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www.uc.edu/ucflex 1
Transforming the University of Cincinnati Transforming the University of Cincinnati with the mySAP Business Suite – with the mySAP Business Suite –
Lessons LearnedLessons Learned
Mr. Dennis Yockey (UC), Mr. Jim Lewis (UC),
Mr. Danny Trudgett (IBM)
2www.uc.edu/ucflex
AgendaAgenda
• Preparing for New Business Systems
• Implementing mySAP for Financials– Mission, Scope and Approach– Architecting and Building the Technical Infrastructure– Creating a High-Performing Project Team– Project Governance – Balancing Consensus with Speed
• Defining the Enterprise – UC Flex– Adding HR/Payroll and COEUS – Creating the UC Flex Program Management Office– UC|21 – Supporting the University’s Strategic Plan
• Lessons Learned
• Questions
3www.uc.edu/ucflex
Preparing for New Business SystemsPreparing for New Business Systems
• The Case for Change– Core Systems Review identified that the Financials and HR legacy
systems needed to be replaced– Information Management Technology Committee set priority –
Financials then HR– Project Sponsors and Selection Committee Established– Business Case and Project Charter Developed
• Selecting the Financials Solution1. Software RFP Process for Financials selected SAP
• RFP Shortlist References Site Visits Demonstrations Negotiations
2. Implementation Partner RFP process for Financials selected IBM• RFP Shortlist References Presentations Scoping
Statement of Work Negotiations
4www.uc.edu/ucflex
AgendaAgenda
• Preparing for New Business Systems
• Implementing mySAP for Financials– Mission, Scope and Approach– Architecting and Building the Technical Infrastructure– Creating a High-Performing Project Team– Project Governance – Balancing Consensus with Speed
• Defining the Enterprise – UC Flex– Adding HR/Payroll, COEUS & Other Initiatives– Creating the UC Flex Program Management Office– UC|21 – Supporting the University’s Strategic Plan
• Lessons Learned
• Questions
5www.uc.edu/ucflex
Objectives & BenefitsObjectives & Benefits
• Key Objectives– Relate to UC’s needs as a 21st century public university– Flexibility and information access improvements– Ability to use UC information to manage resource strategies– Efficient UC operations and accurate information
• Anticipated Benefits– 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
6www.uc.edu/ucflex
Project MissionProject Mission
• Deliver a mySAP solution to enhance the University’s financial management operations, supporting the following objectives:– Delivered on-time and on-budget
– Utilize an integrated approach to design and build the system
– Provide for common business processes and data at all levels within the University
– Eliminate shadow systems wherever possible
– Provide an integrated core solution that improves current operations and allows for future enhancement (e.g. HR/Payroll, e-procurement)
7www.uc.edu/ucflex
Geographic & Organizational ScopeGeographic & Organizational Scope
• University of Cincinnati– A Public Doctoral/Research University-Extensive
– Three Campuses + Three Remote Locations
– 34,000 Students
– 14,000 Total Staff (4,100 Administrative Staff)
– Annual Budget $780m
– Endowment $1Bn
• 1,000 SAP users (Financials)
8www.uc.edu/ucflex
mySAP components:
– R/3 Enterprise 4.7 (EA-PS 2.0)
– Strategic Enterprise Management (SEM)
– Business Warehouse (BW)
– Enterprise Portal
Functional Scope – FinancialsFunctional Scope – Financials• General Ledger• Accounts Receivable / Revenue Mgt• Accounts Payable• Managerial Accounting• Purchasing & Procurement• Asset Accounting• Project Accounting / Capital Finance• Grants Management• Budget (inc. Position Budgeting)• Funds Management• Endowment / Investment Accounting*• Reporting
* UC Customer Enhancement
9www.uc.edu/ucflex
University Specific ChallengesUniversity Specific Challenges
• Grants Management– Indirect Costs
• Budget Preparation• Substitution rule for revenue distribution
– Multi-year budgeting in FM
• Project Accounting– Funding structures
• Position Management– Process integrates across HR/Payroll
• Endowments Management– Custom Development
10www.uc.edu/ucflex
Endowments ManagementEndowments Management
• The UC Endowments Management solution will be used by the treasurer’s office to:
– Manage the pooled endowment funds• Purchase and sale of shares• Distribution of income and assessment of fees
