September 2013

1. Our People. Our Project.Summary of Change Impacts Finance & Research FinanceReviewed by AVP (Admin) & CFO – Sept. 18/13Circulation to FFAC by End of September – for discussion in Octobers FFAC September 2013

2. June 2013 Survey Results on Mosaic Awareness • We’re less than 10 weeks until Go-Live! • Average awareness of 2.5 • 73% of respondents are slightly aware or better • Why is awareness this low: • Is this reasonable? • What can “we” do to change this?

3. Table of contents • Provide the Mosaic Change Strategy & Engagement Curve • Introduction and objective – for change impact sharing • Definition and purpose of a change impact assessment • Approach to gather and review change impacts • List of people who reviewed the change impact summary document • Review of impacted work streams in Finance and Research Finance • Detailed summary of high impact changes in Finance • Anticipated role changes in Financial Affairs and Decentralized areas • Next steps • Supplementary Appendix Information • Detailed approach to gather change impacts • Documentation approach • Primary change impact categories • Degrees of change used for each impact McMaster University - Mosaic

4. Mosaic Change Strategy Key Points: • An effective OCM strategy is essential to enable the people to embrace and fully realize the benefits of the new system.  • Results of any change effort cannot be achieved without the willing support and work of those impacted by the change itself. • The more that change plans are fully integrated, the greater the likelihood of a successful implementation. Critical Success Factors: • Employees demonstrate an understanding of why the change is happening, they engage in the solution and stay the course to the next milestone. • Communications build awareness of change efforts and are segmented and customized for different audiences. • Training vehicles are used to ensure that individuals are well supported and able to perform job tasks post implementation. McMaster University - Mosaic

5. Financial Advisory Leaders Success Strategies McMaster University - Mosaic

6. Mosaic Change Strategy Change management (based on Change Leadership, John Kotter’s, 8 step change model): • Increase Urgency: Align stakeholders to a common goal of supporting the organization's transformation journey. Done - Financial Forum 2011. • Build the Guiding Team: A high performing project team to foster effective teamwork and decision-making Mosaic Steering Committee • Get the Right Vision: Engage stakeholders in building a consensus future-state vision to meet requirements and support organizational strategy. • Communicate for Buy-In: Help employees understand the transformation and what it means for them. Facilitated through advisory committees. • Empower Action: Training people on what they need to know, when they need to know it and support them to hone the new skills. • Create Short-term Wins: Celebrate project milestones along the way. Identify quick wins after Go-Live which will reinforce success. • Don’t Let Up: Ensure continual communications and involvement of leaders at all levels pre and post Go-Live to demonstrate commitment. • Make it Stick: Identify organizational incentives/mechanisms to reinforce changes in behaviour (e.g., performance measures/KPIs, etc.). Continue to support employees, both end-users and project team members, following implementation with knowledge/training support, reinforcing messaging and leadership support. McMaster University - Mosaic

7. Mosaic Engagement Curve McMaster University - Mosaic

8. Introduction and objective The purpose of this document is to: • Present a summary of the changes identified during the high-level impacts sessions • Discuss possible changes to roles / addition of tasks in: • Financial Affairs • Decentralized departments across campus • Present possible change management, communications and training activities to proactively plan for the high-impact changes identified Note: This document is not intended to provide a thorough analysis of stakeholder issues but reflects those key ‘high impact’ areas that will be of importance to end-users in departments and/or offices across campus McMaster University - Mosaic

9. Mosaic Changes for Finance December Go-Live: • The finance community will see a replacement of several outdated systems currently in use as well as an introduction to new modules and functionality that are currently not available (e.g., AR module). • Primary Change: the main accounting system, FAS, will be replaced by a cohesive PeopleSoft suite that will provide integrated modules; G/L, A/P, purchasing, A/R, project costing as well as a new budgeting tool, Hyperion. • Further change: affects affiliates, ancillaries and users with unique processes who need integrate their systems that will remain after the go-live phase. • New Features: Such as, canned reports, drill down capability through to the sub-ledgers and budget modelling, will be exciting management tools but might initially seem overwhelming to end-users unaccustomed to real time reporting. McMaster University - Mosaic

