HCM ImplementationThe ASU Way

Max Davis-Johnson

University Technology Office

April 26, 2007

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

Thanks to each and every one of you ... for all

you’ve done and all you’re yet to do…

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

All you’ve done…

• Implemented and supported TAM• Learned• Configured and Setup• Converted• Tested• Designed• Developed • Trained

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

All you’re yet to do…

• Implement Payroll

• Implement HR

• Implement Benefits

• Implement Time & Labor

• Support all the above

Who knows what all else????

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

Growth &

ChangeGrowth &

Change

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

ServiceService

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

Why a new strategy?

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

From Context to Core

Core processes … are the ones that differentiate

you … so that customers select you over your

competition.

Everything else is context.

-- Geoffrey MooreDealing with Darwin

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

From Context to Core

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

The Core

InformationSecurity

Digital Library

High PerformanceComputing

Enterprise Intelligence

User Support

Applied LearningTechnology

Student Success

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

Managing Context through Strategic Alliance

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

Like technology from an advanced alien civilization…

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

ASU Strategic Technology Partners

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

ERP The ASU Way

Adapt

Grow

Implement

Iterative Process

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

ERP the ASU Way

External Hosting

Transparency – The Frankenstein Factor Antidote

You can have any flavoryou want…

Avoiding procurement fatigue

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

ERP the ASU Way

Standing on the shoulders of others

Go towards the sound of the guns

Empower Decision Making

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

ERP the ASU Way

Data and Reports

Project Organization

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

• Best Practice 1 - Executive management endorses and supports the project

• Best Practice 2 –This is not just a technology project. It is an University project.

• Best Practice 3 – In the Functional vs. Technical balance, functional weighs more than technical. Functional processes and needs are the core. Technical serves the core.

• Best Practice 4 – Be cognizant about the need to adapt the organizational changes.

• Best Practice 5 – A project management team will be assign full-time to the implementation.

• Best Practice 6 –The project team composition will represent all functional areas.

The Sweet Sixteen…

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

The Sweet Sixteen…• Best Practice 7 – Project team members are full

time on the project and normal job responsibilities will be reassigned. Backfill is required.

• Best Practice 8 – Budget will not be the primary consideration in making project implementation decisions. The ability to track and reallocate budget in a timely manner within the overall project budget is critical. Spending a little more early can literally save you millions later.

• Best Practice 9 – The project team will be empowered to make decisions. Decision elevation process in place.

• Best Practice 10 – A separate dedicated work environment specifically created for the project team is required.

• Best Practice 11 – Reward, praise, and celebrate.

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

The Sweet Sixteen

• Best Practice 12 – Milestones drive the implementation schedule. You adapt the “Lawyers, Guns, and Money” philosophy.

• Best Practice 13 – Use the software out of the box or re-engineering a business process before changing the ERP software.

• Best Practice 14 – Use experienced consultants to facilitate implementation efforts and do knowledge transfer. Core functional teams will have a full-time consultant for the duration of the initial implementation project.

• Best Practice 15 – Implementation information should be continuously communicated to the campus community.

• Best Practice 16 – Start early on data -conversion and reporting

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

Challenges

• Getting the culture of higher education to embrace a new paradigm

• Executive commitment• Resource commitments• ERP Acceptance Curve and the

“trough of despair”• Acceptance of Role Changes

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

How do you do faster, cheaper, better?

• Align with partners who have administrative technology as part of their core business

• Use the improvements and reliability of the PeopleSoft software and the maturing and quality of related services

• Spend money early to get it right and meet milestones

• Define and follow implementation principles• Adapt best practices – “A Sweet Sixteen”• Organizational issues outweigh software issues-

software and methodologies are mature• Implement – Adapt – Grow• Compressed timelines actually promote success• Keep the project team supplied with caffeine• Giddy-up!

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

Oasis – Year 1• Admissions online• Financial Aid online• Talent Acquisition online• Registration online

• 54M records converted• 24,000+ students

admitted• 33,000+ students

registered

• On schedule• On budget

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

Performance

Selected Clumsiness

Incomplete data

Missing

functionality

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

Will it be this?

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

or this?

U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y

Thanks to each and every one of you ... for all

you’ve done and all you’re yet to do…