Transcript Kuali PowerPoint

Strathmore University
KFS Implementation
Martin Wanjohi, Strathmore University
Vincent Ndoloka, Strathmore University
Keiko Takahashi, The rSmart Group
Kuali Days, Tempe, Arizona, USA
14th November 2007
Agenda
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Strathmore University
Background to Kuali acquisition
Here comes KFS
KFS Project
Improvements with KFS
Issues
Critical success factors
KFS – SU next steps
Africa
And
Kenya
KENYA
•Independence
1963
•42 tribes
•Population 33m
•GDP growth 6%
•Official languages
– English, Swahili
•Currency Ksh
Home of the “Big Five”…
Some more images
Mt Kenya
Masai
Moran
A glimpse of
Nairobi City
Strathmore
University
Strathmore University
Background…
• Started in 1961 as a college offering
advanced level certificate of education
• 1966 – first college to offer accountancy
courses (ACCA)
• 1991 – Professional IT courses are
introduced
• 2002 – begins to operate as a University
offering business and IT programs
Strathmore University…
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A private University
5000 students
300 faculty and administrative staff
300 part time faculty
7 faculties, institutes and schools
(Kenya has 7 public and over 10 private
universities)
Background to Kuali
acquisition…
• Since the 90’s
– Pastel Accounting System
– In-house developed:
• Fox pro system: for academic records
• Library software
• Human resources and payroll systems
– Office automation, email, internet
– Every member of staff has access to a
computer
– 8 computer labs for students
Background to Kuali
acquisition…
• After 2002: ICT systems became in-adequate to
support University expansion
• New ICT Strategy and requirements for an
integrated system to include:
– Enhanced ICT infrastructure
– Academic Management System
– Financial Management System
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Library Management System
E-learning application
HRM/Payroll
etc
Background to Kuali
acquisition…
• Dissatisfied with Pastel because:
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Chart of accounts inadequate
A lot of manual intervention
Reporting very poor
Controls poor
Integration/interfacing problems
No workflow
Not paperless, etc
• Number of systems evaluated based on new
requirements
Background to Kuali
acquisition..
• Problems with available systems:
– The very expensive ones came close, but
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Initial investment including implementation
Licensing and maintenance support
Heavy customization still required
Very much geared to for-profit organizations
– The cheaper ones inadequate
Here comes KFS…
• Idea introduced as a possible candidate
• Stakeholders very skeptical
– The very idea of “open source”
– Will it meet requirements?
– What about implementation?
– Who will maintain it?
– Who owns it anyway?
– “Cheap is never cheap…”
Here comes KFS…
• What turned us around…
– Visited IU and rSmart
– Came face to face with Kuali user
management, technical people
– Kuali being based on a system in use in IU
– SU management readiness to take the risk
– rSmart involvement provided assurance
– Kuali Project and the team
– A basement cellar…
The KFS Project…
• 5-6 months
• rSmart leadership and support:
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Technical training in Phoenix, AZ
Functional training in Nairobi
A lot of “Skype meetings” weekly
Tight project management, coordination, guidance
and direction
Key user involvement, ownership and focus
Functional and technical capacity
Key strategy – “minimize customization”
A beer or two…
Kuali Training…
Management involvement and
support…
A bit of fun at the Carnivore…
Pet without getting killed…
Skype
meetings…
Keiko…
and action items
The Kuali Strathmore Team…..
Robert
Wanjohi
Vincent
Kevin
Bradley
KFS implementation…
• 20 users
• GL, Chart of Accounts, Budget
• eDocs
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Advance Deposit (AD)
Auxiliary Voucher (AV)
Cash Receipt (CR)
Credit Card Receipt (CCR)
Cash Management Document (CMD)
Disbursement Voucher (DV)
Journal Voucher (JV)
Budget Adjustment (BA)
KFS interfaces…
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Academic Management System (AMS)
Payroll System
POS
Stocks
Paynet banking system - EFT
KFS SU Environment…
• Server – HP Proliant 380 G5
– 2 CPU Duo Core 1.7GHz
– 4GB RAM
– 300GB Hard disk
• Platform – Debian Linux
• CAS authentication integrated (SU
contribution)
Improvements with KFS
• Efficiency
– Delays in paying suppliers reduced from an average of 10 days to
less than 2 days (target all payments on time)
– Faster preparation of accounts (months to weeks)
– Reports: target – use of report writer to make them instantaneous
• Process improvement
– Paperless: the problem of moving paper from one desk to the next
eliminated
– Business rules: implementing policy within the process e.g.
categorization, restriction and accountability in the use of funds.
• Improved Controls
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Segregation of duties embedded into KFS, workgroups
Audit trail (eDocs + attachments + notes)
Clear accountability
Faster execution of responsibility
Improvements with KFS
• Data – timeliness and accuracy:
– Up to date balances as work proceeds
– Number of JVs significantly reduced
• Improved cash management:
– Up to date cash balances (daily. Used to be weekly, even
monthly and not assured of accuracy)
– Improved cash flow management
• Work distribution - shift from:
– “Thick front end, thick back end” to
“streamlined front end, thin back end”
– Concentrate on improving data, processes
– Possible re-assignments
Issues…
• Technical problems/issues:
– AV did not work initially - resolved later
– AMS batch feed did not work – resolved later
– Sometimes very slow (problem of garbage collection)
• Functional
– #of accounting lines (limited)
• Lack of required modules:
– Stocks
– POS
– Etc
• Delay in availability of critical modules – AR, AP,
CAMS…
• Users, management getting used
• Auditors
Critical Success Factors
• Management support
• User and user management involvement
• Strong functional and technical teams (rSmart,
SU)
• Project management and coordination
• Training – functional, technical (rSmart)
• A strong project team (rSmart, SU):
– PM, Functional, Technical
• Communication
• Technical assistance (rSmart)
KFS – Strathmore next steps…
• Implement new modules as they become available
• Immediate to go live in March 2008:
– Purchases
– Accounts payable
– Contracts and grants
• Later: KFS Release 3
– Capital Asset Management System
– Accounts Receivable
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– Extend use of KEW beyond financials to make Strathmore
University “paperless”
• Other universities already interested in KFS
– Open source concept gaining popularity
Case Study
Evaluation &
Planning
Implementation
Installation and
Configuration
Assessment
Implementation
Planning
System
Integration
Customization
and
Development
Operations & Support
Managed
Application
Services
Training
Services
Data
Migration
Implementation Cycle
RSN
Network
Remote Implementation
• Tight project management
• Reliance on written communication
– Minutes, process documents, migration
documents, etc.
– Puts everyone on the same page
– Use of document repository (Sakai)
• Trust
• Patience
Nitti-Gritties
• Functional
– Chart of Accounts analysis
– Integration analysis
– Process maps and
workflow analysis
– Workflow setup
– Data conversion
– Migration planning
– Training
– Post implementation
support (RSN)
• Technical
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Training
Interfaces
Beginning balance load
Report conversion
Server setup
Post implementation
support (RSN)
Lessons Learned
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Executive sponsorship
Functional leadership
Right mix of skill sets
Team commitment
Belief in software
Positive attitude - Hakuna matata (No
Problem!)
• Post implementation support
KFS – From Evaluation to
Implementation
10:30 – 11:45 am
Proof of Concept
Implementation
COA Fit-Gap
KEW Application
Questions?