technologyoperatingcommitteemeeting - yale university€¦ ·...

Technology*Operating*Committee*Meeting*Thursday,*December*6,*2012*3:00*pm*@*5:00*pm*25*Science*Park*Room*663**In*attendance:*Susan*Kelley,*Karen*Colburn@Murphy,*Jane*Livingston,*Lec*Maj*(remotely),*Kim*Miller,*Susan*Monsen,*Joe*Paolillo,*Len*Peters,*Randy*Rode,*Russell*Sharp,*Alan*Usas**Roseann*Adams*(PMO),*Susan*West*(ITS*Staff)**Quorum*is*reached.**1.*RE17%C'Conflict'Of'Interest'Phase'II'@*Request*to*Initiate*@*Joyce*Lush,*Director*and*Client*Team*Lead*of*Research*Enterprise,*Marie*Stark,*Bob*Davis.*See#presentation#slides#for#details#of#project#and#request.*o Need*to*change*the*nature*of*the*business*processes.*Had*a*project*in*the*summer*

to*make*sure*that*Yale*remained*compliant,*but*this*project*left*us*with*some*serious*gaps:*Business*process*strain,*submitting*details*gaps,*and*a*significant*part*of*the*compliance*information*is*being*kept*offline*currently*@*not*sustainable*in*the*long*run.*

o $540K*project*total*to*complete*those*gaps.*o Need*to*rationalize*so*that*it*is*clear*to*faculty.*This*a*convoluted*process*and*

keeping*a*form*up*to*date*on*the*requirements*has*been*difficult.*Doing*an*analysis*on*this*data*is*quite*difficult.*The*process*and*the*requirements*is*frustrating*for*everyone*as*we*see*lots*of*errors*and*mistakes,*which*creates*lots*of*work*in*the*grants*office.*

o Developing*a*new*system*will*create*four*application*flows*that*will*be*much*easier*to*maintain*and*navigate.*

o Asking*for*approval*for*project*initiation.*Full*project*is*$539,000.*o External*Spend*requested*is*$356,000*($301,000*for*contractors,*$55,000*

professional*services)**Questions*&*Comments:*o Is*this*a*web*based*product?*Yes.*o What*is*the*volume?*Most*of*our*4,000*faculty*fill*this*out*every*year.*o What*determined*the*three*iterations?*We*grouped*them*around*three*

deliverables.*Three*times*passing*through*all*of*the*environments*seems*a*lot.*This*will*not*be*too*difficult,*but*we*are*working*to*make*sure*that*this*is*less*disruptive.*

o It*sounds*like*there*is*a*lot*of*in@house*work*we*have*to*do*to*implement*this*to*Yale's*environment.*Why*isn't*there*something*off*the*shelf*to*use?*There*is*a*new*level*of*complexity*that*didn't*exist*three*years*ago.*The*vendors*we*are*reviewing*for*other*projects*have*COI*modules,*and*part*of*our*plan*is*have*them*demonstrate*their*future*modules.*At*the*moment*we*are*stuck*at*creating*this*

solution.**Motion:*Karen*Second:*Alan*In*favor:*All*Opposed:*None**2.*RE19'IACUC'Technology'Implementation**@*Request*to*Initiate*@*Joyce*Lush,*Director*and*Client*Team*Lead*of*Research*Enterprise*(3:15*@3:35),*Helen*Martin,*and*Bob*Davis.*See#presentation#slides#for#details#of#project#and#request.*

o Specific*request*for*today*is*for*Project*Initiation*and*$185,000*funding*for*Plan/Analyze*and*the*first*month*of*Iteration*1*(Nov*2012@Feb*2013).*Includes*external*spend*($141,000)*and*internal*Yale*resources*($44,000).*

o This*includes*travel*to*other*locations*using*the*product.*o Helen*Martin*is*a*BA*and*Project*Manager*for*this*project.*o Presented*Risks*related*for*the*whole*project*o Asking*only*for*the*initial*phase.*Risks*#3&5*only*apply*to*this*phase.**

Questions#and#Discussion:*o How*does*this*relate*to*the*YARC*project*also*coming*through?*This*is*quite*

different.*o How*many*software*services/products*are*there*out*there?*Several*interesting*

ones.*We*are*looking*at*two.*o Do*you*foresee*any*apreciable*customization*that*may*be*necessary?*We*are*

trying*to*avoid*customization.*That*being*said,*looking*at*two*very*different*vendor*models.*The*first*is*an*out@of@the@box*customization.*Our*approach*is*driving*toward*this*option.*The*second*is*the*advanced*customizable*application.*

o Have*we*talked*about*the*program*funding?*The*program*was*originally*funded*at*$2.5million*but*we*are*looking*at*a*$500,000*delta,*largely*because*of*compliance*issues,*on*this*program.*ITS*leaders*have*discussed*the*approach*and*it*is*not*to*take*an*immediate*action,*but*to*eventually*ask*for*additional*funding*from*the*University*Officers*as*needed.*The*money*will*have*to*come*from*somewhere*and*we*will*figure*this*out*in*the*future.*

*Motion*to*initiate*project.**Motion:*Joe*Second:*Russell*In*favor:*All*Opposed:*None**3.*ERP01'HCM/Payroll'ERP'Implementation'(Workday'project)*@*Overview*@*Marc*Ulan,*Senior*Director*Strategic*Initiatives*(3:35*–*3:55)*See#presentation#slides#for#details#of#project#and#request.*

o Providing*context*for*ERP*project*and*where*we*are*and*where*we*are*going.*Related*to*our*Oracle*systems,*core*HR,*Financial,*and*Payroll*systems.*We*are*at*a*situation*where*the*Oracle*produce*is*at*the*end*of*life,*and*we*went*through*a*process*to*strategically*determine*the*best*solution*@*the*ERP*options*project.*

o We*have*selected*Workday,*and*we*are*getting*ready*to*move*forward.*o We*are*in*the*Mobilize*stage.*This*is*the*critical*path*item*for*us*and*don't*expect*

to*use*a*lot*of*Yale*dollars*to*make*this*happen*(using*current*resources).*Next*is*Common*Plan*and*Blueprint*phase.*

o In*the*beginning,*we*presented*to*stakeholders*and*business*owners*across*campus*to*make*them*aware.*

o We*need*to*start*up*front*with*a*planning*phase*that*spans*everything*that*we*are*going*to*do.*

o After*this,*we*will*get*into*deployment*phases.*1.*HR*&*Payroll*2.*Finance.*The*analysis*for*Finance*would*be*happening*at*the*same*time,*but*it*will*take*longer.*

o When*do*you*want*us*to*come*back*to*the*TOC*to*know*what*the*phases*are.*Proposed*an*approach.*Thoughts?*The*most*obvious*first*checkpoint*is*when*you*know*what*the*budget*is.*The*second*checkpoints*would*be*determined*after*the*first.*

o The*implementation*cost*estimate*from*the*TCO*model*is*$31.1M.*Some*things*are*not*included*in*this*total.*For*instance,*we*purchased*the*workday*software.**

o As*we*go*through*the*plan*phase,*we*will*have*a*better*understanding*of*what*the*external*effect*will*be.*There*are*other*changes*that*will*be*required,*but*we*don't*know*what*these*are*at*the*time.*More*to*come*on*this.*

o Marc*shared*the*FY13*Funding*portfolio*numbers.*o We*have*an*RFP*going*out*tomorrow*for*the*Common*Plan*phase.*o Gave*a*basis*of*the*estimate,*a*snapshot*of*the*detail.*Project*team*wants*to*

come*back*to*the*TOC*and*let*them*know*what*is*changing*in*the*future*by*comparison.*

Questions#and#Comments:*o Why*analyze*Finance*longer?*Workday*recommends*HR/Payroll*first.*Second,*the*

