify
improvement areas
CELEBRATE!!!