Business Systems

1
Business Systems

• FY02 Planning Highlights
• PeopleSoft Implementation
• Sustaining Current Business

2
Business Systems

• Adjustments to Organizational Structure
• Develop transition plan for PeopleSoft team
• Develop PeopleSoft responsibilities
• Reassign responsibilities for current production
  systems to fill the gaps created by the departure
  of staff to PeopleSoft
• Additional Resources as a result of the
  PeopleSoft Project
• Lance Rand for overall management of Current
  Systems
• Debbie Arnold for Training Administration and
  Communications
• Elaine McMillion for Project Administration
• Communication within OIT and to the Campus
• Establish regularly scheduled meetings with major
  constituents to discuss open issues, new
  initiatives, etc.
• Schedule weekly meetings between PeopleSoft OIT
  Leads and Current Business Systems staff for
  knowledge transfer, etc.
• Provide Blackboard access to disseminate
  PeopleSoft Information
• Anticipate impact and include key areas asap
  (e.g. Desktop support, Help Desk, etc.)

3
Business Systems Current System Initiatives

• AIMS upgrade to myUMBC
• AIMS is a UMBC developed Client Server
  Application which currently provides Online
  Student Transcripts to specified UMBC faculty and
  staff via a PC desktop.
• Major Benefits
• PC desktop limitation removed
• Expansion of the data population model from
  current students only to the historical UMBC
  students
• Degree Audit
• UMBC has purchased a Graphical Degree Audit
  product called Degree Navigator from Decision
  Academic Graphics (DAG)
• Integrated into UMBC data structures for daily
  refresh

4
Business Systems Current System Initiatives

• FinWeb for Financial Reporting via myUMBC
• Original Source will be legacy FAS data from the
  HP3000
• Provides online access to reports and adhoc
  queries
• Has proven to reduce tremendously the
  printing/distribution of reports at other UM
  campuses
• Anticipated Future Source will be the new
  PeopleSoft Financial System
• ProCard Web for review/adjustments to
  transactions
• Adjustments to new Bank software requirements

5
Business Systems Current System Initiatives

• Sallie Mae Payment Process
• Automate web payments for student bills via
  Sallie Mae solution
• SCEQ Online Pilot
• Develop Online Pilot for SCEQ
• Future evaluation for hard copy replacement forms
  replacement to reduce dependency on Scanner
  Hardware
• Accommodate new trends in Higher Education, e.g..
  Online Education
• Shady Grove/USOU
• Adjustment to traditional systems to accommodate
  additional approaches to providing education
  remotely and/or online
• Registration
• Billing
• Access

6
Business Systems Current System Initiatives

• Student Parking Services Options via myUMBC
• New development of a Student Parking Services
  feature for myUMBC
• Allow students to manage car information
• Allow students to designate method of receiving
  actual parking hanger (pickup or mail)
• Provide automated back office management of
  assignments, mailings,etc.
• Library Systems
• Convert Client Server Media applications to be
  web based

7
Business Systems Current System Initiatives

• Resource25/Schedule25
• UMBC has purchased Scheduling products called
  Resource25 and Schedule25 from Collegenet,
  formerly known as Universal Algorithms (UA)
• These products provide sophisticated and
  efficient methods for managing space.
• Interfaces to new PeopleSoft product
• Systems Upgrades
• HP3000 Operating System version 5.5 to 6.5 to
  maintain HP support
• Test Scoring and GradeBook
• Refinements to newly implemented Faculty
  GradeBook process
• Review for potential web based option

8
Business Systems PeopleSoft Implementation

• Overarching goal is to replace all major business
  systems with a single integrated solution
• Current Status
• Project Room (ECS 005/005A) established
• Project Structure developed
• RFP for Implementer in progress
• Specific Project related Training has begun
• Hardware procured and installed
• Software Installations scheduled for 6/18 7/2

9
Business Systems PeopleSoft Implementation

• Next steps
• Evaluate/Select implementation partner(s) (RFP)
• Launch Blackboard and Project Web-site as project
  management and communication tool
• Fill team lead positions for SA
• Document, review, sign-off AS-IS business
  processes and business requirements
• PeopleSoft certified install of HR and Financials
  software

10
PeopleSoft Project Team Structure

• Participates in Fit/Gap workshops, Prototyping
  sessions
• Participates in user acceptance testing of system
  functionality, End-User Training

• Business Process Owners
• Represents the communication link with
  representative groups
• Incorporates/Communicates other University
  initiatives into project
• Identifies appropriate subject matter expertise
  around business operations who
  would participate in FIT/GAP and prototyping
  sessions
• Identifies appropriate specialty SMEs, and power
  users

Power Users/Specialty Subject Matter Experts
(SME's)

• Provides guiding principles,vision/strategic
  direction
• Reviews/Approves proposed policy/procedure
  changes
• Reviews/Approves scope changes and budget impact
• Review/Approves timing/sequencing of
  implementation