Financials*Workday*product*is*not*fully*built@out*yet.*o What*is*the*time*tracking*not*included?*Workday*is*in*the*process*of*maturing*

their*solution.*It*is*not*that*we*won't*or*don't*want*to*include*it,*but*we*will*not*include*it*in*the*initial*implementation.*

o Included*in*this*is*an*integration*in*the*IAM*space?*Whatever*the*tool*IAM*ends*up*with*will*hopefully*be*integrated.*

o In*some*professional*schools*there*are*some*extreme*examples*of*custom@built*systems.*We*are*excited*for*Workday,*but*if*it*were*turned*on*tomorrow*there*are*many*things*in*our*space*that*would*be*completely*broken.*From*a*communication*side,*there*are*many*people*who*must*know*what*is*happening*with*the*Workday*project*so*that*people*with*systems*can*look*at*their*own*Roadmaps*and*understand*what*they*can*do*to*prepare.*Yes,*we*can*do*more*to*reach*out*to*the*IT*Partners,*what*is*the*best*way*to*do*this?*Are*we*ready*to*make*this*information*public?*It*is*likely*that*before*the*recess*there*will*be*a*few*emails*going*out*to*the*community*about.*Work*with*Roger*Ngim*to*determine*a*plan*for*communicating*this*out*over*time.*We*can*also*bring*this*up*as*a*topic*in*a*future*IT*Partner*Forum.*Many*people*are*interested*in*this*topic*and*would*like*to*ask*questions.*If*there*are*any*resources*out*there*that*

can*and*want*to*help,*the*ERP*team*could*certainly*use*the*help.*o What*is*the*impact*of*the*overall*portfolio*for*a*project*this*large?*This*year*it*is*

$5.5*million*roughly*of*the*$31.1*million*total.*Next*year*the*FY14*portfolio*needs*to*grow,*as*this*project*will*likely*be*a*$12@$13*million*budget.*This*is*not*as*bad*as*it*sounds*because*we*have*annually*spent*about*$5million*anyway.*The*impact*is*really*closer*to*about*$5@7million.*

o Because*this*is*a*subscription*it*is*going*to*put*pressure*on*the*difference*between*operating*and*capital*funds.*Russell*is*going*to*be*working*on*this*thinking*about*the*future*portfolio.*

o Where*does*ITS's*thoughts*on*Salesforce*fit*in*this*project.*The*work*we*have*done*on*Salesforce*so*far*is*completely*separate.*However,*Workday*is*heading*in*the*direction*of*integration.*These*are*aspirations*and*dreams.*

o What*about*Workday*in*the*Student*Information*System*(SIS)*space?*They*have*not*said*no.*

*4.*ACA13'eLaboratory'Notebooks*@*Request*to*Initiate*@*Stephanie*Scungio,*Project*Manager,*Ed*Kairiss,*Sr.*Director*of*Academic*IT*Solutions*(on*phone),*Paul*DiBello*(on*phone)*(4:55@4:15)*See#presentation#slides#for#details#of#project#and#request.*

o A*service*for*researchers*to*electronically*capture*data*that*many*of*them*are*doing*on*paper.*This*would*allow*them*to*search*and*analyze*the*data*much*better,*as*well*as*keep*Yale's*data*most*secure.*

o Most*other*universities*have*not*implemented*this,*so*we*would*be*a*leader*in*this*space.*

o We*are*going*to*build@in*netID*authentication*up*front,*which*is*not*currently*part*of*the*integration.*

o Risk*@*do*not*have*the*internal*resources,*so*looking*for*outside*resources.*Second,*this*may*not*be*adopted*by*the*community,*so*we*are*going*to*offer*it*the*first*year*and*see*how*it*is*taken.*

Questions#and#Comments:*o Cost?*First*year*for*as*many*users*as*we*can*recruit*for*the*first*6*months.*After*

that,*they*will*review*our*adoption*rate.*If*we*have*100%*adoption*rate,*what*might*our*cost*be?*There*must*be*some*not@to@exceed*agreement.*

o Would*not*be*using*a*product*that*anyone*at*Yale*has*used*previously.*Product*is*Labarchives.*

o Interest*around*campus?*There*seems*to*be*more*interest*from*the*hard*sciences*and*less*from*medical*sciences.*Suggest*contacting*Chris*Incarvito*from*West*Campus,*director*of*research*technologies.*

o When*you*were*meeting*with*the*faculty*for*consultation,*were*you*showing*the*product?*No,*we*listened*to*their*requirements*and*went*in*search.*Flexibility*was*the*number*1*thing*we*heard,*mobile*compatibility*was*second,*and*cross@platform*capabilities*was*3rd.*

o Why*mobile?*Many*felt*they*would*never*bring*a*laptop*into*a*lab.*They*will*probably*be*writing*it*on*paper*and*then*entering*into*the*system,*but*they*are*

already*doing*this*entering*into*excel.*Others*are*very*interested*in*using*an*iPad*to*enter*their*data*in*the*lab,*as*well*as*integration*with*lab*systems.*While*this*still*seems*like*double@work,*there*is*an*availability*of*collaboration*that*is*not*available*with*paper,*as*well*as*discovery*for*searching*through*old*notebooks.*This*service*would*also*be*extremely*useful**

o Is*there*an*OCR*text*recognition?*Don't*believe*so.*o Working*on*a*bridge*solution*to*be*able*to*implement*sooner*as*there*is*a*future*

Shibboleth*solution.*o Did*we*look*into*options*to*build*a*solution*on@premise?*We*did*not.*There*may*

be*some*issues*with*ePHI*data*in*the*future.*The*vendor*has*provided*a*Business*Associates*Agreement*(BAA),*so*we*feel*we*are*covered*on*an*ePHI.*This*solution*is*not*only*hosting,*but*also*client*support.*

o Lab*solutions*is*a*very*hard*problem*to*solve.*This*may*be*the*first*solution*of*many.*In*order*to*take*the*first*step,*we*will*likely*be*opening*this*up*for*the*future.*

o The*request*is*for*$174k*@@*this*is*all*external*costs*consisting*of*software,*hosting,*vendor*support,*contractors*and*promotion*(detailed*in*PPT)*

Motion*to*approve*$174K*contingent*upon*the*following:**o Completion*of*a*Business*Associates*Agreement*with*the*Vendor*o Approval*of*a*the*Security*Design*Review*Process*o Worse*Case*Scenario*Pricing*to*be*provided*by*the*Vendor.*

Motion:*Joe*Second:*Len*Approved:*All*Against:*None**5.*PROV22'Student'Grants'Database*@*Request*for*Funding*to*Complete*Project*@*Art*Hunt,*Project*Manager,*and*Vijay*Menta,*Portfolio*Manager*(4:15@4:35)*See#presentation#slides#for#details#of#project#and#request.*

o The*product*is*Communityforce.*Fantastic*software.*We*went*through*a*thorough*decision@making*process*with*the*assistance*of*Ed*Frey.*

o They*fund*$23million*for*students/year,*several*thousand*students.*o This*is*a*SaaS*offering.**o We*are*slightly*behind*where*we*thought*we*would*be*because*of*staff*turnover.*

