Transcript Document

UPDATE
Finance/Facilities Committee Meeting
Wednesday, October 29, 2003
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PEOPLESOFT ACQUISTION AND IMPLEMENTATION
• Selected and acquired in March 2002
• Budgeted for $10 million
• To be implemented over a 5-year period
- Human Resources/Payroll
- General Ledger
- Position Management
- Purchasing/Accounts Payable
- Projects, Contracts & Grants
- Student Records
- Student Financials
- Financial Aid
- Advisement
- Contributor Relations
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GOALS OF IMPLEMENTATION
• As communicated to Board of Trustees in Sept. 2001
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Modernize aging legacy systems
Enhance integration among systems
Improve student processes
Provide modern reporting tools
Provide web-enabled self service
Redefine business processes (gain efficiencies)
Provide strategic advantage in recruiting and fund raising
Position Universities of the UMS as first class institutions
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PROJECT MILESTONES
NOVEMBER 2001 • Needs assessment conducted including demonstration
sessions
- Two software firms, with specialty products for
Higher Education
- Full week demonstration sessions
MARCH 2002
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PeopleSoft was selected and purchased
- Price was reasonable
- Took advantage of soft market
•
System hired PeopleSoft Project Director from IBM,
John Sponaugle
•
Implementation personnel
- External consultants
- Newly hired technical leads
- Campus and System Personnel with expertise in
appropriate technical and functional areas
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PROJECT MILESTONES (Continued)
MARCH 2002 (Cont'd) • Guiding Principles (see attached)
- Guide us through the 5-year implementation
- Agreed upon by Presidents at outset of project
JUNE 2002
•
ERP Steering Committee was established
- Consists of senior level management from each campus
- Meets routinely
FEBRUARY 2003
•
Student Services Transformation Project launched
- Improve student services
- Standardize where appropriate
- Design more efficient processes
•
Core Team (functional experts) formulated list of improvement
opportunities
•
HR/Payroll went live
JULY 2003
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HUMAN RESOURCES/PAYROLL IMPLEMENTATION
Modules Implemented
– Human Resources
– Payroll
– Benefits Administration
– Time and Attendance
– Employee Self-Service
Assessment
– Complex (multi-campus)
– Self-service (requires oversight)
– Teamwork and accuracy (intra-system dependence)
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STUDENT SERVICES TRANSFORMATION PROJECT
Process
– Team comprised of student administration
representatives from all campuses
– External consultant for facilitation
– Review and document “as is” process
– Identify and recommend process improvement
opportunities
– Presidential review
– Implement as appropriate
Assessment
– Campus autonomy
– Perceived conflict with campus mission
– Improvement opportunities to be implemented
with student modules as appropriate
– Very few organizational implications
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LESSONS LEARNED
Web Security
– Encryption security much greater focus in future
implementations
Communication
– Up-to-date web site
– Newsletters
– Enterprise-wide e-mail informational updates
Training
– Project team discussing recruitment of full-time
training staff
Design and Development
– Appropriate functional area involvement
– Standardize utility software to minimize
implementation costs System-wide
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LESSONS LEARNED (Cont’d)
Risk assurance review
– Conduct independent reviews on pre/postimplementations providing comfort for high risk areas
Reporting
– Attention to reporting requirements early in implementation
Decision making process
– Campus autonomy vs. System-wide initiatives
– Organization chart for ERP project
Business process review
– Perform prior to implementation
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•Represent interests of overall System; maintain
institution-wide perspective
•Champion the ERP implementation and the
accompanying cultural and process changes
•Liaison between project director and campus
committees
Serve as conduit for communication to
campus
Provide oversight for campus ERP
activities
Represent campus constituencies on
implementation issues
•Monitor the progress of the project against
major milestones
•Consider ERP-related technology infrastructure
decisions
UNIVERSITY OF MAINE SYSTEM
ENTERPRISE RESOURCE
PLANNING
Decision makers
CHANCELLOR/PRESIDENTS
AND CAO’S
• Synthesize the information
• Manage the process
• Make recommendations
ERP SPONSORS
Joanne Yestramski, Chair
Judy Ryan, Jim Breece,
Tracy Bigney, Elsa Nunez
STUDENT SERVICES TRANSFORMATION PROJECT (SSTP)
ADVISORY COMMITTEE
ERP STEERING COMMITTEE
Doug Gelinas, Associate VP for Acad. Affairs, CHAIR
Don Raymond, Registrar, UMFK
Beth Shorr, VP Univ. Advancement & Planning, USM
Frank Roberts, Dir. of Lib/Media Center, UMF
John Gregory, Exec. Dir. IT, UM
Tom Potter, CFO, UMM
Laura Pruett, Exec. Dir. of Admin., University College
Dick Kimball, VP Acad. Affairs, UMPI
Dick Campbell, CFO, UMA
Tracy Elliott, Dir. Internal Audit, System
Rosa Redonnett, VP Div. of Enrollment Mgmt., USM
Virginia Gibson - Business School, UM
Quality
Advisor
Advisor
Groups
Rosa Redonnett, VP Div. Of Enrollment Mgmt., CHAIR
Doug Gelinas, Associate VP for Acad. Affairs, Committee Chair
Virginia Gibson – Business School, UM
Allen Berger, VP Academic Affairs, UMF
Laurie Pruett, Executive Director for Administration & CFO, UC
Dick Kimball, VP Acad. Affairs, UMPI
Dick Campbell, CFO, UMA
Tracy Elliott, Dir. Internal Audit, System
Robert Scott, VP of Academic Affairs, UMFK
Mary Stover, Registrar, UMM
PROJECT DIRECTOR
John Sponaugle
CONTRIBUTOR
RELATIONS
TEAM
Business Process Review
JR11(324).doc
Updated: 10/27/03
STUDENT ADMIN
TEAM
Alison Cox
SSTP Core Committee
Admissions
Student Registration
Student Financials
Financial Aid
Advisement
Housing
FINANCIAL
TEAM
Bill Elsemore
General Ledger
Procurement
•Business Process Review
Projects and Contracts
Grants
H/R TEAM
Ann Gravelle/Kim Hikel/
Susan Apgar
Time and Labor
Payroll
H/R and Benefits
Self-Service modules
Position Management
TECHNICAL
TEAM
Mark Boyd
Portal
Database administration
Interfaces
Conversions
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FUTURE PROJECT TIMELINE
• Implement the General Ledger, Position Management and
Purchasing/Accounts Payable
- January 2005 targeted go-live date
- Begin Projects, Contracts and Grants Spring 2005
• Implementation of the student administration modules
- Begin with admissions late Spring 2004
- Other modules to be implemented in the following
sequence (tentative):
- Student Records
- Contributor Relations
- Student Financials
- Financial Aid
- Advisement
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PROJECT FUNDING UPDATE
• Of the $10 million borrowed for the project, $5.0 million has been
spent through June 30, 2003
- Software - PeopleSoft and Oracle - $3.1 million
- Consulting - $1.9 million
- Debt service paid by System
• Ongoing incremental support costs (such as maintenance and technical
training) - $1 million per year charged to campuses
• Hardware costs funded under base UNET budget or campus
budgets (i,e., desktop hardware upgrades)
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CONCLUDING COMMENTS
• This is a major undertaking for the University of Maine System
• New ERP system necessary and crucial to replace legacy systems
• We must do BPR to reach our goals (efficiencies will be gained)
• Change management is our greatest challenge
• Efficiencies not fully realized until all modules implemented
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