UC Flex Briefing Deck

1. UC Flex Briefing Deck Draft #6 Last Updated: 11/16/04

2. Sections UC Flex Overview Program Management Office (PMO) Timeline & Methodology UC Flex Financials Anticipated Technical Impacts Change Management & Training

3. UC Flex Overview

4. UC|21, the Vision for the New Urban Research University, Will Require New Capabilities to Deliver on its Promise The Five Values: Scholarship Citizenship Stewardship Leadership Partnership

5. UC|21, the Vision for the New Urban Research University, Will Require New Capabilities to Deliver on its Promise The Six Goals: Students at the Center Grow Research Excellence Academic Excellence Key Relationships Sense of Place Create Opportunity

6. Changes Required In order to meet its goals to be a leading urban research and teaching university, UC has to make changes to many of its systems and processes

7. Over the next couple of years, a number of current UC systems will be replaced by new systems from SAP CUFS: Purchased from American Mgmt Systems (AMS) in 1985. HRMS: Purchased from Integral Systems, Inc. in the late 1970�s. (or is it 1982?) Is a mainframe legacy CICS/VSAM system. Has been modified to accommodate UC requirements for Employee & Payroll information. Received an upgrade in February 1997 and made Y2K compliant in fall of 1998. All University administrative & college offices are key users. BMS: Purchased from Integral Systems, Inc. in early 1990�s. Is a mainframe legacy CICS/VSAM system. Has been modified to accommodate UC requirements for Employee & Payroll information. Received last major update in the winter of 2000-2001 and Employee Self Service (ESS) was implemented in April 2003 for benefits enrollment. CUFS: Purchased from American Mgmt Systems (AMS) in 1985. HRMS: Purchased from Integral Systems, Inc. in the late 1970�s. (or is it 1982?) Is a mainframe legacy CICS/VSAM system. Has been modified to accommodate UC requirements for Employee & Payroll information. Received an upgrade in February 1997 and made Y2K compliant in fall of 1998. All University administrative & college offices are key users. BMS: Purchased from Integral Systems, Inc. in early 1990�s. Is a mainframe legacy CICS/VSAM system. Has been modified to accommodate UC requirements for Employee & Payroll information. Received last major update in the winter of 2000-2001 and Employee Self Service (ESS) was implemented in April 2003 for benefits enrollment.

8. What is SAP? The largest vendor of integrated business software The SAP system integrates many functions into one system that shares common data No double entry of data, one accurate source E.g. data entered and maintained in the Human Resource system is available to be used in the Financial or Purchasing system The system is being configured to the University�s needs The vendor periodically upgrades the software to make it more useful for the future SAP has been implemented many times in higher learning

9. SAP has been successfully implemented at more than 150 universities worldwide. Duke University, MIT University of Mississippi Baylor College of Medicine Central Michigan University Laramie County Schools Los Angeles Community College District Sarnoff Corp. State System Higher Education of the Commonwealth of Pennsylvania University of Arkansas Medical Sciences University of Nebraska University of Tennessee University of Kentucky Johns Hopkins University Forskningscenter Riso, Denmark Hogeschool voor Economische Studies, Netherlands Innovam, Netherlands Joanneum Research Graz, Austria Ruprecht-Karls-Universitat, Germany Universidad de Montevideo, Uruguay Universitat Hannover, Germany Universitatsklinikum Wurzburg, Germany University of Basel, Switzerland University of Newcastle, Great Britain University of Salford, Great Britain University of Stirling, Great Britain University of Warwick, Great Britain Yonsei University, Seoul, Korea Universities recently acquiring SAP and currently performing initial implementations similar to UC include the University of Kentucky and Johns Hopkins University. The FSRP team talks regularly with Duke, MIT, University of Mississippi, Texas State and University of Tennessee about their lessons learned in implementing SAP. The FSRP team is also collaborating with the University of Kentucky in relation to cost-sharing for in-house SAP technical and business team training. Universities recently acquiring SAP and currently performing initial implementations similar to UC include the University of Kentucky and Johns Hopkins University. The FSRP team talks regularly with Duke, MIT, University of Mississippi, Texas State and University of Tennessee about their lessons learned in implementing SAP. The FSRP team is also collaborating with the University of Kentucky in relation to cost-sharing for in-house SAP technical and business team training.

