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UI-Integrate Project Update for the Board of Trustees

UI-Integrate Project Update for the Board of Trustees. November 14, 2002. Agenda. Background (will not present) Budget & Staffing Accomplishments and Plans for Next Year - HR / Payroll Finance Student Admin Overall Project Project Challenges and Risks Summary.

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UI-Integrate Project Update for the Board of Trustees

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  1. UI-Integrate Project Updatefor the Board of Trustees November 14, 2002

  2. Agenda • Background (will not present) • Budget & Staffing • Accomplishments and Plans for Next Year - HR / Payroll • Finance • Student Admin • Overall Project • Project Challenges and Risks • Summary

  3. What is UI-Integrate? • An opportunity to improve business practices and ensure continued delivery of core services and functions • The University of Illinois configured implementation of the Banner2000 system from SCT – a cost effective, integrated and sustainable business and student services platform • Involves Human Resources, Financial and Student Administration functions • Five-year project (July 1, 2000 – June 30, 2005)

  4. What are SCT & Banner? • SCT is a global information technology solutions company, serving more than 2,500 clients worldwide • Banner2000, developed by SCT, is an integrated software package designed for the higher education market

  5. UI-Integrate Benefits • Allows for the adoption of more contemporary administrative “best practices” • University data in one system results in higher quality data • Transaction updates occur in real time for more accurate, current data • Enhanced, simplified and more consistent reporting • A better technology foundation for the future • Mitigates risk to essential services posed by current network of aging systems, e.g. Payroll system

  6. Project Governance

  7. Project Leadership • UI Project Executive • Rich Mendola, Associate Vice President Administrative Information Technology Services • UI Project Director • Margaret Krol, Assistant Vice President, ERP Implementation • SCT Account Executive • Paul Setze • Accenture Partner • Jim Flowers

  8. Project Methodology Lifecycle • Work planning • Defining scope of work to be accomplished and overall assumptions • Design • Focuses on redesigning business processes, configuring the software, identifying software gaps, and developing approaches to close the gaps • Implementation • Focuses on building, testing, and rolling out the new software and business processes to the user community

  9. Training/Ed Approach Total End Users: • Process • Transition Workshops • Unit Readiness Labs • News • Web • Newsletters • Email • Connections • Existing Online Learning Systems • Policies & Procedures • Training • Instructor Led • Self-directed • WBT CBT • Training Management • Course Enrollment • Tracking & Reporting • On-Line Reference • How-to • Procedures • FAQs

  10. Budget and Staffing

  11. Original UI-Integrate Budget (Includes Decision Support Costs)

  12. Budget Reduction • Original Budget of $197,247,343 included $30,442,289 for network infrastructure upgrades • The network infrastructure upgrade budget was reduced by $11,050,000 as part of last year’s rescission, resulting in a total budget of $186,197,343

  13. Budget Status Updated 11.01.2002

  14. Contingency status Starting contingency balance $15,000,000 Education & Training (includes ~$300K other)($5,962,578) Approved Finance modifications ($1,534,403) Approved Finance/HR modifications($176,400) Approved HR modifications($490,920) Approved Student modifications($411,365) Additional personnel management support($65,240) Additional EAI message development($800,000) Additional facilities expenses($958,623) Current contingency balance $4,600,471 * as of 11.01.2002

  15. Project Staffing

  16. Staffing Comments • We have been very successful in recruiting high-quality staff, given the downturn in the economy • Our current five year staffing profile resembles a bell curve, compared to the original “flatter” projections, due to the “big bang” Finance and HR go-lives • This pattern has compressed more of the staffing costs into FY03 and FY04 and has resulted in higher peak demands for space

  17. HR/Pay Accomplishments • In production with / retired old system that supports: • Employee Biographic/Demographic information • Employee Relations foundation data • Completed design phase for: • Benefits Administration • Position & Compensation

  18. HR/Pay Plan for Next 12 Months • Complete design for: • Employment Administration • Payroll • Time and Attendance

  19. Finance Accomplishments • Completed design for: • Chart of Accounts • General Ledger • Purchasing • Accounts Payable • Fixed Assets • Grants & Contracts

  20. Finance Plan for Next 12 Months • Complete design for: • Budgeting • Implement • Chart of Accounts • General Ledger • Accounts payable • Purchasing • Fixed Assets • Grants & Contracts • Accounts Receivable

  21. Student Accomplishments • Completed design phase for: • Financial Aid • Accounts Receivable • Completed implementation for Recruiting • Got signoff from Faculty Senates on key academic policy issues • Common course numbering • Common GPA calc • Common use of course “hours” • Common grading nomenclature

  22. Student Plan for next 12 months • Complete design phase for: • Course Catalog, Class Scheduling, & Location Management • Pre-Registration • Registration • Academic Records & General Student • Transfer Articulation • Complete implementation for: • Admissions (December 2002) • Course Catalog, Class Scheduling & Location Management • Financial Aid

  23. Overall Project Accomplishments • Training and Education • Coordinated Transition Workshops, Unit Liaison Meetings and Instructor Led Training in support of the go-lives; Assessments have all been in the Good to Excellent Range • Developed Web-based course on logon & navigation • Created online documentation for all instructional materials • Communication • Delivered over 200 project overview and status presentations • Software • Upgraded production software • Tested disaster recovery approach

  24. Project Challenges & Risks • Risks • Contemporary integration approach & “partnership” • Ability of SCT to address UI modifications • Impacts of budget cuts on departmental participation • Need to build HR bolt-on applications • Inherent challenges • Disputes about the scope of SCT modifications • Logistics of multi-campus project • Student practices differ across the three campuses • Linked with decision support project • Ability to identify sufficient resources (rooms and trainers) to support training efforts

  25. Summary • We are “in production” with two UI-Integrate modules • Major student go-live is imminent • FY03 finance go-live will include largest single set of business process changes the University has ever experienced • Budget is on target and sufficient contingency funds are available to address additional modifications and financial impacts of project risk areas

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