1 / 16

ERP at the University of Florida: Selection, Implementation and Implications

7/9/2012. 2. Three reasons to implement ERP. Must replace finance systems (SAMAS/FLAIR) and payroll system provided by the stateShould improve operations

anise
Télécharger la présentation

ERP at the University of Florida: Selection, Implementation and Implications

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

    1. ERP at the University of Florida: Selection, Implementation and Implications Mike Conlon Director of Data Infrastructure October 5, 2005 Talk about the vision processTalk about the vision process

    2. 7/10/2012 2 Three reasons to implement ERP Must replace finance systems (SAMAS/FLAIR) and payroll system provided by the state Should improve operations reduce administrative time and effort Should Reduce operating costs

    3. 7/10/2012 3 University Vision Integrated, on-line, secure, self-service processes for university business Eliminate dependence on State of Florida Systems Implement Vanilla adopt the PeopleSoft processes Eliminate costly mainframe technologies Implement Finance, Human Resource, Student, Portal and Data Warehouse The advisory group and ERP implementation team members will use the University Vision as the guiding principles in the installation effort we are all about to undertake. Vanilla means as delivered, unmodified. This reduces the total cost of ownership and makes upgrading much easier. The advisory group and ERP implementation team members will use the University Vision as the guiding principles in the installation effort we are all about to undertake. Vanilla means as delivered, unmodified. This reduces the total cost of ownership and makes upgrading much easier.

    4. 7/10/2012 4 Selection Process Eleven evaluation teams 2 technical, 1 support, 8 functional Four vendors SAP, Oracle, PeopleSoft and SCT/Banner (now SunGard SCT) Four Schools FAMU, FSU, UF, UNF Eleven months 150 page RFI Three 80 hour presentations 40 hours technical, 40 hours functional Eleven reports, 120 people for the read backs The advisory group and ERP implementation team members will use the University Vision as the guiding principles in the installation effort we are all about to undertake. Vanilla means as delivered, unmodified. This reduces the total cost of ownership and makes upgrading much easier. The advisory group and ERP implementation team members will use the University Vision as the guiding principles in the installation effort we are all about to undertake. Vanilla means as delivered, unmodified. This reduces the total cost of ownership and makes upgrading much easier.

    5. 7/10/2012 5 From Selection to Contract PeopleSoft selected July 2002 Conference Room Pilot six weeks in Tallahassee mid-Aug to end of Sept 2002 Contract with PeopleSoft September 30, 2002 Project staffing Oct, Nov, Dec 2002 Development and portal Infrastructure in place, Dec 2002

    6. 7/10/2012 6 From Contract to Go-Live Portal launched March 31, 2003 Data warehouse and Enterprise Reporting Cognos Business Intelligence launched August 8, 2003 HR and Finance pre-launch June 18, 2004 HR and Finance full-launch July 1, 2004 Eighteen PeopleSoft modules. Largest single launch in higher ed.

    7. 7/10/2012 7 Implementation UF Bridges, a new organization to create new services, created off-site in October 2002. Three-way staffing model: Existing UF staff: 60% Temporary UF staff 25% Hourly Consultants 15% Project Management Office Fred Cantrell, Mike Conlon, Mike Corwin, Warren Curry Matrixed teams

    8. 7/10/2012 8 Project Organization -- Matrix

    9. 7/10/2012 9 Methodology Overview Fit/Gap What must be done? What does PeopleSoft do? Design How to address gaps? Business Process? Mod? Bolt-on? Product? Development / Data Conversion All UF data must be accounted for; Millions of records; thousands of tables; paper documents; 100% accuracy expected Testing Unit, Integration, Load, Legacy Training Core users, end users. Modalities Deployment Conversion, stabilization

    10. 7/10/2012 10 Implementation Challenges Before Go-Live Product Knowledge Consultants know the product, or claim to know the product. UF staffers do not know the product UF Knowledge UF staffers know UF, or claim to know UF. Consultants do not know UF Keep it Vanilla Changing UF business processes. How much change can we handle? Decision Making Advisory committees, stakeholders, deans, vice presidents, executive sponsors

    11. 7/10/2012 11 Implementation Challenges After Go-Live Some facts about UF Very distributed processes. Ten times the number of Finance users expected by PeopleSoft Very low staff turn over. Staff had no experience with other systems or processes Very low management overhead. Staff members work independently. Managers are typically academic with other responsibilities

    12. 7/10/2012 12 Implementation Challenges After Go-Live: Training Difficult to get people to training before launch. 48,000 seat-hours filled Multiple modalities. In class, on-line, readings, web videos Training environment and pilot environment Discrepancies between training materials, environment and production

    13. 7/10/2012 13 Implementation Challenges After Go-Live: Change Management PI needs to pay person from a grant Staff not familiar with chart fields Chart fields not populated for grant Grant money not in appropriate accounts Staff not familiar with payroll distribution Administrators not authorized to perform functions Bottom line person does not get paid from the grant, person gets paid from other funds, must do transfers, sponsors not billed appropriately Effort throughout each process to enable payroll distribution from grants. Improving each pay period

    14. 7/10/2012 14 Implementation The Good News On-time and On-budget Project costs ($29 mill) were 1/6 that of peer schools, saving UF over $150 mill All modules implemented Payroll has run smoothly Effort remains in grants, reporting

    15. 7/10/2012 15 Implications Operational improvements Payroll, grants, finance, hiring, benefits, self-service, portal, purchasing, expense, warehouse Operational savings Budget, warehouse, shadow systems, staff Savings could be $50 mill per year Position for future E-commerce, system integration, scalable, supported platform

    16. 7/10/2012 16 Additional Info Bridges Web Site Status reports, presentations, AUC/Stakeholder minutes, training registration http://www.bridges.ufl.edu Web Portal News, PeopleBooks http://my.ufl.edu PeopleSoft Customer Connection Webcasts, white papers, technical docs http://www.peoplesoft.com/cc

More Related