10. Currently, UC Flex consists of two key initiatives involving the SAP business suite. Financials (used to be Financial Systems Replacement Project or FSRP) HRMS (used to be Human Resources Systems Replacement Project or HRSRP)

11. UC Flex�s Mission is to deliver an SAP solution to enhance the University�s business operations while . . . Delivering it on-time and on-budget Utilizing an integrated approach to design and build the system Providing for common business processes and data at all levels within the University Eliminating shadow systems wherever possible Providing an integrated core solution that improves current operations and allows for future enhancement

12. UC Flex has 4 key objectives. Support UC�s vision for its future as a 21st century public university Flexibility and information access improvements Ability to use UC information to manage resources strategically Efficient UC operations and accurate information

13. UC Flex is focused on enhancing the University�s Financial and Human Resource business operations by increasing system functionality and utilizing best practices. UC Flex Financials General Ledger Accounts Payable Accounts Receivable, Revenue Management Managerial Accounting Purchasing and Procurement Asset Accounting Project Accounting in Capital Finance Grants Management Funds Management Endowment and Investment Accounting Budget Preparation (including Position Budgeting) Budget Execution Reporting Human Resources To Be Determined

14. University of Cincinnati at its six major locations: East Campus West Campus Raymond Walters College Clermont College of Applied Science Adventis Research For the financial portion, 700-800 existing legacy CUFS system users will be directly impacted For the HR portion, all UC employees will be directly or indirectly impacted � including approximately 1,600 full-time faculty, 2,600 part-time faculty, 4,100 full and part time administrative employees, and 6,300 student workers Implementation of UC Flex components (financials, HR, Grants, and UniverSIS) will be implemented in �waves�. We will talk more about these waves in a later slide.Implementation of UC Flex components (financials, HR, Grants, and UniverSIS) will be implemented in �waves�. We will talk more about these waves in a later slide.

15. UC Flex�s system development scope includes customer reports, custom forms, conversions, interfaces, bolt-ons, enhancements, etc. Customer Reports Financial: approx. 31 HR:TBD Custom Forms Financial: approx. 71 HR:TBD Conversions Financial: approx. 32-34 HR:TBD Interfaces Financial: approx. 21 HR:TBD Bolt-On Financial: approx. 1 HR:TBD Enhancements Financial: approx. 32 HR:TBD Other Development Needed Financial: approx. 22 HR:TBD System development needs for HR, Grants and UniverSIS will be determined during their Blueprint phases. Workflow is currently not in scope.System development needs for HR, Grants and UniverSIS will be determined during their Blueprint phases. Workflow is currently not in scope.

16. The SAP system will be implemented in five separate environments to allow ongoing development without impacting the production system Development environment, for making changes to system settings �Sandbox� environment, for testing new releases and fixes from the software vendor Quality Assurance/Integration Testing, where the team tests new changes to ensure they meet UC�s needs and work properly, before moving them to the Production Environment Training environment, to allow staff to practice with the new system Production environment, for conducting normal business

17. For UC Flex�s technical infrastructure scope includes sandbox, development, quality assurance/ test, training and production environments. Sandbox, Development, Quality Assurance/Integration Testing, Training and Production environments for: SAP R/3 Enterprise Release 4.7 Business Warehouse (BW) 3.5 Enterprise Portal 6.0 Service Pack 2 System Landscapes for: Solution Manager (for Operations) Ascendant Toolset (for Implementation)

18. For UC Flex�s change management and training scope includes assessments, communications and UC Flex user training. Change Management scope includes: Change Readiness Assessments Stakeholder Analysis Communications to the University about UC Flex Training scope includes: Project Team Training Plan User Training Needs Assessment Training Strategy and Plan Development of Training course materials End-User Training Change Management consists largely of change readiness assessment, stakeholder analysis and communications. Training consists largely of: organizing team training; assessing end users (via Role Mapping and surveys); developing training standards, templates, prototypes; developing training materials; and implementing end user training.Change Management consists largely of change readiness assessment, stakeholder analysis and communications. Training consists largely of: organizing team training; assessing end users (via Role Mapping and surveys); developing training standards, templates, prototypes; developing training materials; and implementing end user training.

