mysap lessons lrnd

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

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, 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: 

mySAP components: R/3 Enterprise 4.7 (EA-PS 2.0) Strategic Enterprise Management (SEM) Business Warehouse (BW) Enterprise Portal 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 * 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

System Infrastructure Diagram: 

System Infrastructure Diagram

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

Implementation Timeline – Financials: 

Implementation Timeline – Financials

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 Co-Chairs Members Project Management UC Business PM UC Technical PM IBM PM Change Mgmt & Training Business Process System Development System Infrastructure VP - Finance VP - CIO Executive Steering Committee UC & IBM Leads UC & IBM Leads UC & IBM Leads UC & IBM Leads Program Decisions

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

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 Financials + HR Timeline: 

UC Flex Financials + HR Timeline

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 UC Flex – COEUS

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: 

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 UC|21 – UC’s Strategic Plan

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

Project Governance: 

Project Governance

Project Execution: 

Project Execution

Project Execution: 

Project Execution

Project Execution: 

Project Execution

Functional Design: 

Functional Design

Technical Infrastructure: 

Technical Infrastructure

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