SFS 8.8 Upgrade Meeting

1
SFS 8.8 Upgrade Meeting

• Executive Sponsors, Executive Advisory Group and
  Steering Committee
• June 23, 2005

2
Agenda

• Introductions
• Roles and Responsibilities
• Website Review
• Upgrade Status
• Issues and Risks
• Site Readiness
• Next Meeting

3
SFS Upgrade Organization
4
Executive Sponsors

• Responsibilities
• Review project status, budget, resources, issues
  and risks with the SFS Upgrade Project Office on
  a regular basis via scheduled meetings
• Oversight of the entire upgrade project
• Signoff / acceptance of the capability of the
  upgraded system
• Final acceptance responsibility
• Support of the project team
• Team Membership
• Doug Hendrix
• Tom Scott

5
Steering Committee

• Responsibilities
• Review project status with Executive Sponsors,
  Executive Advisory Group and SFS Upgrade Project
  Office on a regular basis via scheduled meetings
  and advise of impact to campuses or on other
  initiatives underway
• Work with campus leadership on the resolution of
  any issues that impact campuses
• Review any new functionality or changes to
  business processes presented by the SFS Upgrade
  Project Office and provide guidance in regard to
  the associated recommendations and impact on
  campus resources
• Liaisons to SFS campus constituents
• Team Membership
• Al Benzschawel, Controller UW Madison
• James Freer, CBO UW Whitewater
• Catherine Jameson, Controller UW Parkside
• Bruce Maas, CIO UW Milwaukee
• Ruth Porrey, Controller UW Stevens Point

6
Executive Advisory Group

• Responsibilities
• Review project status, budget, resources, issues
  and risks with SFS Upgrade Project Office on a
  regular basis via scheduled meetings
• Address and resolve in a timely manner all issues
  presented by the SFS Upgrade Project Office
• Provide guidance and advice to the SFS Upgrade
  Project Office
• Review any new functionality or changes to
  business processes presented by the SFS Upgrade
  Project Office and provide guidance in regard to
  the associated recommendations
• Allocate resources as needed
• Liaisons to Executive Sponsors
• Review and signoff of project components
  including Quality Gate Exit Criteria
• Support the upgrade team in all upgrade efforts
• Team Membership
• Carol Block
• Doug Flee
• Klara Jelinkova
• Diane Mann
• Dwan Schuck

7
Project Office

• Responsibilities
• Prepare Project Plan and manage the entire
  upgrade effort
• Monitor progress on the upgrade project plan and
  tasks and communicate to all stakeholders on a
  regular scheduled basis
• Facilitate meetings with the project team to
  discuss progress and issues
• Evaluate enhancements and change requests and
  alter the scope of the upgrade or obtain
  additional resources, as required, to ensure that
  the project is completed on schedule
• Actively encourage communication between the
  upgrade team members and the functional users
• Manage budget
• Support the upgrade team in all upgrade efforts
• Team Membership
• Elise Barho
• Dale Lucier
• Tina Parman
• Dwan Schuck

8
Project Manager

• Responsibilities
• Single point of contact for project status, issue
  resolution and overall coordination of effort
• Ensures requirements and scope are identified
  early on
• Coordinates work planning meetings, work
  responsibility assignment, and ensures scheduled
  objectives are agreed upon
• Organizes the team, organizes meetings and makes
  the team a cohesive unit
• Communicator for to dos and issue resolution,
  ensures timely follow-up
• Tina Parman is the SFS Upgrade Project Manager.

9
Web Site Review

• Walk thru of SFS 88 Upgrade website

10
Upgrade Status

• We are in the fit/gap verification phase
• Purpose to determine the fit of PS 8.8 to our
  business processes and identify any gaps that
  need to be resolved.
• Scope of the upgrade is for current functionality
  only. The only agreed to exception is Commitment
  Control.
• Actual performance to plan is behind in the
  following areas
• Database readiness
• Interfaces
• Commitment Control / Projects

