We Built, We Bought, We Shared

Eric Denna, University of Utah

Steve Fleagle, University of Iowa

Laura Patterson, University of Michigan

Tedd Dodds, Cornell University

$5B on ERP (2002 ECAR study)

(500,000 one year $10K scholarships)

Part 1 Why is college so damn expensive?Part 2 Why college is still worth itPart 3 The three stories of rising tuitionPart 4 How important are state higher ed cuts?Part 5 Is the economy forcing colleges to spend more?

Part 6 Why there's no reason for big universities to rein in spending

Part 7 Is government aid actually making college more expensive?

Part 8 Are rich kids ruining college for everybody else?

Part 9 Can MOOCs solve the college cost crisis?

Part 10 How can we fix skyrocketing tuition?

Washington Post WonkblogIntroducing ‘The Tuition is Too Damn High’By Dylan Matthews, Published: August 26

$5B on ERP (2002 ECAR study)

(500,000 one year $10K scholarships)

BuildBuy

Share

University of Iowa

We Built

Where did you start when you made your last big administrative IT investment? 30 years old, siloed systems

Fragmented and disparate data, SSN based

Limited ability to extend functionality

Technically constrained

Proliferation of shadow systems

Weak relationships between functional, technical,

and collegiate staff

What did you decide and why? RFP process yielded only one viable product – and that

implementation failed

“Building Blocks” approach

Traded $ for time

Phased implementation, full production spring 2013

Mainframe retired last spring

Where are you headed? System improvements resolved immediate pain points

System implementation has greatly improved

relationships between functional, IT, and collegiate staff

True partnership provides foundation for moving forward

Continue to work collaboratively on improvements

Monitor alternative solutions

University of Michigan

We Bought

Where did you start when you made your last big administrative IT investment?In the 90’s we had……

Fractured environment with multiple authoritative

sources of information

Plethora of shadow systems in use

No data infrastructure to enable business intelligence

Broken business processes and poor service

What did you decide and why? Developed a strategic data plan calling for a shared data

infrastructure supporting end to end business

processes, data driven decisions, and self service

Implemented PeopleSoft for Finance (1998), Student

Administration (2000), and HR (2001)

Have leveraged it to cut over $100 million in costs from

administrative services through process improvements

and strategic contracts

More recently implemented other vendor products for

Research Administration and Fund Raising

Where are you headed? IT Strategic Plan calls for a “Cloud First” strategy

Implemented Concur for Travel and Expense to try out

SaaS for business processes

Consolidated 46 email and calendar services into

Google for faculty, staff and students

Will “wait and see” what’s happening with Oracle,

Workday and other vendors while we invest in teaching,

learning, and research

As products emerge & mature, we will move to cloud

services (probably about 5 years out)

Cornell University

We Shared

Where did you start when you made your last big administrative IT investment? Start? We never seem to stop!

We share, buy, and subscribe

Oracle Student, Contributor Relations, 2008

Kuali Financials, 2011

Workday HR/Pay, 2013

Kuali Coeus pending, 2015

Resources are inelastic, time to market too slow

What did you decide and why? IT@Cornell Strategic Plan

Improve value proposition: cost, usability, BI

Rebalance IT investment from 90% utility

Business process improvement

Cloud preferred

Workday, Office365, dozens of others

Small team finds/develops externally sourced solutions

Experimentation

E.g., TopCoder

Where are you headed? Continue to execute and refine strategy

New sourcing opportunities continue to emerge

Improve internal change management

Functional, IT, leadership

Cloud value proposition of ‘good enough’

Reshape IT workforce

More “row people”, leadership development

Core to IT@Cornell strategic plan

$83M