However,*we*had*an*extended*implementation*timeline*and*so*we*will*implement*on*time*as*we*are*picking*up*time*now.*

o Requesting*$101,850*to*finish*the*project.*Questions#and#Comments:*

o Notion*of*student*data*in*the*cloud.*Have*we*addressed*these*topics*fully?*We*have*begun*to*address*them*and*we*have*proposed*a*meeting*with*Rich*Mikelinich*and*Information*Security.*Conversed*with*Ernie*Huff,*Gabe*Olszewski,*and*Harold*Rose.*This*is*cloud*storage,*but*is*all*within*Yale's*control.*Information*Security*has*reviewed*the*vendor*and*given*the*vendor*the*highest*level*of*approval.*

o Will*do*thorough*scans.*

o In*general*how*are*we*going*to*govern*student*data*in*the*cloud?*General*discussion*around*governance*of*data.*This*process*seems*very*ad*hoc*right*now.*Yes,*it*is*ad*hoc.*We*are*working*on*a*strategy*around*SOA*and*ESB.*Every*integration*around*ESB*will*be*mandated*soon,*and*then*all*other*integrations*around*ESB.*Then,*we*will*require*a*view*of*where*all*of*the*other*integrations*are.*

o This*could*include*some*confidential*data*such*as*the*GPA*and*transcript*information.*They*offer*a*licensing*option*to*run*the*software*in@house*if*we*do*not*.*

o Is*there*a*certification*process*that*could*be*required?*We*must*determine*what*the*gate*is*we*have*to*get*through*in*order*to*have*an*integration.*This*may*be*an*existing*or*future*committee.*

o The*vendor*cost*currently*is*less*than*the*pay@rate*to*maintain*the*existing*system.*

o We*may*want*to*update*the*recurring*cost*as*we*had*originally*allocated*a*$52K*recurring*cost*@*this*appears*high.*Art*and*team*will*do*so*in*Quickbase.*

o This*is*not*retiring*a*server*(students.yale.edu),*but*at*least*an*application.*Motion*to*approve*the*remainder*of*this*allocation*as*follows:*

o Total*Budget*$357,850*(less*$112,850*previously*approved)*=*$245,000'approved'today*

o Breakout*@*($168,500*external*spend*vendor*subscription*and*consulting**+*$76,500*yale*labor*@*$245k)*

Motion:*Susan*Kelley*Second:*Russell*Approve:*All*Against:*None**6.*FIN48%04'Yale'Budgeting'Tool'%'Phase'1b*@*Request*to*Initiate,*and*External*spend,*Michael*Blomberg,*Portfolio*Manager*(4:35@5:00)*See#presentation#slides#for#details#of#project#and#request.*

o Primary*objective:*IP*and*workflow*which*is*not*currently*in*the*tool*and*is*required.*

o This*is*a*follow@on*to*the*FIN4803*project*which*was*implemented*successfully.*YBT*replaced*OFA*and*FMT.*

o Presented*scope.*o We*currently*have*about*450*users*that*are*using*OFA*and*FMT,*and*they*are*not*

yet*turned@off.*We*have*a*plan*for*this*for*FY13.*o Replaces*excel*spreadsheet.*This*improves*the*workflow*process*and*also*

includes*reporting*for*both*workflow*and*IP.*o Plan*to*complete*the*project*on*time.*o Requesting*$262K*for*plan*through*warranty*phases.*

Questions#and#Comments:**o Why*Phase*1b*and*not*Phase2?*These*were*originally*considered*as*part*of*

Phase*1,*but*were*removed.*Will*there*still*be*a*Phase*2*in*FY13?*No,*the*plan*is*to*reallocate*the*funding*in*this*portfolio*to*Phase*1b*project.*Phase*2*project*will*

be*included*in*FY14.*o What*can*we*do*to*ensure*that*we*launch*the*shutting*down*project*of*OFA*and*

FMT.*These*projects*are*often*never*launched.*We*do*not*feel*comfortable*shutting*these*down*now.*Surely*going*back*to*OFA*and*FMT*is*not*an*option.*Who*makes*the*call*to*shut*down*a*tool?*This*is*a*business*call,*so*would*be*the*stakeholders.*

o When*a*project*is*split*into*multiple*phases,*the*costs*usually*increase.*What*is*the*risk*with*incremental*cost*increase*in*the*process?*

o In*your*phase*2*will*you*be*addressing*the*change*management*approach*to*the*behavior*change.*This*has*already*been*taken*away,*but*why*have*they*not*been*completed.*

o Where*is*the*program*since*this*is*an*incremental*increase?*Michael*Blomberg*will*come*back*to*the*TOC*with*this*information.*

o Are*these*negotiated*prices?*We*worked*as*well*as*we*could.*Motion*to*approve*the*$262K*spend.*

o This*spend*is*all*external*($122k*consultants,*$140k*professional*services*Axiom)*Motion:*Susan*K*Second:*Len*Approve:*9*Abstain:*1*

12/9/12%

1%

Yale%University%%TOC%Review%–%RE17:C%

COI%Phase%2!12/06/12%

Marie%Stark,%Project%Manager%%

%Documents%To%be%SubmiLed:%%%

!  Signed%Charter%!  Approved%Resource%Plans%!  Work%Plan%for%all%Project%Phases%

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RE17:C%(COI%Phase%2):%Project%Overview%

2%

Objec'ves:!!•  Align/update%current%COI%disclosure%forms%(IRES:COI%

Module)%so%that%non:PHS%funded%faculty%disclose%informaVon%per%regulaVons!

•  Enhance%COI%back%office%operaVons%to%ensure%compliance%with%PHS%required%processing%Vmes%

•  Provide%COI%back%office%with%tools%to%improve%efficiency%and%address%an%increased%volume%of%work%

Benefits:!!%SUSTAINED%REGULATORY%COMPLIANCE%•  Capture%required%COI%informaVon%for%all%faculty%•  Avoid%retrospecVve%reviews%&%puniVve%acVons%

EFFICIENCY%•  COI%back%office%processes%streamlined%%•  Reduced%instances%of%follow:up%with%faculty%&%faculty%

over:disclosure%

In!Scope:!!%UVlize%new%InfoEd%funcVonality%provided%during%the%Phase%1%project:%%•  Re:implement%the%enVty%secVon%of%the%InfoEd%disclosure%form.%%

Adjust%back%office%funcVonality%to%accommodate%the%updates.%•  Implement%retrospecVve%review%capabiliVes%within%InfoEd.%%%%%%%

Adjust%back%office%funcVonality%to%accommodate%the%updates.%•  Incorporate%Travel%occurrences%into%the%InfoEd%disclosure%form.%%%%

Adjust%back%office%funcVonality%to%accommodate%review%of%Travel%disclosures.%

Revise%COI%and%GCA%back%office%funcVonality%to%improve%efficiency%and%facilitate%compliance.%%

Out!of!Scope:!•  Major%restructuring%of%disclosure%form%and/or%back%office%system%

funcVonality.%•  Info%Ed%product%enhancements.%

Project!Schedule:!

!!!!%

Plan%&%AnalyzeIteration%2%&%3

Iteration%#1 Iteration%#2 Iteration%#3Warranty%&%

Close

Start 11/5/2012 11/6/2012 11/26/2012 1/21/2013 5/6/2013End/Deploy 12/21/2012 1/25/2013 3/15/2013 5/3/2013 7/8/2013

Project!Es'mates:!!!!!%

Iteration)#1: $174KIteration)#2: $172KIteration)#3: $193KProject)Total: $539K

12/9/12%

2%

RE17:C%(COI%Phase%2)%IteraVon/Phase%Detail%Timeline%

3%

!

•  Approval%for%project%iniVaVon%

•  $539,000%%Funding%for%full%project%%%%%%

Includes%external%spend%($356,000)%and%internal%Yale%resources%($183,000)%External%spend%details:%%%

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RE17:C%(COI%Phase%2)%–%TOC%Request%

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Project(Start Project(End Project(Estimate

11/5/2012 7/8/2013 $539K

Resource(Type Activity Estimate

Contractor()(Staff(Aug.( Development $122K((Contractor()(Staff(Aug.( Testing $67K((Contractor()(Staff(Aug.( Project(Management $112K((Professional(Services Offline(COI(Disclosure(Form $5K((Professional(Services Vendor(Enh.(&(Assistance $50K((

$356K((

External(Resource(Requests

Total(External(Spend(Request:

12/9/12%

3%

5%

RE17:C%(COI%Phase%2)%–%Resource%EsVmates!

