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Transforming the University of Cincinnati with the mySAP Business Suite – Lessons Learned. Mr. Dennis Yockey (UC), Mr. Jim Lewis (UC), Mr. Danny Trudgett (IBM). Agenda. Preparing for New Business Systems Implementing mySAP for Financials Mission, Scope and Approach

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Transforming the University of Cincinnati with the mySAP Business Suite – Lessons Learned

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Transforming the university of cincinnati with the mysap business suite lessons learned l.jpg

Transforming the University of Cincinnati with the mySAP Business Suite – Lessons Learned

Mr. Dennis Yockey (UC), Mr. Jim Lewis (UC),

Mr. Danny Trudgett (IBM)


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Agenda

  • Preparing for New Business Systems

  • Implementing mySAP for Financials

    • Mission, Scope and Approach

    • Architecting and Building the Technical Infrastructure

    • Creating a High-Performing Project Team

    • Project Governance – Balancing Consensus with Speed

  • Defining the Enterprise – UC Flex

    • Adding HR/Payroll and COEUS

    • Creating the UC Flex Program Management Office

    • UC|21 – Supporting the University’s Strategic Plan

  • Lessons Learned

  • Questions


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Preparing for New Business Systems

  • The Case for Change

    • Core Systems Review identified that the Financials and HR legacy systems needed to be replaced

    • Information Management Technology Committee set priority –Financials then HR

    • Project Sponsors and Selection Committee Established

    • Business Case and Project Charter Developed

  • Selecting the Financials Solution

    • Software RFP Process for Financials selected SAP

      • RFP  Shortlist  References  Site Visits  Demonstrations  Negotiations

    • Implementation Partner RFP process for Financials selected IBM

      • RFP  Shortlist  References  Presentations  Scoping  Statement of Work  Negotiations


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Agenda

  • Preparing for New Business Systems

  • Implementing mySAP for Financials

    • Mission, Scope and Approach

    • Architecting and Building the Technical Infrastructure

    • Creating a High-Performing Project Team

    • Project Governance – Balancing Consensus with Speed

  • Defining the Enterprise – UC Flex

    • Adding HR/Payroll, COEUS & Other Initiatives

    • Creating the UC Flex Program Management Office

    • UC|21 – Supporting the University’s Strategic Plan

  • Lessons Learned

  • Questions


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Objectives & Benefits

  • Key Objectives

    • Relate to UC’s needs as a 21st century public university

    • Flexibility and information access improvements

    • Ability to use UC information to manage resource strategies

    • Efficient UC operations and accurate information

  • Anticipated Benefits

    • Support a flexible, evolving & responsive business environment

    • Eliminate non-value adding activities, such as data entry duplication

    • Adopt best practices where possible

    • Improve ability to service customers

    • Integrate multiple functional areas within UC

    • Reduce reliance on ancillary systems

    • Streamline business processes and reduce inefficiencies

    • Support information sharing and access


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Project Mission

  • Deliver a mySAP solution to enhance the University’s financial management operations, supporting the following objectives:

    • Delivered on-time and on-budget

    • Utilize an integrated approach to design and build the system

    • Provide for common business processes and data at all levels within the University

    • Eliminate shadow systems wherever possible

    • Provide an integrated core solution that improves current operations and allows for future enhancement (e.g. HR/Payroll, e-procurement)


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Geographic & Organizational Scope

  • University of Cincinnati

    • A Public Doctoral/Research University-Extensive

    • Three Campuses + Three Remote Locations

    • 34,000 Students

    • 14,000 Total Staff (4,100 Administrative Staff)

    • Annual Budget $780m

    • Endowment $1Bn

  • 1,000 SAP users (Financials)


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Functional Scope – Financials

  • General Ledger

  • Accounts Receivable / Revenue Mgt

  • Accounts Payable

  • Managerial Accounting

  • Purchasing & Procurement

  • Asset Accounting

  • Project Accounting / Capital Finance

  • Grants Management

  • Budget (inc. Position Budgeting)

  • Funds Management

  • Endowment / Investment Accounting*

  • Reporting

mySAP components:

  • R/3 Enterprise 4.7 (EA-PS 2.0)

  • Strategic Enterprise Management (SEM)

  • Business Warehouse (BW)

  • Enterprise Portal

* UC Customer Enhancement


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University Specific Challenges

  • Grants Management

    • Indirect Costs

      • Budget Preparation

      • Substitution rule for revenue distribution

    • Multi-year budgeting in FM

  • Project Accounting

    • Funding structures

  • Position Management

    • Process integrates across HR/Payroll

  • Endowments Management

    • Custom Development


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Endowments Management

  • The UC Endowments Management solution will be used by the treasurer’s office to:

    • Manage the pooled endowment funds

      • Purchase and sale of shares

      • Distribution of income and assessment of fees

    • Manage the Temporary Investment Pool (TIP)

      • Tracking of average daily cash balances

      • Distribution of income and overdraft assessment

    • Provide detailed reports to departments of pooled investment activities

      • Actual and projected income and expenses

      • Market value and costs of pooled endowment holdings

    • Record monthly investment activity

  • Key Design Points include:

    • Use of SAP Corporate Finance Management (CFM) for creation of stocks

    • Custom tables and programs for all other pool management activities


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System Infrastructure Scope

  • Architected, sized and built from a clean-sheet to provide a robust, flexible and scalable mySAP infrastructure. Components include:

    • IBM P-series Hardware - p670/p570 + AIX 5.0 with virtualization

    • Windows 2003 SQL Server Cluster for Enterprise Portal

    • EMC CX700, STK SL8500

  • Sandbox, Development, QA, Training and Production environments for:

    • SAP R/3 Enterprise Release 4.7 / Web Application Server 6.2

    • BW 3.5 / WAS 6.40 Kernel

    • Enterprise Portal 6.0 SP9 / WAS 6.40 Kernel

  • System Landscapes for:

    • Solution Manager 3.1 (for Operations)

    • AscendantTM SAP Toolset

  • Other components:

    • Novell e-Directory LDAP

    • In Future: Linux and Big IP Version 9


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System Infrastructure Diagram


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Implementation Strategy – Financials

  • A multi-wave implementation timeline that supports a big-bang go-live in July, 05 for SAP R/3 with the Budget Planning system available Apr, 05

  • An integrated project team that is a comprised of high-caliber UC staff and consultants in co-leadership roles. The team includes Team Members, Subject Matter Experts and Business Process Owners with functional responsibilities

  • A proven methodology – AscendantTM SAP – which provides the guidance, framework, and process checkpoints that constitute a successful implementation

  • A comprehensive set of tools and accelerators, including RWD Info Pak and the AscendantTM SAP Toolset which provides a web-enabled project support system and central repository that aids in managing the project and maintaining project documentation and deliverables, including:

    • Project Management & Communication – Issues, Calendars, Email workflow, etc

    • AscendantTM SAP Method – based on Accelerated SAP with WBS, Accelerators, etc

    • Document Library – Requirements, Plans, Presentations, Minutes, etc

    • SAP Reference Model

    • Customer Reference Model – The “In Scope” model with process documents (e.g. BPP’s) attached to nodes in the tree


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Implementation Timeline – Financials


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Project Team

  • A single, integrated project team comprised of UC, IBM and SAP staff, who share:

    • A common vision

    • A single project plan with common milestones and deliverables

    • A single project governance structure

    • Shared responsibility for delivering on-time and on-budget

  • Adopt the “Commercial Off-The-Shelf” Best Business Practices contained in the mySAP solution (a.k.a. System Based Business Process Reengineering)

  • Empowered to resolve issues and make decisions

  • Transfer knowledge to UC during the implementation to create self-reliance after the project is finished

  • UC Team Member’s positions backfilled to support ongoing operations


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Project Team Structure

  • Project Managers

    • UC Business, UC Technical, IBM

  • Team Leads

    • Four teams: Business Process, System Infrastructure, System Development and Change Management & Training

    • Each team has two leads – UC and IBM

  • Team Members

    • Most are Full-time

    • Includes staff from Colleges/Departments

  • Process Owners

    • One for each Process Area e.g. G/L, Grants, Endowments, etc

    • Signoff on: Blueprint, Roles, User Training Plans, User Acceptance

  • Subject Matter Experts

    • Participate in Blueprint Workshops and Configuration Confirmation Sessions


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Change Management & Training

  • Integrated component of the UC Flex Team

  • UC Flex Leadership with IBM and UC team members

  • Change Management Scope includes:

    • Change Management Strategy

    • Stakeholder Analysis, Change Readiness Surveys, Communication Plan, Communication Survey, Townhall meetings, Newsletters, FAQ’s, Listserv (email), Web site, Road Shows

  • Training scope includes:

    • Project Team Training Plan – Business and Technical

    • User Assessment, Training Strategy and Plan

    • Training Standards, Templates and Prototypes

    • End-User Course Development and Training Delivery

    • RWD Info Pak

      • Content Development, Context-sensitive Help


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End User Training

  • Role-Based Training Development

    • Blueprint  Processes  Roles  Curriculum

      • Blueprint identified the system and business processes

      • SAP Roles (>65) identified and mapped as-is  to-be

      • Curriculum developed based on the roles users will perform

  • Training Delivery Process

    • Identify UC Flex Users

      • Training Survey identified users and current processes

      • Map current processes to UC Flex Roles

      • Train Business Administrators on UC Flex Roles

      • Validate UC Flex Users with Business Administrators

    • Create Individual Training Plans

    • Distribute Individual Training Plans through Business Administrators

    • Create the Training Schedule

    • Web-based Training Registration

    • Track Attendance & Monitor Feedback

  • End User Training Scope

    • More than 40 courses and workshops

    • Over 2,500 hours (total) of training to be delivered


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Project Governance

Project Sponsors

VP - Finance

VP - CIO

Executive Steering Committee

Co-Chairs

Members

Program

Decisions

Project Management

UC Business PM

UC Technical PM

IBM PM

Change Mgmt & Training

Business Process

System Development

System Infrastructure

UC & IBM Leads

UC & IBM Leads

UC & IBM Leads

UC & IBM Leads


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Agenda

  • Preparing for New Business Systems

  • Implementing mySAP for Financials

    • Mission, Scope and Approach

    • Architecting and Building the Technical Infrastructure

    • Creating a High-Performing Project Team

    • Project Governance – Balancing Consensus with Speed

  • Defining the Enterprise – UC Flex

    • Adding HR/Payroll and COEUS

    • Creating the UC Flex Program Management Office

    • UC|21 – Supporting the University’s Strategic Plan

  • Lessons Learned

  • Questions


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UC Flex is…

  • Transforming Business

  • Transforming Information Systems – using technology as an enabler

  • A High Priority

  • Still Evolving – adding new initiatives

  • Made up of:

    • UC Flex Financials  mySAP Financials

    • UC Flex HR  mySAP HR + PeopleAdmin

    • UC Flex Grants Management  COEUS + SAP Grants Management Module

  • Supported by a single Program Management Office


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Program Management Office

  • To ensure an integrated and cost-effective enterprise-wide solution, UC established a Program Management Office (PMO) with the charter to:

    • Support and Control UC Flex related Projects

    • Provide Management Visibility

    • Institutionalize Project Management

  • The UC Flex PMO responsibilities include:

    • Establish Project Standards

    • Provide Project Management Support

    • Collect, analyze and report information on projects

    • Monitor projects for conformance to standards

    • Monitor scope, issue, risk, and performance

    • Improve the skill level and capabilities of project managers within the organization

    • Acquire and Implement project management processes, tools, techniques and capabilities


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New Initiatives

  • New Projects

    • Replacing the legacy HR/Payroll with SAP

    • Implementing COEUS

  • Impacts on the UC Flex Program

    • Updated Project Charter

    • Updated Governance Model

      • Added Sponsors for HR & Grants Management

      • Added Steering Committee members for HR & Grants Management

      • Created HR Process Change Leadership Group

    • Created HR Team

    • Created Integration Roles


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UC Flex HR Scope

  • Organization and Position Management

  • Personnel Administration

  • Time Management

  • Benefits Administration

  • Compensation Administration

  • Payroll Processing and Payroll Accounting

  • Self Services – Manager and Employee

  • Talent Management – Training, Qualifications, Career Development


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UC Flex HR Benefits

  • Anticipated Benefits:

    • A standard (SAP-centric) platform allowing a truly integrated system

    • Streamlined business processes using the SAP system to provide faster, more convenient service to the University community

    • Increased automation allowing the University to shift effort from centralized administrative activities to employee/manager services and programs

    • Electronic Workflow approvals


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UC Flex Financials + HR Timeline


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UC Flex – COEUS

  • Mission

    • Implement a research administration system which will meet the needs of UC’s research units and central administration

    • Integrate components of SAP Grants Module with COEUS to deliver significant pre and post award functionality to the desktop

  • Benefits

    • Assist the Office of Sponsored Programs with pre and post award management of sponsored activity.

    • Manage awards from cradle to grave

    • Proposal development opportunities for the future including electronic submission of proposals


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COEUS Timeline

  • Phase 1 (November, 2005)

    • Proposal module – store completed proposals

    • Award module – maintain detailed information on awards and sub-awards

    • Subcontract module – maintain detailed information on sub-recipients

    • Person module – repository for information on employees associated with proposals and awards

  • Phase 2 (Fall, 2006)

    • Conflict of Interest module – maintain all conflict of interest and financial interest disclosures that may compromise professional judgment in carrying out research work

    • Negotiation module – track negotiations for individual proposals


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UC|21 – UC’s Strategic Plan

Six Goals:

  • Place Students at the Center

  • Grow Our Research Excellence

  • Achieve Academic Excellence

  • Forge Key Relationships & Partnerships

  • Establish a Sense of “Place”

  • Create Opportunity


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Agenda

  • Preparing for New Business Systems

  • Implementing mySAP for Financials

    • Mission, Scope and Approach

    • Architecting and Building the Technical Infrastructure

    • Creating a High-Performing Project Team

    • Project Governance – Balancing Consensus with Speed

  • Defining the Enterprise – UC Flex

    • Adding HR/Payroll and COEUS

    • Creating the UC Flex Program Management Office

    • UC|21 – Supporting the University’s Strategic Plan

  • Lessons Learned

  • Questions


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Project Governance


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Project Execution


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Project Execution


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Project Execution


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Functional Design


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Technical Infrastructure


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Agenda

  • Preparing for New Business Systems

  • Implementing mySAP for Financials

    • Mission, Scope and Approach

    • Architecting and Building the Technical Infrastructure

    • Creating a High-Performing Project Team

    • Project Governance – Balancing Consensus with Speed

  • Defining the Enterprise – UC Flex

    • Adding HR/Payroll and COEUS

    • Creating the UC Flex Program Management Office

    • UC|21 – Supporting the University’s Strategic Plan

  • Lessons Learned

  • Questions


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