19. UC Flex primary benefits expected to be realized are as follows: Support a flexible, evolving & responsive business environment Eliminate non-value adding activities, such as data entry duplication Adopt best practices, where possible Improve ability to service customers Integrate multiple functional areas within UC Reduce reliance on ancillary systems Streamline business processes and reduce inefficiencies Support information sharing and access

20. UC Flex Project benefits expected to be realized are as follows: Improve quality, quantity and timely processing of UC�s financial and human resources data enabling better information for mission-critical decisions Provide an integrated solution to the shortfalls of the existing CUFS and HRMS systems

21. UC Flex Human Resources Project benefits expected to be realized are as follows: Improve quality, quantity and timely processing of UC�s HR data enabling better information for mission-critical decisions Provide an integrated solution to the shortfalls of the existing HRMS Replace technically unstable HR software Enhance HR services to all employees There is a strong need to replace the technically unstable Integral software currently being used to provide payroll/personnel functionality.There is a strong need to replace the technically unstable Integral software currently being used to provide payroll/personnel functionality.

22. A number of general critical success factors were identified for UC Flex. Must come in on time, on budget and with the functional scope defined and agreed to in the Blueprint phase Adequate knowledge transfer from the external consultants to UC personnel, so that UC will be fully capable of supporting the SAP system Organizational impact minimized by dedicated Change Management and Training activities that support a smooth transition to the new environment All UC personnel must be adequately trained prior to using or working with the new system The above critical success factors were pulled from the FSRP Project Charter, which established the overall approach that will be followed in order to deliver a quality SAP system for UC�s FSRP. It is a living document that is maintained and controlled by Project Management Office (PMO) and is updated as required over the duration of the project lifecycle. The above critical success factors were pulled from the FSRP Project Charter, which established the overall approach that will be followed in order to deliver a quality SAP system for UC�s FSRP. It is a living document that is maintained and controlled by Project Management Office (PMO) and is updated as required over the duration of the project lifecycle.

23. Business processes and practices contained in the SAP Business Solution will be adopted to improve UC�s practices and procedures General Ledger, Accounts Receivable, Accounts Payable, Purchasing and Grants Management must go-live on 1 July 2005, to match the start of the fiscal year (otherwise there will be significant extra work) Budget, including Position Budgeting must go-live on 1 April 2005, to prepare for the 2005-2006 fiscal year Shadow systems should be eliminated wherever possible A number of functional critical success factors were identified for UC Flex. The above critical success factors were pulled from the FSRP Project Charter, which established the overall approach that will be followed in order to deliver a quality SAP system for UC�s FSRP. It is a living document that is maintained and controlled by Project Management Office (PMO) and is updated as required over the duration of the project lifecycle. The above critical success factors were pulled from the FSRP Project Charter, which established the overall approach that will be followed in order to deliver a quality SAP system for UC�s FSRP. It is a living document that is maintained and controlled by Project Management Office (PMO) and is updated as required over the duration of the project lifecycle.

24. Standard SAP configuration practices and capabilities will be adopted. The SAP program code will not be customized or modified Existing interfaces with the CUFS and HRMS systems must be allowed for in the implementation of the new SAP system The new system will provide the ability to interface to and provide data for other UC web applications A number of technical critical success factors were identified for UC Flex. The above critical success factors were pulled from the FSRP Project Charter, which established the overall approach that will be followed in order to deliver a quality SAP system for UC�s FSRP. It is a living document that is maintained and controlled by Project Management Office (PMO) and is updated as required over the duration of the project lifecycle. The above critical success factors were pulled from the FSRP Project Charter, which established the overall approach that will be followed in order to deliver a quality SAP system for UC�s FSRP. It is a living document that is maintained and controlled by Project Management Office (PMO) and is updated as required over the duration of the project lifecycle.

25. Program Management Office (PMO)

27. The PMO will provide a consistent methodology, toolset and techniques, standards and resources for SAP-based UC projects. Provide integrated management of the SAP implementation On-time, on-budget delivery of SAP implementation Manage integration with existing systems as required Ensure consistent approach Ensure UC Flex goals are achieved

28. The following are the projects that fall under the PMO�s governance: UC Flex Financials (used to be Financial Systems Replacement Project or FSRP) UC Flex HR (used to be Human Resources Systems Replacement Project or HRSRP) Interface to COEUS (Grants) Interface to UniverSIS (Billings / Receivables)

29. Program Organization and Program Management Office (PMO)

30. Benefits of the PMO Manage the complex interaction between UC�s projects involving the SAP Business Suite software Help ensure integration Provide a consistent project management approach standard implementation methodology and toolsets Monitor the completion of each initiatives� milestones For COEUS and the Campus Management system (UniverSIS) Ensure consistent management approach Integration of with UC Flex and Human Resources