Resource(Name Resource(Role %(Oct. %(Nov. %(Dec. %(Jan. %(Feb. %(Mar. %(Apr. %(May %Jun. %Jul.

ITS(&(Contract!!Gade,!Ramesh Technical!Support 0.10 0.10 0.10 0.10 0.10 0.10!!Megyola,!Jozsef InfoEd!eForm!Developer 0.90 0.90 0.90 0.40 0.40 0.20 0.20 0.20 0.10!!Bailey,!Mark InfoEd!eForm!Developer 0.20 0.50 0.50 0.50 0.50 0.50 0.50 0.25 0.10!!Paquette,!Michael Report!Developer 0.40 0.40 0.40 0.20 0.20 0.20 0.20 0.20 0.10!!TBD!(Contractor) Report!Developer 0.50 1.00 1.00 1.00 1.00!!Daly,!Kirsten Technical!Lead 0.40 0.40 0.40 0.40 0.40 0.40 0.25 0.25 0.10!!Rolfe,!Elizabeth Technical/Data!Analyst 0.50 0.50 0.40 0.40 0.40 0.25 0.25 0.25 0.10!!York,!Michael Test!&!Deployment!Lead 0.40 0.40 0.40 0.40 0.20 0.20 0.10!!Franko,!Daniel Test!Specialist!(automation) 0.25 0.25!!Cipriano,!Michelle Test!Specialist!(write/exec) 0.65 0.65 0.50 0.50 0.50 0.50 0.25 0.25 0.10!!Stark,!Marie Project!Manager 0.50 1.00 0.75 0.50 0.50 0.25 0.25 0.25 0.25

Total(ITS(&(Contract(FTE: 0.50 4.15 4.70 5.10 4.40 4.15 3.80 2.35 2.10 0.70

Research(Admin!!Vitale,!Sandi Report!Analyst 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.10 0.10!!Jess/Gerry COI!&!Infoed!SME 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.25 0.10!!Velezis,!Tony Business!Process!Analyst 0.80 0.80 0.80 0.80 0.50 0.50 0.50 0.50 0.10

Grand(Total(FTE:(( 1.55 1.55 1.55 1.55 1.25 1.25 1.25 0.85 0.30

RE17:C%(COI%Phase%2)%:%High:Level%Risks%

6%

# RiskPotential-Impact

(Scope,-Resource,-Time)

1 Changes)in)regulatory)requirements)and/or)interpretation)of)requirements

Resource,)Time

2 Skilled)resources)are)not)available)for)assignment)to)project)

Resource,)Time

3InfoEd)enhancements)developed)during)Phase)1)do)not)meet)Yale’s)needs)or)include)system)bugs)

Time

4InfoEd)enhancements)are)required)to)implement)solution

Scope,)Time

12/9/12%

1%

Yale%University%TOC%RE19%–%IACUC%Implementa<on%

Project%Ini<a<on%12/6/12%

Joyce%Lush,%Director,%ITS%Client%Team%for%Research%Enterprise%%

%Documents%SubmiKed:%%%

! Signed%Charter%! Signed%resource%plans%! Project%plan%with%detailed%tasks%for%plan/analyze%phase%

%

Project(Overview:((RE19(–(IACUC(Implementa<on(

2

Objec<ves:((%Plan/Analyze:((•  Consolidate%and%validate%business%requirements%gathered%previously%•  Select%a%vendor%product%for%Research%Administra<on%compliance%units%•  Finalize%project%itera<ons%(scope,%schedule,%resource,%costs)%•  Coordinate%vendor%assessment%and%project%planning%with%YARC%Itera<on(1(B(Protocol(Forms:((•  Deploy%a%new%and%improved%IACUC%Protocol%form%to%include%specific%

ques<ons%needed%to%obtain%compliance%informa<on%from%the%PIs.%

•  Automate%protocol%applica<on%submission,%revision%and%renewal%process%%

•  Ensure%completeness%and%accuracy%of%form%submission%%Itera<on(2(–(IACUC(Office:((•  Automate%IACUC%data%repor<ng%to%generate%%more%accurate,%accessible%

compliance%data%for%repor<ng%and%risk%mi<ga<on%ac<vi<es%•  Consolidate%IACUC%data%elements%within%office%for%comprehensive%use%•  Automate%IACUC%back%office%rou<ng%and%review%process%Itera<on(3(–(IACUC(CommiGee:((•  Automate%commiKee%review%process%•  Eliminate%%process%manual%touch%points%

Benefits:((%%Efficiency:%•  Streamline%the%animal%protocol%applica<on%and%approval%process%•  Improve%the%turnaround%<me%for%Inves<gators%from%submission%to%

approval%%•  Eliminate%process%redundancies,%thereby%reducing%risk%of%data%

discrepancies%and%errors%%•  Reduce%PI/IACUC%staff%%and%CommiKee%compliance%review%cycle%

<me%(Effec<veness:%•  Eliminate%significant%faculty%‘pain%point’%related%to%crea<on%and%

management%of%protocols%•  Create%one%comprehensive%database%for%animal%protocol%

informa<on%%

•  Improve%access%to%protocol%informa<on,%including%IACUC%approval%of%use%of%sponsored%projects,%funds%for%animal%research%to%University%personnel%

•  Coordinate%effort%and%improve%communica<on%through%streamlined%interfaces%between%related%ISP%systems%

•  Reduce%compliance%risk%exposure%for%the%university%•  Improved%compliance%related%to%animal%care%and%use%through%

tracking%and%management%of%required%informa<on%(Cost:((%•  Reduce%storage%costs%of%material%%

•  Reduce%transporta<on%costs%•  Reduce%cost%of%collec<ng%compliance%informa<on%•  Re<re%Sirius%5.0%(used%by%IACUC)%and%BMS%Protocol%Inquiry%System%

(used%by%Department%Business%Opera<ons)%

Plan/Analyze( Itera<on(1( Itera<on(2( Itera<on(3(

Start% NOV%2012% JAN%2013% MAY%2013% DEC%2013%

Deploy% JAN%2013% MAY%2013% DEC%2013% MAR%2014%

Warranty% f% AUG%2013% FEB%2014% JUN%2014%

FY13( FY14( Total(

750K( 965K( 1,715K(

Schedule(

Cost(

12/9/12%

2%

Reques<ng(TOC(approval(for:((

3%

Expense(Type(Dra](/(SubmiGed( Descrip<on( Cost(

Travel% Drah% Reference%site%visits%for%leading%vendors% $15K%

Contractor% SubmiKed% Business%Analyst% $60K%

Contractor% Drah% Change%Management% $12K%

Contractor% Drah% Project%Manager% $30K%

Contractor% Drah% Technical%Analyst% $12K%

Contractor% Drah% Test%Lead/Specialist% $12K%

Total(( $141K(

•  Project%ini<a<on%

•  $185,000%Funding%for%Plan/Analyze%and%the%first%month%of%Itera<on%1%

(Nov%2012%–%Feb%2013).%%Includes%external%spend%($141,000)%and%internal%

Yale%resources%($44,000).%%%

%%

External%spend%details*%

Actual(((Nov)(

Plan(/(Analyze(Est.(Costs((Dec(B(Jan)(

Itera<on(1((Est.(Costs((Feb)(

Total(Costs(

External%Spend% $15K% $84K% $42K% $141K%

ITS% f% $29K% $15K% $44K%

Total% $15K% $113K% $57K% $185K%

*Specifics%of%this%spend%may%change,%as%resource%planning%is%underway.%%Some%newftofYale%contractors%

may%be%assigned%to%other%RE%projects%to%free%up%experienced%resources%for%this%project.%

