Microsoft PowerPoint - PaulDrobny62269670.ppt [Read-Only]

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<ul><li> 1. Evaluate Your ERPDig the Pig! Paul Drobny Student Affairs Systems Technology Manager UC Davis7/11/2007 </li></ul> <p> 2. In this Session: Encourage Business Management to take Leadership role in Technology decisions ERP Defined - Why Would you Want One? Living with your ERP Making Institutional Decisions : Resource Implications What is the Ultimate ERP? Infrastructure and Architecture Implications The Business Case Bang/Buck Wheat &amp; Chaff separation about ERPs7/11/2007 3. Enterprise Resource Planning (Program) DefinedAutomation that models and tracks an entire business enterprise no matter how complex in a single system.Components: 1) Accurately Models All business functions (OLTP) 2) Strategic and Tactical Reporting Systems 3) Integrates Disparate Computing Systems7/11/2007 4. Most Desired Components On Line Transaction Processing in Real Time A Single Repository for all institutional data Standard Entity Relationship Models for use by all Both Structured and Non-Structured data Presentation Layer : Internet Browser Access Revered by Strategic Analysts, Administrative Tacticians, and End Customers alike Economies of scale modeled by one developer Integrated Administrative and Learning systems Easy to use Real Time Integration options 7/11/2007 5. More Ultimate Components Secure Identity Management with Single Sign On Integrated Automated Job Control Users trained in one area easily learn another Data Warehousing components - easy to use Rich Common Reports Environment Encourages Communication by disparate offices Lithe and Flexible - Easy to modify to specs Executive Management, Management and Staff are impressed and engaged Change management is relatively painless 7/11/2007 6. Higher Ed ERP DefinedA Three Legged Chicken SIS General Ledger Accounts Receivable Financial Aid Course Management System Admissions &amp; Enrollment Tracking Automated Grade Book Customer Relations Management Built in (CRM) Student Health System, Bookstore, Library integrated Integrated Course Management System for Faculty use Alumni Accounting No Stand Alone (ie Graduate) Tracking or Sneaker Net7/11/2007 7. ERP DefinedIn support of excellent services for our Students inpursuit of learning, discovery and engagement, technology offers us the facility to use our constrained budget to improve efficiency, reduce labor, increase accuracy and free our staff to direct their attention to students in ways only caring humans can.7/11/2007 8. Marketplace defined ERP of the 90s: Begin with common best practices Vendors develop standards for all institutions Offer Silos for Vertical integration If your institution doesnt work this way Change your business process or Modify the software yourself to reflect yourinstitution External Bolt-ons or Shadows to add function w/omaintenance 7/11/2007 9. Tales of Implementation Cost Overruns CSU 1999 to present $400M Painful Implementation schedules (double duty) Freakishly complicated processes and compliance High priced hired guns ($350/hr?) Cultural backlash Automated process manually on computers Incorrectly Modified Software burdens forever Worse : no institutional understanding of the problem7/11/2007 10. @UC Davis 4 Pieces Student, Admissions, Fin Aid &amp; A/R Separate Integrations HR, GL, Contracts &amp; Grants, Office of President feeds Locally developed applications Student interaction through presentation layer bolt-ons Shadows &amp; stand alones Some legacy systems, some stealth A Patchwork Quilt Im dreaming of a real ERP! 7/11/2007 11. 7/11/2007 12. Build, Beg AND Buy Buy the SIS piece Open Source the G/L piece Borrow the report piece Build the integration Does it matter if you buy commercial, Design your own or use Open Source? Begging is elusive fit/gap turns it into Build 7/11/2007 13. What Do You Have? EduCause ECARs Tell Us Majority of Institutions do not implement allmodules at once Politics and Cost 1% HR only, 33% HR, Finance, Student Many Unis are Schizophrenic Banner,Peoplesoft &amp; others together Guaranteed Development Costs Youve got a Patchwork Quilt7/11/2007 14. Why? Reasoning for Implementing ERPs Replace Legacy Systems : 41% Improve Customer Service : 16% Transform Institution : 13% Modernize Campus Environment : 5% Increase Efficiency : 3% Provide Better Management Tools : 4%7/11/2007 15. Major ERP Implementations are Scary and EXPENSIVE! Cost overruns &amp; mismanaged projects Modeling an institution this complex can be a daunting task for anyone and everyone Functional staff doesnt see why they should have the burden of the implementation Re-Engineering crosses organizational boundaries, which become political Theres no such thing as back-fill7/11/2007 16. Low Hanging Fruit is Incremental and Confined Local Organizations can handle the whole thing or can they? Years of painful change nonexistent make up for it with years of technical support The Functional Experts define the functions most needing automation but can the local experts muster