Coordinating Committee/Go-To Advisor/SME's

• Dedicated full/part time participation
• Package experts in functional area
• Understands/Develops/Designs the details around
  the configuration
• Facilitates Fit/Gap workshops, prototyping
  sessions
• Proposes solutions to gaps (customization,
  bolt-ons, change in
• business processes, policy,procedure)

Executive Steering Committee
Core Team
11
Project Team Members
PeopleSoft Project Team Structure

• Executive Steering Committee
• Mark Behm VP Administration Finance
• Art Johnson - Provost
• Nancy Ochsner Director Institutional Research
• Loretta Pique Director Human Resources
• Jack Suess Chief Information Officer
• Tom Taylor Assistant Provost Enrollment
  Management
• Tom Vogler Assistant VP Financial Services
• Clolita Williams Assistant VP Administrative
  Services executive chair

• Coordinating/Advisory Committee
• President Freeman Hrabowski
• Dean of Graduate School Scott Bass
• Dean College of Engineering Shlomo Carmi
• Dean and Asst Dean Arts Sciences Rick
  Welch/Janie Stevenson
• VP Institutional Advancement Sheldon Caplis
• VP Student Affairs Charles Fey
• VPro Professional Education Training Craig
  Weidemann
• President Faculty Senate John Jeffries
• President Classified Senate Sue Hahn
• President University Health Svcs Marie Yeh
• President Student Govt Association -TBD
• President Graduate Student Association - TBD

12
PeopleSoft Project Team Structure
Project Team Members

• Core Functional/Technical Team
• Christine Schiavone Project Director
• TBD SA Lead
• Darlene Odum-Scruggs Student Financials
• TBD
• Joe Kirby IT Lead
• Todd Haddaway DBA
• Joseph King Systems Administrator
• Cathy Riddle HR Technical
• Cheryl Putro SA Technical
• Bill Preston FS Technical
• Robert Preston FS Lead
• Michelle Smith GL Functional
• Dorothy Weller AP Functional
• Carolyn Newton Budgets Functional
• A. Smith Asset Management
• Janice Schwartz Grants Management
• Rochelle Sanders HR Lead
• Darlene Davis

13
PeopleSoft Project Team Structure

• Business process owners
• Procure/coordinate user involvement
• Incorporates/Communicates other University
  initiatives into project
• Identifies appropriate subject matter expertise
  around business operations who would participate
  in FIT/GAP and prototyping sessions
• Identifies appropriate specialty SMEs, and power
  users

Executive Steering Committee Clolita Williams -
Chair M.Behm, A.Johnson N.Ochsner, L.Pique
J.Suess, T.Taylor, T.Vogler

• Provides overall direction,consistent with UMBCs
  strategy
• Reviews and approves scope changes and budget
  impact
• Resolves process or policy issues
• Approves project recommendations and renders
  clear decisions
• Monitor project progress and manage project risk
• Holds ultimate responsibility for the success of
  the project

Coordinating/Advisory Committee President Dean
of Graduate School Dean College of
Engineering Dean and Asst Dean Arts Sciences VP
Institutional Advancement VP Student Affairs VPro
Professional Education Training President
Faculty Senate President Classified
Senate President University Health Svcs President
Student Govt Association President Graduate
Student Association
Project Director

• Direct day-to-day activities
• Develop implementation plan
• Identify appropriate resources
• Provide in-depth process and systems
  implementation expertise
• Determine linkage/integration across teams
• Work with Coordinating Committee to procure user
  involvement
• Provide feedback to ESC
• Validates consistency and accuracy of
  deliverables
• Manage overall budget,vendor consulting
  contracts

Christine Schiavone
Human Resources
Robert Preston
Rochelle Sanders
TBD
Michael Glasser
14
Critical Success Factors
The critical factors included here are those that
have the strongest impact on the success of a
project.
Pitfall
Success Factors

• Most successful projects are driven by a business
  imperative.

• Funding, resources, commitment of leadership will
  be more difficult to obtain without a strong
  business imperative

• Failure to have agreement on automating existing
  practices vs enable newly designed processes
  around best or reasonable practices

• It Is Important for the entire management team to
  maintain the same view of the organization's
  approach to implementing ERP.

• Failure to establish a process to resolve complex
  business decisions and issues

• Project oversight by a decisive, empowered
  executive committee with the ability to establish
  direction, change policy. resolve issues. It is
  the key driver of time, effort, and cost
  associated with Implementation.

• Senior Managers, including key executives, must
  actively sponsor the transformation effort and
  communicate their support to the entire
  organization.

• Failure to have involvement on a regular basis
  with a clear communication plan

• Insufficient planning around the training effort
  that is required for job transformation

• Skill-building and training for the transition
  from existing manual processes are crucial
  aspects of the implementation.

• Underestimating the level of effort for data
  cleanup, conversion. Inadequate attention to
  standards across project

• Allocate sufficient time and resources to the key
  activities of establishing standards, cleaning up
  databases, and developing interfaces.

• Resources not released from current positions
  tend to lose focus, become over committed.

• The organization must be willing to commit a
  cadre of representative, competent SMEs to the
  effort on a full-time basis.