Project(Staffing(

4%

Resources((ITS(and(contract)( Name( Nov( Dec( Jan( Feb(Project%Manager% TBD% 0% 0.5% 1% 1%

Tech%Lead% TBD% 0% 0.25% 0.8% 0.8%

Business%Analyst/Process%Analyst% Helen%Mar<n% 1% 1% 1% 1%

Technical%SME% Ramesh%Gade% 0% 0.1% 0.1% 0.1%

Architect% TBD% 0% 0.1% 0.2% 0%

Technical%Analyst% TBD% 0% 0% 0% 1%

Test%Lead% TBD% 0% 0% .25% .25%

Test%Specialist% TBD% 0% 0% 0% 0.5%

Change%Management%Generalist% TBD% 0% 0% 0.5% 0.5%

Total(ITS/contract( 1( 1.95( 3.85( 5.15(

Resource((Research(Administra<on)( Name( Nov( Dec( Jan( Feb(

Business%Analyst/Process%Analyst% Samantha%Smart% 0.1% 0.25% 0.25% 0.25%

Func<onal%Support% OREO%team% 0% 0.25% 1% 1%

IACUC%Director% Gene%Hines% 0.2% 0.2% 0.2% 0.2%

IACUC%SME% Theresa%TriKo% 0% 0.2% 0.3% 0.3%

IACUC%SME% Ken%Greenquist% 0% 0.1% 0.25% 0.25%

Business%Analyst/Process%Analyst% Tony%Velezis% 0.5% 0.5% 0.5% 0.5%

Grand(Total( 1.8( 3.45( 6.35( 7.65(

•  Resource%alloca<ons%may%change%as%resources%are%iden<fied.%

FTE(B(Plan/Analyze((

FTE(B(1st(Month(of(Itera<on(1(

12/9/12%

3%

HighBLevel(Risks:(RE19(–(IACUC(Implementa<on((ID#( Risks( Poten<al(Impact(

(Scope(/(Resource(/(Time)(

Mi<ga<on(

1( Vendor%may%not%be%able%to%deliver%based%on%proposed%project%<meline.%%%

Time% •  Plan%con<ngency%for%change%in%schedule.%

2( If%Click%Commerce%is%selected,%addi<onal%project%and%ongoing%resources%may%be%required.%%

Scope,%Resources%&%Time%

•  Balance%business%needs%against%effort%and%cost.%%%%%

3( Faculty%bandwidth%to%engage%in%project%execu<on.%%

%

Quality%&Time% •  Perform%regular%engagement%assessments%•  Within%reason,%adapt%requirements%to%the%product’s%capabili<es%and%look%at%other%op<ons,%such%as%refengineering%business%processes.%%

•  Report%issues%in%a%<mely%manner%

4( May%take%more%<me%and%effort%than%an<cipated%to%transi<on%IACUC%staff%to%move%to%the%future%state.%%

Resources%&%Time% •  Closely%monitor%the%IACUC%staff’s%use%of%the%system.%%

•  Use%change%management%experts%to%assess%issues%and%create%change%program.%%

•  Acquire%addi<onal%training%resource%to%train%and%shadow%staff.%%

5( Availability%of%resources%and%conflicts%with%other%Research%Enterprise%ac<vi<es.%%Project%resources%need%to%be%recruited.%

Resources%&%Time% •  Assign%dedicated%resources%where%possible.%•  Assign%some%newly%recruited%resources%to%other%projects%and%some%to%this%project.%

5%

In(and(Out(of(Scope((

%%

In(Scope( Out(of(Scope((

Plan/Analyze(

•  Assemble%team%%•  Consolidate%and%validate%business%requirements%

gathered%previously%•  Finalize%vendor%selec<on%•  Confirm%scope%of%itera<ons%•  Engage%YARC,%OEHS,%other%RA%units%in%planning,%

focusing%on%touchpoints%•  Finalize%plan%

•  Consolida<on%of%detailed%COI%and%YARC%business%requirements%

(

Itera<on(1(B(Protocol(Forms(

•  Protocol%form%refdesign%•  Electronic%submission%of%animal%protocols%and%updates%to%exis<ng%protocols%%%

•  Ensure%completeness%and%accuracy%of%form%submission%

•  Support%electronic%signatures%•  IACUC%office%and%commiKee%processes%and%tools%remain%as%is,%with%necessary%adjustments%to%disclosure%form%receipt%and%review%processes.%

•  Deployment%to%inves<gators%

•  Documenta<on%of%congruency%between%sponsored%programs%and%animal%protocols%will%remain%in%InfoEd%

6%

1

Draft ERP Program TOC Presentation – Pre-mobilize stage

November 2012 Last modified: November 15, 2012 Version: V01

DRAFT&–&For&discussion&only&

Draft

Workday Implementation Approach Overview

2

Prepare&Recommenda-on&

Vet& Mobilize&

!  Determine&scoring&methods&

!  Hold&demos&!  Perform&fit/gaps&!  Establish&TCO&!  Score&!  Recommend&

!  Establish&awareness&!  Understand&major&

concerns&!  Prepare&lead&

administrators&to&“carry&the&message”&

!  Execute&Workday&contract&

The$immediate$work$in$front$of$us$(243$months)$

Our$work$when$the$program$is$staffed$and$

mobilized$

ERP Options AssessmentRecommendation – Executive Summary

March 27th, 2012

Last modified: March 23, 2012Version: Final

Business Systems RecommendationLead Administrators Preparation

September 2012

Point&in&time&view&as&of&September&2012&5&could&change&over&time

AREA SYSTEM(NAME KEY(FUNCTIONGROUP(S)(DIRECTLY(

IMPACTEDREPLACED(BY(OR(WITH(WORKDAY? NOTES

Academic Banner Student.tuition.billing Everyone No

AcademicFaculty.Information.System.(replaced.4D) Faculty.Appointments Faculty Yes

Academic PeopleAdmin Faculty.Search Faculty NoAcademic Classes.V2 Student.course.info Faculty.&.Students No

Academic/PayrollGraduate.Student.Payment.System.(GSPS) Graduate.student.fin.aid.and.payments Everyone Not.Yet.Known

Accounts.Payable Oracle.AP.Invoice.Worklist Invoice.holds.and.approvals Everyone YesAccounts.Payable Oracle.AP Vendor.payments,.vendor.setup.and.check.request Everyone YesAccounts.Payable Prizes.and.Awards Student.prize.&.award.payments Everyone YesAccounts.Payable WIP Vendor.invoice.entry Everyone Yes May.be.decommissioned.earlier

Accounts.PayableSalesForce.for.YSS.Service.Center.(old.YSMA) YSS.tracking.&.customer.mgmt.system Everyone No Do.departments.know.the.application.by.this.name?

