morning session

CUNY ERPBriefing Session for Campus Teams

February 28, 2007

Agenda For the Day

10:00am-Noon -- General Session10:00am-Noon -- General Session

12:00pm-1:00pm Lunch12:00pm-1:00pm Lunch

3:00pm-3:30pm College Campus Team Meeting3:00pm-3:30pm College Campus Team Meeting

3:30pm -4:00pm Next Steps3:30pm -4:00pm Next Steps

1:00pm- 3:00pm Workshops 1:00pm- 3:00pm Workshops

Agenda

1.Welcome1.Welcome

2. What is the ERP?2. What is the ERP?

4. Benefits/Project Lifecycle4. Benefits/Project Lifecycle

5. ERP Organization –The Team5. ERP Organization –The Team

6. ERP Campus Teams6. ERP Campus Teams

7. Phase 0 Status7. Phase 0 Status

8. Project Timeline/Phasing8. Project Timeline/Phasing

9. Agenda for the Day9. Agenda for the Day

3. Why CUNY Needs an ERP?3. Why CUNY Needs an ERP?

What is ERP? What is ERP?

ENTERPRISE RESOURCE PLANNING ERP focuses on integrating the business processes, transactions and

data by utilizing a shared software application throughout the enterprise

ERP projects have been implemented in Higher Education when there is a desire to transform the organization, develop efficiencies and effect positive change, or when aging legacy systems approach failure.

Enterprise Resource Planning

What is an ERP?

Enterprise Resource Planning Systems (ERP's):

Integrate all data and processes of an organization into a unified system.

A typical ERP system will use multiple components of computer software and hardware to achieve the integration.

ERP systems typically attempt to cover all basic functions of an organization, regardless of the organization's business or charter. Business, non-profit organizations, non governmental organizations, governments, educational institutions and other large entities all utilize ERP systems.

Key Goals of CUNY’s ERP Project

Replace over 25 antiquated University systems that serve Student Administration, Financial Management, and Human Resource Management with one new fully integrated ERP solution.

Re-engineer and standardize CUNY’s core set of business processes and integrate them into a single computing architecture.

Manage all of the University’s data in one database.

Implement ERP modules to provide functionality that currently does not exist in the existing systems, such as admissions prospecting, Customer Relationship Management (CRM), workforce management, and e-procurement.

Implement state-of-the-art security to ensure that the highest level of protection is afforded to the University’s data.

Top 10 Reasons to Replace the CUNY Existing Systems

CUNY existing systems are failing everyday and cannot

meet the increased size and demands of the University. Off-

the-shelf software solutions require costly customization to

work with CUNY systems.

The CUNY workforce with the skill set to support the

existing systems has dwindled. It is increasingly more

difficult to maintain adequate staff to support and enhance

our systems.

Documentation for the existing systems is inadequate; how

these systems work is known to only a few remaining

employees.

The University has over 35,000 employees and no human

resource management system. Current systems do not

provide for needed functionality such as admissions

prospecting, CRM, e-procurement, etc.

The inadequacy of the CUNY existing systems’ functionality has led to the development and purchase of 100s of shadow systems that are difficult and expensive to maintain.

CUNY has twenty independent student databases that do not share data. CUNY’s multiple financial system need to share data with each other and with the City and State systems. There is no integration of the current human resources data with any of the existing systems or with the City or State workforce management and payroll systems.

The lack of integration and no single data source leads to redundant data and inaccurate information.

Current security and access controls of the existing systems are insufficient and antiquated. In addition, the key identifier for all systems are social security numbers. The systems current design presents a great risk for security breaches and identity theft.



University business process were developed around the limitations of the existing systems that they rely on. User needs and best practices were not considered in the original design of these systems.

Our student system is a customized system written in COBOL using early 1980s database tools. The Admissions and Financial Aid systems are written in Assembler using a homegrown database written in the mid 70's. This year The University was late in finishing changes that came from some revised federal programs.

Key Benefits of Implementing the CUNY ERP

Student Integrated database for all CUNY colleges that allows for a consolidated student record reflecting all academic work and offers the ability to view a full CUNY transcript

Access to view class schedules and class enrollment data across CUNY Ability to report real-time on class registration statistics including student detail data and add/drop

details Ability to add/build paperless workflow processes into student services Full cashiering capability including web access to the administrative bursar functions Ability to maintain a database for tracking and managing student prospects Ability to coordinate recruiting activities around the University

General Ledger

Ability to create an integrated chart of accounts which serves all constituencies across CUNY Improved budgeting capabilities including infinite budget types, each with unlimited versions Ability to integrate position management budget data with the human resources system

Core HR Ability to build automated, paperless workflow processes into hiring and employee maintenance business processes

Ability to integrate human resources data with payroll data preventing duplicate data entry Ability to maintain “Position Management” data so that positions and employees can be tracked and

budgeted Ability to maintain employee job attributes and store job history so that new/updated appointments can

be reported Ability to maintain bio/demo attributes for all CUNY students and employees in a single repository Ability to allow student employees and instructional staff to have a single consolidated record shared

by the student and the human resources systems

Reduce the costs of developing customized solutions with limited integration into outdated systems. Eliminate the cost to purchase and support 100s of shadow systems.