10. Definition and purpose of a change impact assessment What is a Change Impact Assessment? • Asummary of the expected changes that may result from the implementation of PeopleSoft and how those changes will affect faculty, staff, and/or students • Identifies change impact areas that should be addressed in order for the project to move forward effectively • Identifies high-level impacts and degree of change by functional area to allow the functional areas, along with additional support from the OCM team to plan and target critical areas Why conduct a Change Impact Assessment? • Identify changes to work activities, processes and jobs • Enable targeted communications by population group (e.g., faculty, staff, students) • Identify special training requirements needed to prepare end-users for the change • Help leaders guide people through the change, by understanding where the major changes will take place • Begin a meaningful discussion with faculty, staff and students around the impacts of the change – a discussion that will continue past the initial go-live for Finance McMaster University - Mosaic

11. The approach to gather change impacts for Finance and Research Finance • The impacts outlined on the following pages were identified, reviewed and validated by Finance and Research Finance project team members, Functional Leads and Functional Chairs – further insight from Advisory Committee members will round-out this document. Identify leader & support OCM tactics for high impact changes Interviews Assess current state and to-be processes Review and validate changed identified The process to gather, review and validate change impacts…  • Identified leader * supporting OCM tactics for high-impact changes • Solicit broader stakeholder input from the advisory teams. • Present findings to Functional Leads and project team members • Reviewed and validated detailed change impacts with project team members and Functional Leads • Please see the next slide for detailed list of reviewers from the Finance project team • Conducted detailed reviews of current state and to-be process maps (Industry Print) to understand changes to specific Finance and Research Finance processes • Reviewed design executive summaries prepared for and approved by Functional Chairs • Interviewed Functional Leads and project team members to understand high level impacts • Documented the high level impacts on the Mosaic Change Impacts Tracker McMaster University - Mosaic

12. Project team members reviewed and validated the information in this summary • The summary of change impacts was reviewed by the Finance project team: • Functional Chair • Dee Henne • Functional Leads • Lou Mitton, Jerry Strader • Project Team • Accounts Payable, Procurement and T&E • Terri Wetton, Josh Chapman, ShakirShaikh • A/R Billing • Debbie Weisensee, Nicholas Pegg • General Ledger and Commitment Control • Stacey Farkas, Carlos Evans • Project Costing • Kathleen Blackwood, Dan Goodstadt McMaster University - Mosaic

13. Review of impacted work streams in Finance and Research Finance GO LIVE: December 1, 2013 Finance Research Finance (Post-Award) General Ledger and Commitment Control Accounts Payable Procurement Grants Awards Accounts Receivable / Billing Project Costing Travel and Expenses • The December 2013 go-live will see the implementation of Finance and Research Finance (Post-Award) modules • Finance will see the implementation of 6 modules • Research Finance will see the implementation of 1 module but will be heavy users of PeopleSoft Financials McMaster University - Mosaic

14. Summary of high impact changes in Finance McMaster University - Mosaic

15. Accounts Payable: detailed summary of high impact changes • The following tables describe the high-impact changes and the suggested OCM activities to address each change identified McMaster University - Mosaic

16. Accounts Payable: detailed summary of high impact changes (continued) McMaster University - Mosaic

17. Accounts Receivable / Billing: detailed summary of high impact changes McMaster University - Mosaic

18. Accounts Receivable / Billing: detailed summary of high impact changes McMaster University - Mosaic

19. General Ledger: detailed summary of high impact changes McMaster University - Mosaic

20. General Ledger: detailed summary of high impact changes (continued) McMaster University - Mosaic

21. General Ledger: detailed summary of high impact changes (continued) McMaster University - Mosaic

22. Procurement: detailed summary of high impact changes McMaster University - Mosaic

23. Procurement: detailed summary of high impact changes (continued) McMaster University - Mosaic

24. Procurement: detailed summary of high impact changes (continued) McMaster University - Mosaic

25. Procurement: detailed summary of high impact changes (continued) McMaster University - Mosaic

26. Project Costing: detailed summary of high impact changes McMaster University - Mosaic

27. Project Costing: detailed summary of high impact changes (continued) McMaster University - Mosaic

28. Travel & Expense: detailed summary of high impact changes McMaster University - Mosaic

29. Travel & Expense: detailed summary of high impact changes (continued) McMaster University - Mosaic

30. Anticipated role / task changes in Financial Affairs and Decentralized areas across the University McMaster University - Mosaic