Foundational START System.access.management Everyone NoBut.will.be.replaced./.replatformed.as.a.result.of.R12.upgrade.and.IAM.projects

Foundational FileNet.Document.Management Image.storage.and.viewing Everyone PartiallyFoundational Data.warehouse.(DWH) Reporting Everyone PartiallyDevelopment BERT Reporting Everyone NoDevelopment DARCY Donor.management Everyone NoHR SalesForce.for.HR.Service.Center HR.tracking.&.customer.mgmt.system Everyone NoFacilities Project.Control.System.(PCS) Facilities.project.costing Central.Offices.only NoFacilities FAMIS Facilities.work.orders Everyone NoFinance Oracle.Assets Fixed.asset.accounting Central.Offices.only YesFinance Endowment.Unit.System Endowment.accounting Central.Offices.only Not.Yet.Known Replaced.by.Workday.or.other.third.party.systemFinance Eagle.Investments.System Investments.management Central.Offices.only NoFinance Treasury.Workstation.(BoA) Bank.account.management Central.Offices.only NoFinance Core.Oracle.General.Ledger.Module General.accounting.ledger. Central.Offices.only YesFinance BMS.Web.YNHH.Billing.System Billing.&.invoicing.for.YNHH Central.Offices.only NoFinance Capital.Management.System Capital.project.costing Central.Offices.only YesFinance HSF Long.term.strategic.budgeting Central.Offices.only NoFinance Journal.Staging.Area.(JSA) Journal.entries.(manual) Everyone Yes

Finance JSA.InterfacesJournal.entries.(spreadsheets.&.system.to.system.interfaces) Everyone Yes

FinanceBMS.Web.Accounts.Receivable.System YSM.A/R.billing.and.payment.tracking Everyone Yes

Finance BMS.HR.&.Merit YSM.HR.records.&.merit.process Everyone YesFinance BMS.FTE.Billing.System YSM.ITS.FTE.billing Everyone YesFinance Web.Custom.Commitments Manual.commitment.management Everyone YesFinance RIF.(Receipt.Identification.Form) Cash.receipt.deposit Everyone YesFinance BMS.Web.Space.Information.System YSM.Physical.space.tracking Everyone NoFinance YBT Budget.tool Everyone NoFinance GSPS.Commitments Automatic.commitment.generation.for.reporting Everyone Not.Yet.Known Replaced.by.Workday.or.other.third.party.systemFinance Labor.Commitments Automatic.commitment.generation.for.reporting Everyone YesFinance ALICE Restricted.funds.tracking Everyone Not.Yet.KnownHR Drama.(Haus) Drama.school.system Central.Offices.only Not.Yet.KnownHR ESIS Worker's.Comp.claims.administration Central.Offices.only NoHR Risk.Envision Worker's.Comp.Payments.and.Reporting Central.Offices.only No

HROracle.Employee.Self.Service.(My.Pay.and.Info)

Employee.data.updates.(Address,.Race,.W2,.W4,.Payslips,.Direct.Deposit) Everyone Yes

HR Oracle.Human.Resources HR.info.tracking Everyone YesHR Directory.Update University.directory.updates Everyone YesHR STARS.(Kenexa.Recruiter.Brass.Ring) Applicant.tracking Everyone No Recruitment.hire.data.and.position.management..integration.in.scopeHR Hewitt.(My.Benefits) Benefits.administration Everyone No Integration.in.scopeHR Xtrain Training.registration Everyone NoHR Training.Management.System.(TMS) Training.tracking Everyone No Integration.in.scopeLibrary Voyager Library.acquisitions Library No

Implement&

2

Draft

High Level Approach

3

Finance&

Common&Plan&&&Blueprint&~12416wks$

HR/Payroll&Configure&

&&Prototype&

Test& Deploy&Analyze&

Configure&&&

Prototype&Test& Deploy&Analyze&

HR/Payroll$Go4Live$

Finance$Go4Live$

Implement&

RelaKve$Kming$is$illustraKve$Naming$and$specifics$of$phases$to$be$informed$by$selected$3rd$party$integrators$methodology$

Mobilize&Program&

Mobilize&

TOC& TOC& ?& ?& ?& ?&?& ?&?&TOC&

Today$

Proposed&approach&•  Come&to&TOC&at&start&of&Common&Plan&

•  Come&to&TOC&at&end&of&Common&Plan&

•  Jointly&determine&TOC&checkin’s&for&rest&of&delivery&lifecycle&

Draft

Implementation Cost Estimate

4

The&implementaSon&cost&esSmate&from&the&TCO&model&is&$31.1M&

Key&Cost&Assump-ons&•  30,625&work&days&over&3&years&

•  Avg&team&size:&45&

•  Yale&/&external&split:&60%&/&40%&

•  Yale&chargeable:&50%&(or&~13FTE)&

•  Does&not&include&soeware&service&fees&or&training&products&and&services&

•  Does&not&include&R12&upgrade&cost&

•  Business&funcSons&included:&

–  Accounts&payable,&Accounts&receivable,&CosSng,&Expense&management,&Fixed&assets,&General&ledger,&Grants&post&award,&Internal&service&providers,&Moveable&equipment&inventory,&Procurement&interface,&Treasury,&Employee&data&management,&CompensaSon&admin&Leave&admin,&Manager&self&service,&Onjboarding,&PosiSon&management,&Talent&planning,&Payroll&admin,&Labor&distribuSon,&Faculty&admin,&appointments,&departures,&onjboarding,&profiles,&resource&management&

Cost&Watch&Items&•  AddiSonal&business&areas&(e.g.,&Sme&tracking,&

grants&prejaward,&restricted&funds&admin&and/or&accounSng,&capital&management,&inventory,&billing,&benefits&admin,&recruiSng,&learning,&etc.)&

•  Job&code&redesign&

•  COA&redesign&

•  BI&Strategy,&DWH/BI&environment&redesign&

•  ImplementaSon&Smeline&more&than&3&years&

•  Change&management&effort&larger&than&esSmated&

•  Greater&reliance&on&external&staff&

•  Need&to&charge&addiSonal&Yale&staff&to&program&(e.g.,&business&backfill,&etc)&

•  Other&scope&not&included&&

See$appendix$for$full$list$of$esKmaKng$drivers$

3

Draft

FY13 Funding

•  Not&requesSng&funding&changes&at&this&Sme&

•  Likely&that&remaining&$861K&will&be&adequate&for&Common&Plan&phase,&but&will&come&back&with&more&precise&esSmate&prior&to&start&

•  Workday&first&year&service&fee&($2.316M),&and&training&services&and&online&training&($177K)&represent&HCM/Payroll&actuals&to&date&

•  R12&actuals&esSmated&5

Project& FY13&Alloca-on& Actuals& Remaining& Comment&

HCM/Payroll& $2,855,770& $2,494,038& $361,732& Allocate&to&Common&Plan&phase&

Finance&Business&FoundaSon& $500,000& $0& $500,000& Allocate&to&Common&Plan&phase&

Funds&Management&System& $372,485& $0& $372,485& Hold,&pending&system&decision&

R12&Upgrade& $2,600,000& $250,000& $2,350,000& ConSnue&to&allocate&for&R12,&on&target&to&spend&

ERP&Program&

Draft

Appendix

Appendix&

6

4

Draft

Basis of Estimate

7

Draft

Mobilize Activities

8

Mobilize&

Source&Program&

Ready&Program&Governance&

Ready&Program&OperaSons&

Engage&as&Design&Partners&

Ready&program&communicaSons&

Prepare&to&train&program&team&

Perform&discovery&

Select&&&onjboard&a&systems&integrator&

Staff&internal&Yale&roles&

Ready&program&governance&

Engage&in&design&partner&program&

Secure&program&workspace&

Establish&plan&for&next&phase&

Establish&project&charter&

Prepare&nearjterm&communicaSons&plan&

Must&Do&

Community&engagement&plan&

Perform&stakeholder&analysis&

Site&visits&to&other&Workday&schools&

Training&plan&for&project&team&

Current&state&discovery&

Do&As&Time&Allows&

Needed$to$start$the$next$phase$

Can$start$now,$but$do$not$need$to$

complete$to$start$next$phase$

5

Draft

Mobilize RACI

9

Our&level&of&parScipaSon&for&mobilize&acSviSes&will&vary&by&stream&

Track& Program&Mgt&

Func-onal&Leads&

Technical&Leads&

BI&&&Repor-ng&

Change&Mgt& Comment&

Source&Program&–&integrators& A& C& C& C& I& Stream&leads&review&RFP&&&responses,&and&

have&equal&say&in&who&is&selected&

Source&program&–&internal&roles& A& R& R& R& R&

Stream&leads&responsible&for&securing&internal&staff&for&their&streams.&&Work&with&program&leadership&to&define&roles.&