the resources except in emergencies? bolt-ons need little long-term maintenance Local approval is much easier than blanket 7/11/2007 17. So Why Bother? Entity relationship models go to the core of automation potential savings are high When one branch is committed to change and another isnt, manual fixes are required in the data which is costly When inefficiencies are plain, someone will suggest installing a vendor solution To get to a Service Oriented Architecture, you must build an accurate institutional model, regardless of strategy An Erector Set with a presentation layer is usable in the short and long term7/11/2007 18. Take Your ERPs Temperature Accurately models your institution in cyberspace Fit/Gap nets zero Entity Relationship models work for every situation Provides excellent strategic management tools (A+ reporting both tactical and ad-hoc strategic) Leverages Technical &amp; Functional Personnel Provides a Easy to Use Real Time Interface reflective of business procedure &amp; policy Provides for both structured and unstructured data Operations can be easily handled by trained personnel Your staff is thrilled to have automated tools and keeps inventing in new ways to use them 7/11/2007 19. Take Your ERPs Temperature Accurately models your institution in cyberspace Fit/Gap nets zero Entity Relationship models work for every situation Provides excellent strategic management tools (A+ reporting both tactical and ad-hoc strategic) Leverages Technical &amp; Functional Personnel Provides a Easy to Use Real Time Interface reflective of business procedure &amp; policy Provides for both structured and unstructured data Operations can be easily handled by trained personnel Your staff is thrilled to have automated tools and keeps inventing in new ways to use them 7/11/2007 20. ERP Temp Contd (not so good) Boutique programs that require creative data solutions Staff manually updating student cases is expensive Use of system requires deep technical knowledge Both Functional and Programmers are annoyed with solutions The Enhancement List doesnt shrink, unless projects fall off Your customers are constantly confused or obtain 2 different answers to a single question Your student lines are long You or staff wonder if youre not better off with paper &amp; pencil Your automation budget seems woefully small Analysis requires collating data from the 4 corners of the earth, some automated some manual7/11/2007 21. Next Generation Commercial ERP Promises? Workflow Built in Service Oriented Architecture Document Management - unstructured Business Logic in a separate layer Business Process Execution Language Scenario based workflow Better reporting tools Integrated Customer Relations Mgmt Visual Modeling tools 7/11/2007 22. What We Know At This Point:We want an Ultimate ERPWhat that consists ofWhat we start with a patchwork quiltWhy we cant just drop an ERP into our institutionHow to Evaluate our ERPs andEnhancements to them 7/11/2007 23. Working Principles Research 1 Institutions are complex and require Architecture Layer design plans &amp; careful integration to avoid maintenance burden Better Management is the best reason to pursue a fully functional ERP (and efficiency is a pretty good one too) A properly aligned ERP has almost limitless broadly defined potential and can influence the bottom line Vendor products are not mature enough to handle Tier 1 Research complexity alone Its ENTIRELY appropriate for the functional offices to make the business case for improved automation and have a major influence in implementation Admit youre in the integration business Legacy Systems Fit in the Patchwork/Erector set Divide applications into smaller chunks that interact with each other through standardized interfaces (SOA)7/11/2007 24. Conclusions Remember that your people and their expertise are what hold your institution together, not the ERP Paralysis of Analysis holds your people back Get your functional people doing analysis and teach them how to express what they need Fit/Gap Analysis and Spec development builds teamwork, morale and buy-in For Systems Integrators, It doesnt much matter if you Build, Buy or Borrow .. Its a continuum Invest in a solid architecture &amp; make programmers integrators, and develop a key integration strategy You cannot successfully out-source your business expertise7/11/2007 25. Bibliography Enterprise Resource Planning Systems in Higher Education by Paula King et al Educause Center for Applied Research Vol 2002 Issue 22 You Look Marvelous But is there more to next-generation ERP than lip gloss and eye shadow? by Rick Whiting Information Week July 2006 Enterprise Wide System Implementations at Multicampus Institutions by Norma Holland et al EduCause ECAR Volume 2005 Issue 5 Higher Education Faces Integration Challenges by Marti Harris et al Gartner ID Number: SPA-21-8353 December 23, 2003 The Future of Government Software: Make, Buy or Share by Andrea Di Maio Gartner ID Number: G00132693 November 14, 20057/11/2007 26. Questions or Comments? Paul Drobnypsdrobny@ucdavis.edu7/11/2007 </p>