31. Accounts Payable: anticipated task changes • The changes occurring in the Accounts Payable and Travel & Expense modules will impact tasks in the Accounts Payable department in Financial Affairs Accounts Payable Senior Manager • Assistant Supervisor • Associate, PO • Associate, Cheque Requisition (2) • Associate, Travel (2) • Associate, Document Control McMaster University - Mosaic

32. Strategic Procurement: anticipated task changes • The changes occurring in the Procurement module will impact tasks in the Procurement Services department in Strategic Procurement Strategic Procurement Acting Director Procurement Services Manager • Senior Procurement Specialist • Procurement Specialist (3) • Procurement Assistant Note: Further discussion regarding which roles will be impacted in Strategic Procurement will need to occur McMaster University - Mosaic

33. Financial Services: anticipated task changes Financial Services Director Accounting & Control Manager • System Support / Data Control • System Assistant • Supervisor (2) • Accounting Assistant (2) • Bank Reconciliation The changes occurring in the General Ledger module will impact tasks in Financial Services McMaster University - Mosaic

34. Decentralized departments across campus: anticipated task changes Financial Affairs AVP (Admin) & CFO Decentralized Finance departments (e.g., School of Business) FFAC – key decentralized department role to consider here. The changes occurring in every one of the six finance modules will impact tasks in the faculties and departments across campus McMaster University - Mosaic

35. Decentralized departments across campus: anticipated task changes (con’t) Financial Services Director Decentralized Finance departments (e.g., School of Business) McMaster University - Mosaic

36. Next steps • Share document with project team members for validation  • Revise the document based on feedback received from Finance Functional Chair  • Share document with FFAC for pre-September meeting reading • Questions regarding this document should be sent to the FFAC Chair to collate and collect responses/update this document for October’s meeting. • Members of FFAC should share this document within team meetings with individual who have any of the financial functions identified in this deck • WHY: This provides early insight into potential change impacts and allows for early feedback collection or idea suggestion to enhance the roll-out program. • Assign resources to each tactic to ensure that the change impact is addressed • Follow-up with Financial Affairs and decentralized departments to discuss resource for December and post-go-live. McMaster University - Mosaic

37. Appendix McMaster University - Mosaic

38. Detailed approach to gather change impacts We are here 1. Initial High Level Assessment 2. Validate 3. Detailed Impact Assessment 4. Action Plan Inputs • OCM team • Functional leads / SMEs • OCM team • Functional Chairs / Leads • OCM team • Functional teams • University Stakeholders • Design documentation (e.g., Industry Print) • OCM team • Functional Chairs / Leads • University Stakeholders Activities • Interview Functional Leads / SMEs to understand high level impacts • Identify gaps in information and areas for further questions • Populate Mosaic change impacts tracker with impact information • Summarize initial change impacts in preparation for review with Functional Chairs / Leads • Review impacts with Functional Chairs / Leads to confirm findings • Develop initial action plans to address impacts • Review initial high level impact assessments with functional team • Review finalized process maps and other relevant information • Document detailed impacts • Collect input from functional team members on detailed impact assessment • Summarize detailed change impacts and confirm with functional team members • Identify highly impact areas • Recommend action plans for high impact areas • Prepare summary based on findings • Present findings to functional leads / chairs / SMEs • Capture additional changes and/or concerns from meeting • The change impact assessment for Mosaic ran through the common design and build phases of the project • High-level Impact Assessment – provides insight into the initial impacts gathered through interviews with functional teams following fit-gap workshops • Detailed Impact Assessment – identifies high impact areas in each functional area based on decisions made in the design / build phase McMaster University - Mosaic

39. Documentation approach • The change impacts were documented using the ‘Mosaic change impacts tracker’ • This template tracked: • Project work stream • General description of process • Degree of change (high, medium, low) • Primary and secondary stakeholders affected • Description of change (e.g., process, technology, people) • Area of potential change (e.g., training, communication, change management) McMaster University - Mosaic

40. Primary change impact categories • Change impacts were categorized into three broad areas – process, technology and people McMaster University - Mosaic

41. Degrees of change used for each impact Each process was determined to be either high, medium or lowbased on how different that process will be in PeopleSoft Appropriate OCM tactics (e.g., training, communication and/or change management activities) will be identified to target the high impact areas noted during the assessments McMaster University - Mosaic