31. UC Flex will follow a consistent project management approach across the various SAP implementations. Implement the solution with an integrated approach with the various SAP implementation teams, who share: A common vision A single project governance structure Joint responsibility for delivering the project on-time and on-budget Create an integrated, real-time, on-line, user friendly, robust and secure SAP software solution Adopt the �Commercial Off-The-Shelf� Best Business Practices contained in the SAP solution (a.k.a. System Based Business Process Reengineering) Transfer knowledge to UC during the implementations to create self-reliance after each project is completed

32. Program Sponsors are the ultimate owners of the projects under the PMO, and so have decision-making power to ensure projects are successfully implemented. Dale McGirr, Sr. VP, Planning, Finance & Community Development Fred Siff, VP & Chief Information Officer Jim Plummer, Chief Financial Officer Jim Tucker, VP for Administrative & Business Services Howard Jackson, Assoc. Sr. VP, University Dean of Graduate School Sandra Degen, Acting VP for Research Bob Ambach, Assoc. Sr. VP, CFO, Medical Center Ken Hefner, IBM Project Executive Mark Schexnaildre, SAP Consulting Engagement Manager Primary responsibilities: Be ultimate owner of project Hold decision-making power in the fulfillment of the primary responsibilities as outlined for the Steering Committee Members Maintain final authority to set priorities, approve scope and settle University-wide issues Promote the program throughout the organization Holds final budget authority Primary responsibilities: Be ultimate owner of project Hold decision-making power in the fulfillment of the primary responsibilities as outlined for the Steering Committee Members Maintain final authority to set priorities, approve scope and settle University-wide issues Promote the program throughout the organization Holds final budget authority

33. The Program Executive Steering Committee (ESC) sets project priorities, approves scope and resolve University-wide issues. Jim Plummer, ESC Co-Chair, Chief Financial Officer Michael Calhoun, ESC Co-Chair, Assistant VP, UCit Tom Guerin, ESC Co-Chair, Associate VP, Admin. and Business Services Steve Brooks, Director, Compensation, Human Resources Karen Faaborg, Senior VP & Provost, Office of Vice Provost Jan Hawk, Controller, Medical Center, Finance and Administration Cheryl Green, Associate Senior VP & Provost, Business and Finance Robert McLaughlin, Associate Dean, Clermont, Administration Tim Reuter, Asst. VP, Sponsored Program Accounting & Govt. Cost Compliance Kathy Robbins, Associate Senior VP & Provost, Health Affairs Gerald Siegert, Associate VP, Financial Affairs Betty Young, Executive Director, Human Resources, Benefits Primary responsibilities: Monitor project budget, scope and schedule Commit required resources to the project Maintain congruence between UC Flex initiatives Monitor Risk Management Plan and mitigate risks Assess organizational impacts and act as change leaders Empower the core project team to make decisions Resolve escalated issues Generate timely decisions, supporting Project Mgmt to accomplish their project goals Sign-off completion of phase milestones Primary responsibilities: Monitor project budget, scope and schedule Commit required resources to the project Maintain congruence between UC Flex initiatives Monitor Risk Management Plan and mitigate risks Assess organizational impacts and act as change leaders Empower the core project team to make decisions Resolve escalated issues Generate timely decisions, supporting Project Mgmt to accomplish their project goals Sign-off completion of phase milestones

34. UC Flex Implementation Org. Chart

35. UC Flex Implementation Org Chart (continued)

36. UC Flex Implementation Org Chart (continued)

37. Timeline & Methodology

38. UC Flex Financials implementation started in December 2003 and will continue until the end of August 2005. HR implementation will begin in early 2005.

39. UC Flex is using a proven methodology � IBM�s AscendantSAP � which is based on SAP�s AcceleratedSAP methodology.

40. The UC Flex project will follow a life cycle that consists of 5 key phases.

41. Activities Initial Project Planning Project Procedures Technical Requirements Planning Project Kickoff Project Preparation is the first phase. Key Deliverables Project Charter Detail Project Plan Project Management Standards & Procedures Project Scope Document Project Team Training Plan Project Strategies (e.g. Communications) Hardware Planning Project Kickoff

42. Activities Business Blueprint Project Team Training Business Organization Structure Business Process Definition Develop System Environment Create awareness of the project within UC community Key Deliverables Organization Impact Plan Initial Project Team Training System Administration Procedures Business Blueprint Global Parameters & Standards Business Process Master List Process Definition Documents Project Awareness Communications Business Blueprint is the second phase.

