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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

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
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
preparing for new business systems
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
agenda4
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
objectives benefits
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
project mission
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)
geographic organizational scope
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)
functional scope financials
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

university specific challenges
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
endowments management
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
system infrastructure scope
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
implementation strategy financials
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
project team
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
project team structure
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
change management training
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
end user training
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
project governance
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

agenda20
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
uc flex is
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
program management office
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
new initiatives
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
uc flex hr scope
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
uc flex hr benefits
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
uc flex coeus
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
coeus timeline
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
uc 21 uc s strategic plan
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
agenda30
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
agenda37
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