Ready&program&governance&&&Opera-ons&

A& I& I& I& I& Program&management&owns,&will&consult&with&streams&as&needed&

Engage&as&design&partners& A& R& C& C& I& FuncSonal&leads&responsible&for&engaging&

the&right&personnel&in&the&design&program&

Ready&program&communica-ons& A& C& C& C& R& Change&management&owns&

Prepare&to&train&program&team& A& C& C& C& R& Change&management&owns,&but&will&need&

to&consult&with&the&streams&

Perform&discovery& A& R& R& R& I& We&have&a&discovery&template&from&Workday&as&a&starSng&point&

R&=&Responsible&for&doing&A&=&Accountable&for&outcome&C&=&Consulted&I&=&Informed&

A$implies$R$in$absence$of$R$

1

1

eLab Notebook (LabArchives) Project

Stephanie Scungio

2

Project Introduction

•  What is it? –  Electronic data capture, share and search months or years of study. –  Safeguard data - protect intellectual property. –  Identify Yale as a leader with regard to research data capture and storage

assisting in the mission to attract and retain top talent. •  Scope

–  Implementation of basic elab notebook functionality –  NetID authentication, redundant back up of data entered, training, support –  Migration of data from iLabber -Andy Phillips lab

•  Problems/Opportunities –  Operational efficiency, reduced information protection and potential loss of

funding and research opportunities with pharmaceutical companies.

•  How is success defined? –  Increased adoption by researchers across Yale, electronically store and

protect research data. Provide improved ability for collaboration across research community

2

Project Introduction

•  High level risks –  Availability of skilled resources to complete project per schedule –  Lack of adoption by research community

•  Estimated costs year 1/implementation: –  Software/Hosting/Authentication/Vendor Support: $50,000 –  Recoverable Resources: Tester, Change Management $65,835 –  External Spend Requests for Resources: Tech Lead, Developer $56,300 –  Preparation and printing of promotional and reference materials $1000

•  Year 2: –  Software: $6000 (est) –  Cloud hosting: $10,000 (est) –  Support resource from AITS research (.2 FTE) –  Support resource from SSG : est $18,000

3

12/9/12%

1%

2

Student Grants Database Replacement August 1, 2012 – August 31, 2013

Art Hunt December 4, 2012

Project Summary

Team Members

₋  Communicate%available%grant%opportuni7es%to%Yale%students%

and%others%including%the%detailed%applica7on%and%qualifica7on%

requirements%

₋  Accept%on?line%applica7ons%for%grants%including%suppor7ng%documenta7on%and%references%

₋  Provide%the%mechanism%for%commiBees%to%review%and%

evaluate%applica7on%materials%

₋  Provide%the%mechanism%for%commiBees%to%make%award(s)%to%

applicants%and%to%reconcile%awards%from%mul7ple%sources%

₋  Provide%the%mechanism%for%awardees%to%submit%post%award%

documenta7on%

₋  Report%on%applicants,%projects%and%awards%

CommunityForce Features

The%current%system%is%cumbersome%and%labor%intensive,%

resul7ng%in%inconsistent%usage%across%University%awarding%

units,%incomplete%and%inaccurate%data,%insufficient%repor7ng%

capabili7es%and%lack%of%adop7on%by%some%University%units.%

Problem Statement

The%exis7ng%Student%Grant%Database%(SGD)%processed%$23M%

in%awards%over%the%last%6%years%for%Yale%College,%the%

MacMillan%Center,%the%Graduate%School,%plus%40%other%

Professional%Schools,%Departments%or%Programs%

Business Case

Jane%Edwards,%Senior%Associate%Dean%Yale%College%&%%%%%%%%%%%Dean%of%Interna7onal%and%Professional%Experience%

Nancy%Ruther,%Associate%Director%MacMillan%Center%for%%%

%%%%%%%%%%%Interna7onal%and%Area%Studies%

Donald%Filer,%Execu7ve%Director%Interna7onal%Affairs%

Executive Sponsors

Students, Grant Administrators, Faculty Advisers

Stakeholders

Revised Project Budget

Implement%the%vendor%solu7on,%cloud%hosted,%

CommunityForce%system%for%managing%the%end?to?end%

process%for%student%grants%and%fellowships%

Scope

Vijay%Menta,%ITS,%Rela7onship%Manager%

Art%Hunt,%ITS,%Project%Manager%

McLaughlin,%Kelly,%Director%Fellowship%Programs,%Func7onal%Owner%

Carmine%Granucci,%MacMillan%Center,%Dir%Informa7on%Tech%&%Asst%Dir%of%%

%%%%%%Finance,%Project%Team%

Julia%Muravnik,%MacMillan%Center,%Fellowships%Coordinator,%Project%Team%

Mehdi%Karoum,%ITS,%Business%Analyst%%

Adiola%McCalmon,%ITS,%Change%Management%

Felix%Rodriguez,%ITS,%Technical%Lead%

Total% Yale% Non?Yale%Yale%and%Contractor%Labor% $256,000% $102,500% $153,500%

Vendor%Annual%Subscrip7on% $14,850% %% $14,850%

Vendor% $87,000% %% $87,000%

Total% $357,850% $102,500% $255,350%

12/9/12%

2%

4

Request

Total% Total% Yale% Non?Yale%Yale%and%Contractor%Labor% $256,000% $102,500% $153,500%

Vendor%First%Year%Subscrip7on% $14,850% %% $14,850%Vendor%Consul7ng% $87,000% %% $87,000%

Revised%Total%Budget% $357,850% $102,500% $255,350%Previously%approved%

Labor% $68,000% $26,000% $42,000%Vendor%First%Year%Subscrip7on% $14,850% %% $14,850%

Vendor%Consul7ng% $30,000% %% $30,000%Previously%Approved%Total% $112,850% $26,000% $86,850%

This%request%Balance%of%$357,850% $245,000% $76,500% $168,500%

Change%from%project%charter%Project%Charter%Request% $344,850% $104,000% $240,850%

Change%ajer%Plan/Analyze% $13,000% ?$1,500% $14,500%

5

Project Approach

•  Gather%data%on%how%the%current%system%is%used%

•  Convert%data%from%current%system%for%prac7ce%

This%is%the%Analysis%Phase%which%is%complete%

•  Understand%the%CommunityForce%system%%•  Prac7ce%with%the%CommunityForce%system%•  Refine%the%setup%and%configura7on%of%the%

CommunityForce%system%%•  Document%how%Yale%will%use%the%

CommunityForce%system%

This%will%be%our%emphasis%from%now%to%mid?January%

•  Work%with%current%system%users%to%transi7on%them%to%CommunityForce%

This%will%be%our%emphasis%from%mid?January%to%June%

12/9/12%

3%

6

Revised Project Schedule

FY13%%Ini7ate%%%%%%%%%%%%%%%%%%%%%%%%Wed%8/1/12%?%Wed%8/15/12%

%Plan%%%%%%%%%%%%%%%%%%%%%%%%%%%%%Thu%8/16/12%?%Fri%9/14/12%

%Analyze%%%%%%%%%%%%%%%%%%%%%%%Thu%8/16/12%?%Fri%11/16/12%

%Design%%%%%%%%%%%%%%%%%%%%%%%%%Mon%9/17/12%?%Thu%12/20/12%

%Func7onal%Build%%%%%%%%Mon%11/19/12%?%Fri%1/11/13%

%Technical%Build%%%%%%%%%%Mon%12/3/12%?%Fri%3/22/13%%Test%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%Mon%1/14/13%?%Fri%4/12/13%

%*Deploy%%%%%%%%%%%%%%%%%%%%%%Mon%2/18/13%?%Fri%6/28/13%

FY14%%%Warranty%and%Close%Mon%7/1/13%?%Sat%8/31/13%

*  An extended deployment was planned to a) provide time to transition users to the new system and b) not interfere with user department commencement activities and c) coincide with the beginning of the annual grant award cycle.