43. Activities Baseline & Final Configuration Develop (Reports, Interfaces, Conversions, Enhancements) �RICE� System Management End User Documentation & Design Establish Authorization Concepts Unit and Integration Tests User Acceptance Testing Communicate Impact of Changes to UC Community Key Deliverables Business Process Procedures �RICE� Definitions and Procedures Tested Baseline & Final Configuration Cutover and Production Support Plan Data Conversion Plan Developed User Authorizations Training Schedule and Documentation Production Ready Environment Change Impact Communications Realization is the third phase.

44. Activities Assess Readiness for Changes End User Training Data Conversion System Management & Testing Competency Center Cut Over Key Deliverables Readiness Assessment End User Training Contingency Plan Help Desk Procedures Technical System Tests Production Ready System Approval to Go Live Final Prep is the fourth phase.

45. Activities Production Support Project Conclusion Key Deliverables Live system Training Effectiveness Report Project Closure Document Sustainment Plan Go Live & Support is the fifth phase.

46. Activities Post Implementation Review System Tuning Upgrade Archiving Systems Operations Key Deliverables Post Implementation Review Performance Improvement Action Plans Sustain is the sixth and final phase.

47. How UC Flex Supports UC|21

48. UC Flex Supports UC|21, the University�s Vision for the New Urban Research University New Financial system and processes to support budgeting, projects, managing funds from a variety of sources New Human Resource system and processes to help manage staffing, positions, position budgeting to meet the University�s goals

49. UC Flex Provides Tools to Support UC|21

50. UC Flex Provides Tools to Support UC|21

51. Summary of Changes from Implementing UC Flex Financials

52. UC Flex Financials Will Streamline Budgeting, Financial Management and Reporting Reduce re-entry of data into multiple systems and side-car systems Many side-car systems will go away Much reduced reconciliations across multiple systems Reduce errors at the source Reports will be much easier, and more flexible Move away from transactions to more analytical work Budget Planning, Simulation and Control processes: significant changes, including Position Budgeting and Control Cash Receipts: direct entry, vs. paper entry currently Asset Management: users will create Asset Management shell at the start of an asset�s life

53. UC Flex Human Resources Change Impacts to be determined as UC Flex Human Resources completes the Blueprint Phase in Q2 of 2005.

54. The Key Changes Resulting From Implementing UC Flex Budgeting

55. Budgeting & PlanningPosition Budgeting

56. Key Changes from Implementing UC Flex Financials Need to give this section to Toni/ Yvonne for them to update & change as they see fit. Also have them add talking points in the presenter notes.Need to give this section to Toni/ Yvonne for them to update & change as they see fit. Also have them add talking points in the presenter notes.

57. Key Changes from Implementing the New UC Flex General Ledger Will remove the appearance of greater expenditures that currently results from transferring money around Expense GL�s are changing dramatically Eliminating multiple GL�s throughout the Chart of Accounts that are currently used for same type of expense More meaningful expense categories (and have removed multiples) Can provide summary or very detailed reporting Can post at summary or detailed level, but only get the reporting at levels posted Detailed GL�s available for all departments

58. Key Changes from Implementing the New UC Flex General Ledger Can budget at the summary level for salary and assets, but must spend at the detailed level Significant Improvement: When the Department runs report, recovery appears as revenue; when the University runs the report recovery does not appear as revenue Significant changes in Cost Centers. Many sidecar systems will no longer be necessary. E.g.: Cost Centers can all be captured in the UC Flex System �Internal Orders� in UC Flex will be a huge time saver. Internal Orders can be defined by individual departments, divisions to aggregate expenses into any grouping