Standardize on tools (hardware and software) and enter into enterprise licensing agreements thereby reducing licensing costs.

Reduce cost for paper and printing since most business processes would be developed in a paperless online environment.

Establish, where practical, shared services that would eliminate duplicative staff and functionality throughout the University.

Create an E-Procurement system that supports all University procurements and eliminate individual campus contracts.

Creating the proper controls that would reduce the University’s exposure to fines and disallowances.

Key Benefits of Implementing the CUNY ERP

CUNY’s ERP Lifecycle

ProcureProcure DevelopDevelop ImplementImplement

•Issued RFI and RFP

•Conducted Vendor Presentation Sessions that over 600 people from the campuses attended

•Established RFP Technical Evaluation Committee with over 160 advisors from around the University and Colleges

•Dual Negotiations and signed agreements from both vendors

•Design module phasing plan

•Analyze how the selected software fits into CUNY requirements & identify gaps (Fit/Gap Analysis)

•Re-engineer processes as appropriate

•Configure software & build extensions to meet CUNY requirements

•Convert data

•Test the system

•Provide Customized end-user training

•Receive final sign-off from end-user community that the system is ready to be deployed

•Conduct Parallel Testing

•Design & implement “cut-over” plan

•Conduct “Lessons Learned” meetings

•Sunset systems

Jan 2002

Dec2006

June 2012

Organizational Chart

Testing Manager

Organizational Readiness Manager

Functional Project Manager

Technical Project Manager

Program Management

Office Manager

Technical Architect

Administrative Assistant

Office Assistant

CIS Data Conversion

Team

Information Security Analyst

Other Technical Resources

Training Manager

Communications Manager

Student Application

Architect

Financials Application

Architect

Human Resources Application

Architect

Contracts Manager

HR SME (Recruitment )

HR SME (Generalist )

HR SME (Payroll /Time/

Leave)

HR SME (Benefits )

Student SME (Academic

Administration )

Student SME (Student

Financials )

Student SME (Financial Aid )

Student SME (Records and Registration )

Student SME (Records and Registration )

Financials SME (Budgeting )

Financials SME (General Ledger )

Financials SME (Procurement )

Financials SME (Other)

Change Mgmt . / Org. Readiness

Liaisons (at the Colleges )

Testers

CIS

Network Analyst

Training Resources (part of Project Team )

Budget Analyst

Student SME (Other )



HR Liaisons (at the Colleges )

Financials Liaisons (at the

Colleges )

Student Liaisons (at the Colleges )

ERP Team – Managers & Subject Matter Experts

Campus Representatives

ERP Project Director

PROJECT

MANAGEMENT

IMPLEMENTATION

TEAM AND

COLLEGE

REPRESENTATIVES

Campus Project Executive (at the

Colleges )Communications

Liaisons (at the Colleges )

Training Liaisons

(at the Colleges )

PM Partner

Operations Manager

Project Liaisons (at the Colleges )

Office Assistant

QA Partner

Project Partners - Monitoring

CUNY CIS Management/Support

The Campus Team’s Role in ERP Creating the Campus Team

Gaining and maintaining support for the project from campus constituencies

Communicating the ERP project messages

Champion the ERP vision and focus

Campus Teams

Campus Project Executive

Project Liaison

Training Liaison

Communications Liaison

Functional Liaisons / Campus Subject Matter Experts Student Administration Financial Human Resources

Change Management/Organizational Readiness Liaison (meeting at a later date)

The Campus ERP Team

Role Responsibility Initial hours of monthly effort

Project Liaison Promotes knowledge amongst the campus project team. Leads other liaisons in task identification and completion. Supports the ERP PMO in identifying/mitigating issues at the campus level.

Attends weekly team meetings (4hrs)Compiles/reports status to team (4hr)Attends monthly University-wide Project Liaison meetings (2hrs)

Training Liaison Supports and implements the CUNY Training Manager’s/ vendor’s Training Plan

Attends weekly team meetings (4 hrs)Execution of skills assessment, training (to be assessed) Attends monthly University-wide Training Liaison meetings (2 hrs)

Communications Liaison

Supports and implements the CUNY Communications Manager’s/ vendor’s Communication Plan

Weekly team meetings (4 hrs)Circulates project communications (4 hrs)Attends monthly University-wide Communications Liaison meetings (2hrs)

Functional Liaisons:Human ResourcesFinanceStudent Administration

Supports the ERP Functional Leader and vendor in business process analysis/fit gap analysis and other functional/business processes. Coordinates input from each of the component areas of Human Resources, Finance and Student Administration.

