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UPDATE Finance/Facilities Committee Meeting Wednesday, October 29, 2003

UPDATE Finance/Facilities Committee Meeting Wednesday, October 29, 2003. PEOPLESOFT ACQUISTION AND IMPLEMENTATION Selected and acquired in March 2002 Budgeted for $10 million To be implemented over a 5-year period - Human Resources/Payroll - General Ledger - Position Management

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UPDATE Finance/Facilities Committee Meeting Wednesday, October 29, 2003

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  1. UPDATEFinance/Facilities Committee Meeting Wednesday, October 29, 2003

  2. PEOPLESOFT ACQUISTION AND IMPLEMENTATION • Selected and acquired in March 2002 • Budgeted for $10 million • To be implemented over a 5-year period - Human Resources/Payroll - General Ledger - Position Management - Purchasing/Accounts Payable - Projects, Contracts & Grants - Student Records - Student Financials - Financial Aid - Advisement - Contributor Relations

  3. GOALS OF IMPLEMENTATION • As communicated to Board of Trustees in Sept. 2001 • Modernize aging legacy systems • Enhance integration among systems • Improve student processes • Provide modern reporting tools • Provide web-enabled self service • Redefine business processes (gain efficiencies) • Provide strategic advantage in recruiting and fund raising • Position Universities of the UMS as first class institutions

  4. PROJECT MILESTONES

  5. PROJECT MILESTONES (Continued)

  6. HUMAN RESOURCES/PAYROLL IMPLEMENTATION Modules Implemented • Human Resources • Payroll • Benefits Administration • Time and Attendance • Employee Self-Service Assessment • Complex (multi-campus) • Self-service (requires oversight) • Teamwork and accuracy (intra-system dependence)

  7. STUDENT SERVICES TRANSFORMATION PROJECT Process • Team comprised of student administration representatives from all campuses • External consultant for facilitation • Review and document “as is” process • Identify and recommend process improvement opportunities • Presidential review • Implement as appropriate Assessment • Campus autonomy • Perceived conflict with campus mission • Improvement opportunities to be implemented with student modules as appropriate • Very few organizational implications

  8. LESSONS LEARNED Web Security • Encryption security much greater focus in future implementations Communication • Up-to-date web site • Newsletters • Enterprise-wide e-mail informational updates Training • Project team discussing recruitment of full-time training staff Design and Development • Appropriate functional area involvement • Standardize utility software to minimize implementation costs System-wide

  9. LESSONS LEARNED (Cont’d) Risk assurance review • Conduct independent reviews on pre/post-implementations providing comfort for high risk areas Reporting • Attention to reporting requirements early in implementation Decision making process • Campus autonomy vs. System-wide initiatives • Organization chart for ERP project Business process review • Perform prior to implementation

  10. FUTURE PROJECT TIMELINE • Implement the General Ledger, Position Management and Purchasing/Accounts Payable - January 2005 targeted go-live date - Begin Projects, Contracts and Grants Spring 2005 • Implementation of the student administration modules - Begin with admissions late Spring 2004 - Other modules to be implemented in the following sequence (tentative): - Student Records - Contributor Relations - Student Financials - Financial Aid - Advisement

  11. PROJECT FUNDING UPDATE • Of the $10 million borrowed for the project, $5.0 million has been spent through June 30, 2003 - Software - PeopleSoft and Oracle - $3.1 million - Consulting - $1.9 million - Debt service paid by System • Ongoing incremental support costs (such as maintenance and technical training) - $1 million per year charged to campuses • Hardware costs funded under base UNET budget or campus budgets (i,e., desktop hardware upgrades)

  12. CONCLUDING COMMENTS • This is a major undertaking for the University of Maine System • New ERP system necessary and crucial to replace legacy systems • We must do BPR to reach our goals (efficiencies will be gained) • Change management is our greatest challenge • Efficiencies not fully realized until all modules implemented

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