– Manage the Temporary Investment Pool (TIP)• Tracking of average daily cash balances• Distribution of income and overdraft assessment
– Provide detailed reports to departments of pooled investment activities• Actual and projected income and expenses• Market value and costs of pooled endowment holdings
– Record monthly investment activity
• Key Design Points include:– Use of SAP Corporate Finance Management (CFM) for creation of stocks
– Custom tables and programs for all other pool management activities
11www.uc.edu/ucflex
System Infrastructure ScopeSystem Infrastructure Scope
• Architected, sized and built from a clean-sheet to provide a robust, flexible and scalable mySAP infrastructure. Components include:
– IBM P-series Hardware - p670/p570 + AIX 5.0 with virtualization– Windows 2003 SQL Server Cluster for Enterprise Portal– EMC CX700, STK SL8500
• Sandbox, Development, QA, Training and Production environments for:– SAP R/3 Enterprise Release 4.7 / Web Application Server 6.2– BW 3.5 / WAS 6.40 Kernel– Enterprise Portal 6.0 SP9 / WAS 6.40 Kernel
• System Landscapes for:– Solution Manager 3.1 (for Operations)– AscendantTM SAP Toolset
• Other components:– Novell e-Directory LDAP – In Future: Linux and Big IP Version 9
12www.uc.edu/ucflex
System Infrastructure DiagramSystem Infrastructure DiagramLPARs
LDAP Sandbox Server(platform undecided)
LPARs
LDAP Directory
LDAP Directory
SAP Router
Internet
SD
p670 12-way, 32 Gb memory
p57016-way, 64 GB memory
Inte
rna
l Ne
two
rk, V
irtua
l Eth
ernet
QAR/3 - (RQ1)
DB2
Pwr5AIX5.3
1P, 6GB
TrainingR/3 - (RT1)
DB2
Pwr5AIX5.3
1P, 2GB
Solutions Manager (SM2)
Pwr5AIX5.3
1P, 2GB
DevelopmentBW - (BD1)
DB2
Pwr4+AIX5.3
1P, 2GB
DevelopmentR/3 - (RD1)
DB2
Pwr4+AIX5.3
2P, 4GB
Technical Sandbox
R/3 - (RS2)DB2
Pwr4+AIX5.3
1P, 1GB
Technical Sandbox
Pwr5AIX5.3
1P, 2GB
ProductionDB2
(for BW)
Pwr4+AIX5.3
4P, 10GB ProductionBW - (BP1)
Central Instance
Pwr5AIX5.3
6P, 13GB
ProductionDB2
(fR/3)
Pwr5AIX5.3
2P, 4GB
ProductionR/3 Enterprise -
(RP1) (CI)
Pwr4+AIX5.3
2P, 5GB
Production(AI) for R/3 Enterprise
Pwr4+AIX5.3
1P, 2GB
Production (AI) for R/3 Enterprise
Pwr5AIX5.3
1P, 2GB
Hypervisorattach to 10.x.x.x Network
Serial Connection
SAP Support
Web/Portal APP Server (SBX, DEV, QA)Windows 2003 32 Bit
IIS 6.0SAP J2EE Engine 6.20 (1:n)
DispatcherWGate/AGate - Dev, SBX, QA
IGS Server - Dev, SBX, QA
QABW - (BQ1)
DB2
Pwr5AIX5.3
2P, 9GB
WGate - Prod, TrainWindows 2003
AGate - Prod, TrainWindows 2003
Technical Sandbox
BW - (BS2)DB2
Pwr4+AIX5.3
1P, 1GB
Web Server (Prod, Train)Windows 2003 32 Bit
IIS 6.0IGS Server (Prod, Training)
Portal APP Server (Prod, Train)Windows 2003 32 Bit
SAP J2EE Engine 6.20 (1:n)Dispatcher
Web Server (Prod, Train)Windows 2003 32 Bit
IIS 6.0
Hardware Load Balancer(Big IP)
SQL Server Cluster (Portal)Windows 2003 32 Bit
SQL Server 2000SandBox, DEV, QA
Windows 2003 32 BitSQL Server 2000
Training, Prod
failover
switchover
switchover
switchover
Service Processor
Pwr5AIX5.3
.5P, 1GB
TrainingBW - (BT1)
DB2
Pwr5AIX5.3
1P, 2GB
Service Processor
Pwr5AIX5.3
.5P, 1GB
13www.uc.edu/ucflex
Implementation Strategy – FinancialsImplementation Strategy – Financials
A multi-wave implementation timeline that supports a big-bang go-live in July, 05 for SAP R/3 with the Budget Planning system available Apr, 05
An integrated project team that is a comprised of high-caliber UC staff and consultants in co-leadership roles. The team includes Team Members, Subject Matter Experts and Business Process Owners with functional responsibilities
A proven methodology – AscendantTM SAP – which provides the guidance, framework, and process checkpoints that constitute a successful implementation
A comprehensive set of tools and accelerators, including RWD Info Pak and the AscendantTM SAP Toolset which provides a web-enabled project support system and central repository that aids in managing the project and maintaining project documentation and deliverables, including:
– Project Management & Communication – Issues, Calendars, Email workflow, etc– AscendantTM SAP Method – based on Accelerated SAP with WBS, Accelerators, etc– Document Library – Requirements, Plans, Presentations, Minutes, etc– SAP Reference Model– Customer Reference Model – The “In Scope” model with process documents (e.g. BPP’s)
attached to nodes in the tree
14www.uc.edu/ucflex
Implementation Timeline – FinancialsImplementation Timeline – Financials
2004 20052003
J F M A M J J A S O N D J F M A M J J A S O N DDNOS J M
BlueprintRealization
Go LiveSustain
Final Prep.