11
Upgrade Status

• Schedule for Thanksgiving Weekend
• Worked with UWPC to adjust the payroll schedule
  for Thanksgiving week as much as we could
• Unclassified calc moved one day earlier
• Upgrade will start on Wednesday, November 23rd
• We are estimating, at this point in time, the
  upgrade process taking between 5 and 7 days
• UWSA will contact DOA about potential risks
  closer to the go-live

12
Upgrade Status

• Testing
• All test scripts have been completed and reviewed
• Testing is going well across all focus groups
• One iteration has been completed for each area
  except AR/BI
• AR/BI issues are being resolved by a dedicated
  task force
• Test scripts are in the process of being cleansed
  for release to a larger testing audience
• Plan to have additional campus involvement in
  testing next iteration
• A simplistic tracking database is being developed

13
Upgrade Status

• Training
• The following training manuals have been
  developed and are available on the website
  Navigation Guide, Vendor Manual, Journal Upload
  Manual, Query User Manual and Draft Asset
  Management User Manual
• Training planning sessions were conducted with
  Site Leaders and Upgrade Core Group
• Site specific training requirements are being
  developed by site leaders
• Overall training plan will be developed next month

14
Upgrade Status

• Development Interfaces, Customizations,
  Bolt-ons
• Focus has been on completing customizations to
  aid the focus groups in their testing
• Resources to apply to this effort have been
  limited due to fiscal year end responsibilities
• Work has begun on the Payroll Interface still
  need to finalize some design decision regarding
  projects and commitment control
• Batch parallel schedule being developed

15
Upgrade Status

• Reporting
• Standards for queries have been published
• Site Leaders were polled to see if query training
  was required at their campus. Several training
  sessions will likely be scheduled
• nVision bolt-on was installed and is working
• Minor modifications required in look and feel
• WISDM data is flowing from SFS for legacy
  journals

16
Issues and Risks

• Move to Production Process(MTP)
• Our goal was to have four additional MTPs before
  go-live. One has been completed.
• Our last MTP was stopped mid-process when we
  realized we did not have FY06 setup in production
• We have revised our goal to three MTPs
• The one in process
• The next to verify historical cut-off approach
• The third to predict timing for go-live weekend
• We do not believe this revision will negatively
  impact the upgrade project or the go-live date

17
Issues and Risks

• Interfaces
• Our goal was to have 50 of the interfaces in
  place by the end of June we will not meet that
  goal
• Focus is on the Payroll Interface and the WISDM
  web applications to facilitate verification by
  testers of the flow of data through the system
• Salary Cash Transfer
• Salary Encumbrance
• WISDM
• Although behind schedule, we believe that we can
  recover and achieve our goals for batch parallel
  processing and verification for end users

18
Issues and Risks

• Commitment Control / Projects
• Four campuses have determined that they will use
  Commitment Control / Control Budgets
• Milwaukee, Extension, Colleges, Parkside
• Milwaukee wanted to manage their projects using
  control
• Investigated modifications to Payroll Interface
  too complex
• Cannot fail journals, must issue warning instead
  due to DOA constraints
• Project
• Significant table changes
• Still working through begin and end dates
• Project numbers must be unique in 8.8 (we have
  duplicates now)
• WISDM nightly full load

19
Site Readiness - Overview

• The concept of Site Leaders and Site Readiness
  was developed to provide objective,
  campus-specific feedback on the progress of the
  upgrade and the readiness of each site for
  implementation of the upgrade.
• Each campus chose a site leader.
• Each site leader will report their sites status
  monthly.
• Any issues raised (yellow or red status) at a
  site will be presented to the Executive Sponsors,
  Executive Advisory Group and Steering Committee

20
Site Readiness Status

• Two in-person meetings with the site leaders were
  conducted. All site leaders attended.
• Site leaders were provided a detailed task list
  and a 30-60 day look ahead schedule for
  deliverables.
• To date, all site leaders have turned in the
  requested information on time.
• Monthly meetings are scheduled with the site
  leaders. There will likely be 2-3 in-person
  meetings prior to go-live weekend.

21
Next Steps

• Monthly meeting in July
• Semi-monthly meetings August through December
• Combined with Executive Advisory Group meetings
  and Executive Sponsors
• Open for Discussion
• In person every time or via teleconference