From Evaluation to Implementation

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From Evaluation to Implementation
Four Paths
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• Strathmore University
• Vincent Ndoloka
• University of California Santa Barbara
• Doug Drury
• Colorado State University
• Troy Fluharty
• San Jaoquin Delta College
• Lee Belarmino

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Strathmore UniversityVincent Ndoloka
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SU Implementation Approach..

• Management involvement and support
• User and user management involvement
• Functional and technical staff dedicated to KFS
  project fulltime
• Involvement of all users in the process
• Functional staff should be the ones to make
  compromises on system gaps
• Strong functional and technical team spirit

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SU Implementation Approach..

• Project management and coordination
• Training both functional, technical
• A strong project team
• Documentation of processes
• Technical assistance
• Minimal systems customization

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SU KFS Project-next steps

• Implement new modules as they become available
• Immediate to go live in March 2008
• Purchases
• Accounts payable
• Contracts and grants
• Later KFS Release 3
• Capital Asset Management System
• Accounts Receivable
• Also
• Extend use of KEW beyond financials to make
  Strathmore University paperless

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University of CaliforniaSanta BarbaraDoug Drury
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Kuali From Evaluation to Implementation

• University of California Santa Barbara Approach
• Methodical approach based on evaluation of major
  functional areas goal is to minimize investment
  risk while making forward progress
• Each major functional area to be assessed
  relative to existing business processes and data
  elements
• Gaps in process or data to be identified and
  assessed for risk
• Approaches to mitigating gaps to be identified
  where possible
• System level assessment to be done based on total
  set of identified gaps and risks

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Kuali From Evaluation to Implementation

• UCSB Approach (contd)
• We know what we currently do we dont know how
  that translates into Kuali
• We need someone to do the translation for us
• We want support on a task by task (functional
  area by functional area) basis because we dont
  have budget allocated for the entire project
• We want a deliverable product (a fit-gap
  document) for each task that allows us to build
  upon knowledge/understanding gained as result of
  preceding tasks

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Kuali From Evaluation to Implementation

• UCSB Current Status
• Started evaluation process with COA
• We documented our existing processes (both
  automated and manual)
• We documented to data associated with our
  processes (both digital and non-digital)
• We enlisted the aid of a qualified consultant
  (rSmart) to map UCSB COA processes and data to
  defined Kuali COA processes and data
• The result of this exercise indicates that UCSB
  processes and data can map successfully with a
  few gaps. The gaps can be mitigated.

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Kuali From Evaluation to Implementation

• UCSB Current Status (contd)
• Currently presenting the results of COA analysis
  to UCSB and UC communities
• Currently determining which functional area to
  assess next
• No loss of investment even if we cant do Kuali
• Documentation of UCSB processes/data extremely
  valuable regardless of direction
• Exercise has identified targets of process
  improvement regardless of direction
• Conclusion In an environment where high level
  consensus must be achieved, this approach is a
  good way to build consensus while minimizing
  investment risk

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Colorado State UniversityTroy Fluharty
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Colorado States Approach

• 11/05 Our first Kuali Days
• We went to see why we shouldnt use Kuali
• We left knowing Kuali was what we wanted to do
• 1/06 6/06 Prepared dual Financial Mgmt/Research
  Mgmt RFP
• Heavy campus involvement
• 6/30/06 Target release

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Colorado States Approach

• 7/06 The landscape changes
• VP Finance Admin resigns
• Board of Governors wants to consider a whole CSU
  System solution
• Subsequent study by BOG takes several months
• Subsequent decision by BOG is CSU does not
  implement one system
• BOG directive to implement new system 24-28
  months
• We keep attending Kuali Days to keep current

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Colorado States Approach

• 1/07 After 11/06 Kuali Days we decide to try the
  new rSmart Kualifier
• Appliance installed
• On campus meetings with stakeholders
• Opened up appliance to all campus users
• Provided simple scenarios to users
• Short training sessions on how to use
• eDocLite development
• Batch feed instructions
• Kualifier Report

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Colorado States Approach

• Campus support
• Ability of campus to try system generated
  overwhelming approval
• Campus decides that Kuali is direction we need to
  go without opening an official RFP
• Ability to demo solutions to existing problem
  processes in eDocLite

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Colorado States Approach

• 6/07 FMS/RMS committee approval of Kuali
• 8/07 Administration gives Kuali go-ahead
• 10/07 State Controller gives Kuali approval

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CSUs Next Steps

• FRS to Kuali conversion
• Mapping of elements between databases
• Deliver a program to convert and load data
• Documentation of the process
• Upgrade of appliance
• Relocate the Kuali database to our enterprise
  Oracle server

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CSU Lessons Learned so far

• Campus involvement is key
• Allow them to try out the system
• Involve key campus business officers to obtain
  buy-in to the process
• Reporting subcommittee
• Unique ability of Kuali to provide a working
  system before purchase is invaluable
• eDocLite is a top selling point

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Lee Belarmino
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Delta College Systems
Kuali Financials
Kuali Student
Sakai LMS Internet Classes
MUNIS HR and System 2000 Payroll
Kuali Workflow
uPortal Student and Staff
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Kuali Workflow from Evaluation to Implementation

• Implementing MUNIS Human Resource System
• Home grown Payroll System 2000
• Front-end very labor intensive
• Non Satisfactory Kronos Time and Attendance
• Reviewed Options
• Spend more money on making Kronos work
• Implement dumb electronic forms Adobe
• Implement Smart Forms
• Adobe
• Informed
• Implement Kuali Workflow for Time and Attendance

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Kuali Workflow Implementation

• Feasibility Analysis rSmart
• Includes scope and budget estimates
• Requirements Analysis rSmart
• Capture of system detail and design
• Development rSmart
• Development of Time and Attendance Forms and
  Workflow
• Implementation of Time and Attendance Work Flow
• Pilot 01/08 03/08
• Live 04/08

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My Time at Delta Kuali Workflow
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My Time at Delta Kuali Workflow
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Delta College/rSmart Partnership
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From Evaluation to Implementation
Four Paths