Attends weekly team meetings (8hrs)Reports issues to Project Liaison (4 hrs)Meets with heads of functional areas (16 hrs)

Change Management/

Organizational Readiness Liaison

Supports and implements the CUNY Organizational Readiness Manager’s/ vendor’s Change Management Plan

Attends weekly team meetings (4hrs)Assessment of Org readiness (to be evaluated)Attends monthly University-wide Organizational Readiness meetings (2hrs)

The Campus ERP Team

ERP Update

Where are we?

Where will we be in the next 60-90 days?

What is the status of the contract?

Phase 0 StatusPhase 0 Status

Phase 0 – Planning Session

Goal: Clarify RFP requirements and finalize the related contract documents

Status:

Planned Start Actual Start Planned Finish Estimated Finish

Jan 3, 2007 Jan 2, 2007 Feb 28, 2007 Feb 28, 2007*

Milestones Planned Date Actual Date

All Workshops Complete (48) Feb 2, 2007 Feb 9, 2007

Contract Supplements Completed Feb 22, 2007 April 15, 2007 **

Start of Phase 1 March 1, 2007 March 1, 2007

* May be moved to March 31, 2007 due to contract supplement review

Executive Sponsor Meetings• President of Oracle (Jan 30)

• Oracle Sr. VP North American Consulting (Jan 30)

Hosting SOW Review

Campus Teams Planning• Campus Executives Introduction

• Liaison Identification Completed

• Standard Meetings Scheduling

Council Identification and Outreach Initiated

Program Management Office• Staffing

• Infrastructure Creation

• Standards Creation

QA & PM Partners Contracts Finalized

** Hosting Statement of Work and Pricing changes caused by phasing decisions to be scheduled

Project Timeline as of 2/28/2007Project Timeline as of 2/28/2007

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Financials

Human Resources Mgmt

Student Administration

KEY

Go Live Key Dependency Checkpoint Validation Period Integration, Dependency, and Downstream Impact Planning Fit/Gap Analysis Implementation Period

2010FY 06/07

Phase 3

FY 10/11FY 08/09 FY 09/102009

Phase 2Phase 0 Phase 1

CUNY ERP Implementation Timeline - 5 Year Plan

General Ledgerw/Base Budgeting and Commiment Control

Payroll Interfaces to City and State

Accounts Payable

2006 2007 2008FY 07/08

Purchasing

Person and Org. Information

Time and Attendance

Fixed Assets

Treasury and Cash Management

Advanced Budgetingw/Dist. Budgeting and Budget Analytics

Accounts Receivable

Human Resources w/Base Benefits

and Recruiting

Benefits Administration

PayrollNon-City/State

SEVIS

Student Records

Student Finance

Academic Structure

Recruiting and Admissions

Prospecting/CRM

Admissions Processing

Financial Aid

Student Recordsto Support Financial Aid

2011

COA, Accounting Structure

All Colleges

All Colleges

All Colleges

All Colleges

All Colleges

All Colleges

All Colleges

All Colleges

All Colleges

All Colleges

All Colleges

Wave 3 Wave 4

All Colleges

All Colleges

Pilot

All Colleges

HR Org. Structure

All Colleges

Wave 2 Wave 3 Wave 4All Colleges

Wave 1

Wave 1

All Colleges

All Colleges

All Colleges

Wave 2

All CollegesWork-Study Payroll

Phasing Strategy RecommendationPhasing Strategy Recommendation

Phasing Changes Requested by Process Owners / Users

Procurement / AP/ Expense Management Implementation of Central Office (plus one or two colleges) in January 2009 All colleges live by June 2009

Bank Reconciliation portion of Treasury Management Overlap with Purchasing / AP

Advanced Budgeting Move implementation from June 2011 to July 2010

Identify opportunities in Base Benefits module to develop interfaces with the providers

NYC/NYS Payroll Interface Keep in phase 1 subject to agreement by the city and state

CRM Move out to Phase 3 (2010)

Prospecting / Admissions Complete implementation for all colleges by December 2009 Re-design to a competitive admissions business process (colleges get more

decision making / authority) vs. the current allocation method

Phasing Strategy GuidelinesPhasing Strategy Guidelines

Phasing Changes as a Result of Phase 0 Discussions

Financial Aid Implementation moved from February 2008 to

February 2009

Agenda For the Day

12:00pm-1:00pm Lunch12:00pm-1:00pm Lunch

3:00pm-3:30pm College Campus Team Meetings3:00pm-3:30pm College Campus Team Meetings

3:30pm -4:00pm Next Steps3:30pm -4:00pm Next Steps

1:00pm- 3:00pm Workshops 1:00pm- 3:00pm Workshops

morning session

Documents