7

Resource Spend by Month

Role% Name% Total% Aug% Sep% Oct% Nov% Dec% Jan% Feb% Mar% Apr% May% Jun%

Project%Manager%/%Lead% Art%Hunt% $60,705% $5,225% $7,315% $9,500% $8,265% $5,130% $5,985% $5,985% $4,180% $3,040% $3,040% $3,040%

Business%Analyst%&%Tes7ng% Mehdi%Karoum%(c)% $111,435% $7,410% $10,830% $15,960% $15,200% $13,395% $15,200% $12,920% $11,400% $3,040% $3,040% $3,040%

Technical%Lead% Felix%Rodriguez% $34,010% $0% $0% $2,185% $3,800% $5,985% $5,985% $4,750% $4,180% $2,375% $2,375% $2,375%

webMethods%(Integra7on)% Paul%Gruhn% $3,610% $0% $0% $0% $0% $1,235% $1,235% $1,140% $0% $0% $0% $0%

webMethods%(Integra7on)% Kazi%Ahmed% $1,805% $0% $0% $0% $0% $570% $570% $665% $0% $0% $0% $0%

Solu7on%Design%(Architect)% Andy%Newman% $2,375% $0% $475% $475% $475% $475% $475% $0% $0% $0% $0% $0%

Change%Generalist%%/%Communica7on%Specialist% Adiola%McCalmon%(c)% $42,085% $1,235% $3,990% $0% $4,275% $5,795% $5,795% $5,795% $3,800% $3,800% $3,800% $3,800%

Security%and%vulnerability%review,%vendor%web%scans% Bryon%Mangler% $0% $0% $0% $0% $0% $0% $0% $0% $0% $0% $0% $0%

CAS%Set%Up% Rod%Gustavson% $0% $0% $0% $0% $0% $0% $0% $0% $0% $0% $0% $0%

%% %% %% %% %% %% %% %% %% %% %% %% %% %%

%% Total% $256,025% $13,870% $22,610% $28,120% $32,015% $32,585% $35,245% $31,255% $23,560% $12,255% $12,255% $12,255%

Yale% $102,505% $5,225% $7,790% $12,160% $12,540% $13,395% $14,250% $12,540% $8,360% $5,415% $5,415% $5,415%

Contractor% $153,520% $8,645% $14,820% $15,960% $19,475% $19,190% $20,995% $18,715% $15,200% $6,840% $6,840% $6,840%

12/9/12%

4%

8

Risks/Issues

DescripLon% RemediaLon%

~2%weeks%behind%schedule%and%$13k%more%in%spend%at%the%end%of%the%Plan/Analyze%phase%%due%to%late%staff%assignments%and%staff%turnover.%

Project%leadership%team%accepted%the%delay%as%having%no%impact%on%project%success.%%Proposed%$13K%increase%in%the%project%budget.%

CommunityForce’s%architecture%flexibility%could%create%mul7ple%DB%columns%for%the%same%data%from%different%applica7ons.%

Vendor%suggested%a%sojware%change%for%Yale%and%other%customers%to%help%standardize%ques7ons.%%Yale%is%standardizing%mandatory%sec7ons%for%key%ques7ons%for%repor7ng.%%Emphasis%during%training.%

CommunityForce%poten7al%security%vulnerability%based%on%University%of%Auckland%report%on%their%test%instance.%

Security%scans%will%be%performed%on%CommunityForce%test%and%produc7on%by%Yale%ISO%and%any%issues%will%be%addressed%prior%to%go?live.%

New%Project%Func7onal%Lead.%

Kelly%McLaughlin,%Dir%Fellowship%Programs,%Yale%College,%has%been%appointed%to%replace%Lisa%Van%Zanten%who%is%leaving%Yale.%%Kelly%has%more%opera7onal%experience%than%Lisa%and%a%smooth%transi7on%is%expected.%

9

Q & A

1

The template for this material was developed from Accenture Delivery Methods (“ADM”) that Accenture LLP has authorized Yale University to use for Yale’s internal business purpose, and is subject to Yale University copyright unless otherwise indicated. The template is not to be reproduced or used by any party or person other than Yale University. Any form of non-authorized or commercial use is strictly prohibited. 1

ITS internal Operating Committee FIN48-04 Yale Budgeting Tool (YBT) Phase 1b –

Institutional Planning (IP) and Workflow Requests:

1- Permission to Initiate 2 - External Spending Request

Presented by:

Michael Blomberg / Brigitte Rouleau December 6, 2012

The template for this material was developed from Accenture Delivery Methods (“ADM”) that Accenture LLP has authorized Yale University to use for Yale’s internal business purpose, and is subject to Yale University copyright unless otherwise indicated. The template is not to be reproduced or used by any party or person other than Yale University. Any form of non-authorized or commercial use is strictly prohibited.

Presenting to the TOC – 1 - Permission to Initiate FIN48-04 YBT Phase 1b – IP and Workflow

2

Problem/Opportunity: YBT Phase 2 will add Institutional Planning and Workflow capability to the YBT Tool – Axiom Enterprise Performance Management (EPM). Key project goals: •  Implement Axiom EPM Account Management Tools to meet Yale’s

planning & budgeting requirements for Institutional Planning and Workflow •  Eliminate manual processing: replace previous Excel based SOA template (includes transfers and fund balances) •  Support Q2 and Quarterly Budget Workflow

Success: Success is defined as: 1) enabling Yale to perform planning & budgeting business functionality and institutional forecasting process; 2) allowing Target Unit Coordinators a standard format for Forecasts process; 3) providing method to perform analysis required to report to the University’s Officers and the Yale Corporation. Success will be measured by demonstrated business functionality with the tools; elimination of manual process; cloning of Q2 workbooks to support Budget process.

2



3

In-Scope: •  Design, build, test and deployment of Institutional Planning

functionality •  Test and deployment of Workflow •  Integrated (end-to-end), regression, and load testing of IP and Workflow •  Change Management (training communication) activities in support of IP and Workflow deployment

Out-of-Scope:

Decommissioning OFA and FMT. Decommissioning of OFA and FMT will occur in the July/Aug 2013 timeframe once we are further along in the budget cycle using the Yale Budgeting Tool. An FY14 YBT Phase 2 project is planned to support this, and to implement any fixes/enhancments or new capabilities.



4

Risks: •  Schedule: Timeframe prohibits significant rework if defects

are identified in integrated testing. Mitigation: perform iterative functional testing, minimizing the likelihood of critical defects during integrated testing.

•  Testing: Updating test environments with Institutional Planning changes will impact Workflow testing. Mitigation: complete Workflow testing prior to the first IP code drop on 11/30.

3



5

2013 Project Allocation: $251k Project Cost Estimate: $262,163 Includes Yale Labor, contractor labor, and Professional Services. Funding Request: Requesting $262,163k for Plan through Warranty phases (scheduled for November – March 2013). Breakdown is as follows: Deliverables: Charter, Signed Resource Plan Report, Project Plan, Estimating Model & assumptions.

Category Amount

Consultant labor $122,163

Professional Services (Axiom) $140,000

Total: $262,163


Presenting to the TOC – 2 - Permission for External Spend for FIN48-04 YBT Phase 1b – IP and Workflow

6

Reason for External Spend Request: Since internal PM, OCM and QC (Testing) resources were fully allocated and not available for this project, a decision was made to leverage consultant resources for this work. This work can be considered commodity work and as such can be appropriately sourced with external resources. The Professional Services spend of $140K is for the YBT vendor, Axiom, to add critical functionality to the current tool. This functionality was deferred from Phase 1. External Spending Request: Included in the requested $262k for the remainder of the project is a $122k request for external spending for contractor labor (PM, Change Management, QC/Testing). Spending request is in draft state in Quickbase.

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