59. Chart of Accounts

60. Accounts Payable

61. Accounts Receivable

62. Grants Accounting The key changes for Grants Accounting�

63. Funds Management The key changes for Funds Management�

64. Procurement

65. Asset Management The key changes for Asset Management �

66. Project Systems The key changes for Project Systems�

67. Project Systems The key changes for Project Systems�

68. The Detailed Changes and Benefits From Implementing UC Flex Financials

69. Budgeting & PlanningPosition Budgeting

70. Budgeting & PlanningPosition Budgeting

71. Budgeting & PlanningPosition Budgeting

72. Budgeting & PlanningPosition Budgeting

73. Budgeting & PlanningPosition Budgeting

74. Budgeting & PlanningPosition Budgeting

75. Budgeting & PlanningBudget Execution

76. General Ledger

77. General Ledger

78. Accounts Payable

79. Accounts Payable

80. Accounts Receivable

81. Grants Accounting

82. Grants Accounting

83. Budget Execution

84. Procurement

85. Procurement

86. Endowments

87. Endowments

88. Cash Management

89. Asset Accounting

90. Asset Accounting

91. Project Systems

92. Project Systems

93. Anticipated Technical Impacts

94. IBM P-670 phase 1 landscape for SAP 1 minute1 minute

95. IBM P-670 phase 4 landscape for SAP 1 minute1 minute

96. R/3 landscape consists of four systems Dan 2 minutesDan 2 minutes

97. Definitions of front-ends in SAP environment . . . Software which handles user interaction with the SAP system Usually called Graphical User Interfaces (GUI) Usually run on the end-user�s desktop computer Communicate to SAP systems through a network connection with TCP/IP protocol 1 minute1 minute

98. There are 3 Graphical User Interface architectures available for SAP: SAPgui for Windows Must be installed on each workstation Communicate directly with the SAP component system Does not use any resources in the middleware SAPgui for JAVA (non-MS windows workstations) Must be Installed on each workstation Communicate directly with the SAP component system Does not use any resources in the middleware SAPgui for HTML (MS windows workstations) Need Windows Internet Explorer SAP transaction screens are dynamically converted to HTML pages using the middleware SAP Internet Transaction Server (ITS) Note: This option is currently being investigated. Kevin 3 minutesKevin 3 minutes

99. SAP GUI for Windows requires specific software releases . . . Windows NT 4, 2000, XP are the only supported operating systems (with latest patches) Need Internet Explorer 5.5 SP2 for specific DLL�s and to launch SAP help Install SAPgui 6.20 compilation 6 software Microsoft Office recommended 200 MB of temporary space during installation 50 � 500 MB of hard disk space depending on installation options and presence of Microsoft Office DLL�s 3 minutes3 minutes

100. Specific SAP GUI for Windows desktop configurations are required 4 minutes4 minutes

101. SAP GUI for JAVA software has specific MAC desktop requirements . . . MAC OS X 10.1 and 10.2 only supported operating systems with latest patches Install SAPgui for JAVA 6.30 Install Sun Java 1.4.2 runtime library 200 MB of temporary space during installation Approximately 100 MB of permanent hard disk space 2 minutes2 minutes

102. SAP GUI for JAVA requires specific hardware configuration 4 minutes4 minutes

103. Which front-end do you require? MAC/Unix/Linux Must install SAPgui for JAVA on desktop Windows Need MS Internet Explorer 5.5 as a minimum Full SAPgui install depending needed SAP functionality Can avoid SAPgui if SAP Portal (SAPgui for HTML) access suffices Business Warehouse/Budget Planning users will need MS Excel for BExplorer. To be determined by project team: �who needs the full SAPgui installation instead of internet browser access through SAP Portal and ITS middleware.� 3 minutes3 minutes

104. Printing

105. What families of printers will be supported by UCFlex? To print from SAPscript, you must choose one of the existing printer drivers. At present, there are five supported SAPscript printer drivers. They include: for HP-PCL5 (for example, HP Laserjet 3,4,5,6 series)* for PostScript printers (PS level 2) for all other models

106. Example: Supported HP family of printers: Device types are created by SAP for the entire HP LaserJet printer family on the basis of PCL5, PCL6 and PostScript. SAP provides development and test of SAP device types for HP printers to ensure the support of SAP standard printing functionality. Laserjet; 1200, 2200, 3200, 4100, 4200, 4300, 4550, 5000, 5100, 8000, 8150, 8550, 9000. 9055, 9065 Color Laserjet; 4600, 5500, 9500 Deskjet; 5850, 6122, 6127

107. What do I need to do to print locally? Answer: Users who are connecting to SAP using the SAPgui can select their local or any other printer to which their workstation has access. The printers DO NOT need to be setup as a system printer in SAP.

108. Change Management & Training When training team has gotten through Assessment, then add slides around training approach.When training team has gotten through Assessment, then add slides around training approach.