Core Financial Management
(R/3 Enterprise)
Project Prep.
Budget Planning
(SEM-BPS)
Blueprint Realiz-ation Final
Prep.
Go LiveSustain
BlueprintFinal Prep.
Go LiveSustain
Project Strategies &Standards
Realiz-ationFinancial
Reporting (BW)
Portal Blueprint / Realization
Wave
Go LiveSustain
Core Financial Blueprint
15www.uc.edu/ucflex
Project TeamProject Team
A single, integrated project team comprised of UC, IBM and SAP staff, who share:
– A common vision – A single project plan with common milestones and deliverables– A single project governance structure– Shared responsibility for delivering on-time and on-budget
Adopt the “Commercial Off-The-Shelf” Best Business Practices contained in the mySAP solution (a.k.a. System Based Business Process Reengineering)
Empowered to resolve issues and make decisions Transfer knowledge to UC during the implementation to create
self-reliance after the project is finished UC Team Member’s positions backfilled to support ongoing
operations
16www.uc.edu/ucflex
Project Team StructureProject Team Structure
• Project Managers– UC Business, UC Technical, IBM
• Team Leads– Four teams: Business Process, System Infrastructure, System Development
and Change Management & Training
– Each team has two leads – UC and IBM
• Team Members– Most are Full-time
– Includes staff from Colleges/Departments
• Process Owners– One for each Process Area e.g. G/L, Grants, Endowments, etc
– Signoff on: Blueprint, Roles, User Training Plans, User Acceptance
• Subject Matter Experts– Participate in Blueprint Workshops and Configuration Confirmation Sessions
17www.uc.edu/ucflex
Change Management & TrainingChange Management & Training
• Integrated component of the UC Flex Team• UC Flex Leadership with IBM and UC team members• Change Management Scope includes:
– Change Management Strategy
– Stakeholder Analysis, Change Readiness Surveys, Communication Plan, Communication Survey, Townhall meetings, Newsletters, FAQ’s, Listserv (email), Web site, Road Shows
• Training scope includes:– Project Team Training Plan – Business and Technical
– User Assessment, Training Strategy and Plan
– Training Standards, Templates and Prototypes
– End-User Course Development and Training Delivery
– RWD Info Pak• Content Development, Context-sensitive Help
18www.uc.edu/ucflex
End User TrainingEnd User Training
• Role-Based Training Development– Blueprint Processes Roles Curriculum
• Blueprint identified the system and business processes• SAP Roles (>65) identified and mapped as-is to-be• Curriculum developed based on the roles users will perform
• Training Delivery Process1. Identify UC Flex Users
1. Training Survey identified users and current processes
2. Map current processes to UC Flex Roles
3. Train Business Administrators on UC Flex Roles
4. Validate UC Flex Users with Business Administrators
2. Create Individual Training Plans
3. Distribute Individual Training Plans through Business Administrators
4. Create the Training Schedule
5. Web-based Training Registration
6. Track Attendance & Monitor Feedback
• End User Training Scope– More than 40 courses and workshops – Over 2,500 hours (total) of training to be delivered
19www.uc.edu/ucflex
Project GovernanceProject Governance
Project Sponsors
Co-Chairs
Members
Project ManagementUC Business PMUC Technical PM
IBM PM
Change Mgmt & Training Business Process System Development System Infrastructure
VP - FinanceVP - CIO
Executive Steering Committee
UC & IBM Leads UC & IBM Leads UC & IBM LeadsUC & IBM Leads
Program
Decisions
20www.uc.edu/ucflex
AgendaAgenda
• Preparing for New Business Systems
• Implementing mySAP for Financials– Mission, Scope and Approach– Architecting and Building the Technical Infrastructure– Creating a High-Performing Project Team– Project Governance – Balancing Consensus with Speed
• Defining the Enterprise – UC Flex– Adding HR/Payroll and COEUS – Creating the UC Flex Program Management Office– UC|21 – Supporting the University’s Strategic Plan
• Lessons Learned
• Questions
21www.uc.edu/ucflex
UC Flex is…UC Flex is…
• Transforming Business• Transforming Information Systems – using technology as
an enabler• A High Priority• Still Evolving – adding new initiatives• Made up of:
– UC Flex Financials mySAP Financials
– UC Flex HR mySAP HR + PeopleAdmin
– UC Flex Grants Management COEUS + SAP Grants Management Module
• Supported by a single Program Management Office
22www.uc.edu/ucflex
Program Management OfficeProgram Management Office
• To ensure an integrated and cost-effective enterprise-wide solution, UC established a Program Management Office (PMO) with the charter to:
– Support and Control UC Flex related Projects
– Provide Management Visibility
– Institutionalize Project Management
• The UC Flex PMO responsibilities include:– Establish Project Standards
– Provide Project Management Support
– Collect, analyze and report information on projects
– Monitor projects for conformance to standards
– Monitor scope, issue, risk, and performance
– Improve the skill level and capabilities of project managers within the organization
– Acquire and Implement project management processes, tools, techniques and capabilities
23www.uc.edu/ucflex
New InitiativesNew Initiatives
• New Projects– Replacing the legacy HR/Payroll with SAP – Implementing COEUS
• Impacts on the UC Flex Program– Updated Project Charter– Updated Governance Model
• Added Sponsors for HR & Grants Management• Added Steering Committee members for HR & Grants
Management• Created HR Process Change Leadership Group
– Created HR Team– Created Integration Roles
24www.uc.edu/ucflex
UC Flex HR ScopeUC Flex HR Scope
• Organization and Position Management• Personnel Administration• Time Management• Benefits Administration• Compensation Administration• Payroll Processing and Payroll Accounting• Self Services – Manager and Employee• Talent Management – Training, Qualifications,
Career Development
25www.uc.edu/ucflex
UC Flex HR BenefitsUC Flex HR Benefits
• Anticipated Benefits:– A standard (SAP-centric) platform allowing a truly
integrated system– Streamlined business processes using the SAP system
to provide faster, more convenient service to the University community
– Increased automation allowing the University to shift effort from centralized administrative activities to employee/manager services and programs
– Electronic Workflow approvals
26www.uc.edu/ucflex
UC Flex Financials + HR TimelineUC Flex Financials + HR Timeline2004‘03
Jan -
MarWave Apr
-Jun
Jul -
Sep
Oct -
Dec
Core Financial Management
Budget Planning
Reporting
Core Financial Management
Budget Planning
Reporting
Payroll, Employee Information, Compensation, Benefits,
Time Keeping, Org Mgt, etc.
Payroll, Employee Information, Compensation, Benefits,
Time Keeping, Org Mgt, etc.
Self ServicesManager Self Services - ePAF
Talent Management
Training ManagementCareer Planning
PositionManagement
HR Administration
Employee Self Services,Benefits Enrollment
Oct -
Dec
2005Jan
-Mar
Apr -
Jun
Jul -
Sep
Oct -
Dec
2006Jan
-Mar
Apr -
Jun
Jul -
Sep
Oct -
Dec
2007Jan
-Mar
Apr -
Jun
Jul -
Sep
Oct -
Dec
27www.uc.edu/ucflex
• Mission– Implement a research administration system which will meet the
needs of UC’s research units and central administration– Integrate components of SAP Grants Module with COEUS to deliver
significant pre and post award functionality to the desktop
• Benefits– Assist the Office of Sponsored Programs with pre and post award
management of sponsored activity.– Manage awards from cradle to grave– Proposal development opportunities for the future including electronic
submission of proposals
UC Flex – COEUSUC Flex – COEUS
28www.uc.edu/ucflex
COEUS TimelineCOEUS Timeline
• Phase 1 (November, 2005)– Proposal module – store completed proposals– Award module – maintain detailed information on awards and sub-
awards– Subcontract module – maintain detailed information on sub-
recipients– Person module – repository for information on employees
associated with proposals and awards
• Phase 2 (Fall, 2006)– Conflict of Interest module – maintain all conflict of interest and
financial interest disclosures that may compromise professional judgment in carrying out research work
– Negotiation module – track negotiations for individual proposals
29www.uc.edu/ucflex
Six Goals:
• Place Students at the Center
• Grow Our Research Excellence
• Achieve Academic Excellence
• Forge Key Relationships & Partnerships
• Establish a Sense of “Place”
• Create Opportunity
UC|21 – UC’s Strategic PlanUC|21 – UC’s Strategic Plan
30www.uc.edu/ucflex
AgendaAgenda
• Preparing for New Business Systems
• Implementing mySAP for Financials– Mission, Scope and Approach– Architecting and Building the Technical Infrastructure– Creating a High-Performing Project Team– Project Governance – Balancing Consensus with Speed
• Defining the Enterprise – UC Flex– Adding HR/Payroll and COEUS – Creating the UC Flex Program Management Office– UC|21 – Supporting the University’s Strategic Plan
• Lessons Learned
• Questions
31www.uc.edu/ucflex
Project GovernanceProject Governance
Lesson Learned Project Impact
Dual Program Sponsorship• CFO and CIO as sponsors ensures that the
project is “Business Driven” and “IT enabled”
Steering Committee Co-Chairs
• Co-chairs represent business areas and IT• Provides a mechanism for decision making
without having to wait for a meeting
Steering Committee Meeting Every 2 Weeks
• SC stays current on the project and can support change management through their role as change champions
Project Management incorporates business process, methodology and technology
• Decisions are made in a timely manner at the project team level
• Decision making is built on consensus and decisions are durable
32www.uc.edu/ucflex
Project ExecutionProject Execution
Lesson Learned Project Impact
Staff the project with sufficient, high-quality resources
• A lack of skilled, available resources can diminish both project quality and scope
Manage the change with a team that includes experienced University staff
• A change management effort not customized for the University’s culture jeopardizes acceptance
Engage University staff early in the project
• Identify team skill gaps and training needs well before project preparation begins
Train the project team
• Be prepared to adjust the training plan during/after Blueprint
• Pre-select technical team members for specific areas
• Cross-train to facilitate integration
33www.uc.edu/ucflex
Project ExecutionProject Execution
Lesson Learned Project Impact
Prepare and Execute a Knowledge Transfer Plan
• University needs to understand the new system and be able to support it
• Prepare a contingency plan
Risk Management should be iterative, top-down and bottom-up
• Risks identified early can be prevented before they occur
• Comprehensive risk management creates integration between teams and builds trust with Sponsors
Plan for the Competency Center (the other project) early in the implementation
• The right time for sustainment planning is not when the implementation is busiest
• The Competency Center needs separate funding and resources from the implementation project
34www.uc.edu/ucflex
Project ExecutionProject Execution
Lesson Learned Project Impact
Plan for a shorter Blueprint phase to drive decisions
• As-is sessions can take a lot of time• Focus the team on the to-be
Build Partnerships• SAP is a long-term commitment that will
evolve over time at the University
Create a Document Repository from project inception
• Capture “as-is” and other valuable documentation generated before the implementation project begins
Negotiate contracts well before they are needed
• Allow time to agree on Terms & Conditions, including Service Level Agreements
35www.uc.edu/ucflex
Functional DesignFunctional Design
Lesson Learned Project Impact
Prioritize the functional scope to maximize benefits with the resources invested
• “Nice to Have” functions can cost a lot to implement and deliver little benefit
• The 80/20 rule applies to scope
Allow for a second implementation phase
• Eliminates the perception that it is now or never for the “nice to have” functions and plan for a “phase 2”
Plan for an upgrade• Don’t build it now if it’s coming in the next
release and you plan to upgrade
Involving key stakeholders in the development of SAP roles
• Community understands how SAP will be a part of their work life before user training
• Community involved in decisions on staff roles, individual training plans and security profiles which increases system acceptance
36www.uc.edu/ucflex
Technical InfrastructureTechnical Infrastructure
Lesson Learned Project Impact
Architect the solution thoroughly
• Large SAP environments are a complex and evolving architecture – hardware and software
• Set simple, achievable goals up front and stick to them
Use multiple sources for sizing
• Different sources (Quicksizer, references, interviews, etc) give different answers
Architect for Flexibility • New technologies or versions can deliver compelling business benefits
Architect for Scalability • SAP is a long-term platform with rich functionality that should be able to grow as the business needs
37www.uc.edu/ucflex
AgendaAgenda
• Preparing for New Business Systems
• Implementing mySAP for Financials– Mission, Scope and Approach– Architecting and Building the Technical Infrastructure– Creating a High-Performing Project Team– Project Governance – Balancing Consensus with Speed
• Defining the Enterprise – UC Flex– Adding HR/Payroll and COEUS– Creating the UC Flex Program Management Office– UC|21 – Supporting the University’s Strategic Plan
• Lessons Learned
• Questions