109. Good companies respond to change; great companies create change

111. Significant changes are never easy to implement. This is usually largely due to the �people� challenges, where culture, beliefs & attitudes are impacted.Significant changes are never easy to implement. This is usually largely due to the �people� challenges, where culture, beliefs & attitudes are impacted.

112. Many projects focus solely on technology and processes, resulting in missed benefits and an inability to realize business targets. Our ultimate goal is to transition an organization from their current state to their desired state by identifying the major changing processes, policies and procedures required to meet business objectives and support the new system. However, most implementation projects focus solely on technology and processes. As a result, organizational issues are left unchecked, leading to difficulties and even project failure. If 85% of failed projects involve people and organization factors, then we need to help reduce the risks by assisting with the people and organization factors. It is good business sense.Our ultimate goal is to transition an organization from their current state to their desired state by identifying the major changing processes, policies and procedures required to meet business objectives and support the new system. However, most implementation projects focus solely on technology and processes. As a result, organizational issues are left unchecked, leading to difficulties and even project failure. If 85% of failed projects involve people and organization factors, then we need to help reduce the risks by assisting with the people and organization factors. It is good business sense.

113. Well-coordinated change shortens and lessens performance disruptions caused by system implementations and reduces risks. When major changes are implemented, you can expect to experience a dip in productivity and comfort levels. This is because the solution changes the way a person and organization does business. By incorporating Change Management, we can help to reduce the amount of time and depth of disruption that occurs during large scale change projects. If we are really good, the dip is so little, we just hop right over the "puddle" and carry on.When major changes are implemented, you can expect to experience a dip in productivity and comfort levels. This is because the solution changes the way a person and organization does business. By incorporating Change Management, we can help to reduce the amount of time and depth of disruption that occurs during large scale change projects. If we are really good, the dip is so little, we just hop right over the "puddle" and carry on.

115. The Journey to the Desired Future State- Stages of Personal Commitment

116. Change and Personal Transitions

117. Change and Personal Transitions

118. In his book �Leading Change� in 1996, John Kotter identified eight critical success factors for any organization change. John P. Kotter, a world-renowned expert on leadership at the Harvard Business School, has been the premier voice on how the best organizations actually "do" change. His international bestseller �Leading Change� -- which outlined an actionable, 8-step process for implementing successful transformations -- became the change bible for managers around the world. In 1996, �Leading Change� was named the #1 management book of the year by Management General. Kotter is a graduate of MIT and Harvard. He joined the Harvard Business School faculty in 1972. Kotter is the author of The Heart of Change (2002), John P. Kotter on What Leaders Really Do (1999), Matsushita Leadership (1997), Leading Change (1996), The New Rules (1995), Corporate Culture and Performance (1992), A Force for Change (1990), The Leadership Factor (1988), Power and Influence (1985), The General Managers (1982), and five other books published in the 1970s. His books have been reprinted in eighty foreign language editions, and total sales are approaching two million copies. He has also created two executive videos, "Leadership" (1991) and "Corporate Culture" (1993), and an educational CD-ROM (1998) based on the Leading Change book. His articles in the Harvard Business Review have sold a million and a half copies.John P. Kotter, a world-renowned expert on leadership at the Harvard Business School, has been the premier voice on how the best organizations actually "do" change. His international bestseller �Leading Change� -- which outlined an actionable, 8-step process for implementing successful transformations -- became the change bible for managers around the world. In 1996, �Leading Change� was named the #1 management book of the year by Management General. Kotter is a graduate of MIT and Harvard. He joined the Harvard Business School faculty in 1972. Kotter is the author of The Heart of Change (2002), John P. Kotter on What Leaders Really Do (1999), Matsushita Leadership (1997), Leading Change (1996), The New Rules (1995), Corporate Culture and Performance (1992), A Force for Change (1990), The Leadership Factor (1988), Power and Influence (1985), The General Managers (1982), and five other books published in the 1970s. His books have been reprinted in eighty foreign language editions, and total sales are approaching two million copies. He has also created two executive videos, "Leadership" (1991) and "Corporate Culture" (1993), and an educational CD-ROM (1998) based on the Leading Change book. His articles in the Harvard Business Review have sold a million and a half copies.

119. There are a number of places to go for more information about UC Flex . . .

120. We welcome your feedback! Feel free to raise UC Flex questions, concerns and suggestions with any member of the UC Flex Leadership Team.