The proposed timeline for the implementation is based on the following guidelines:
- The System expects to initiate the implementation project in 2018.
- The System expects a design/architect phase for Finance, Procurement, Human Resources and Payroll that will involve all institutions from all cohorts.
- For the institutions in Cohort 1, the System has set a target that all institutions in this cohort are in production for Finance, Procurement, Human Resources and Payroll by July 31, 2020. Depending on the recommendation of our implementation partner, not all functionality may go into production on the exact same date.
- For the institutions in Cohort 2, the System has set a target that all institutions in this cohort are in production for Finance, Procurement, Human Resources and Payroll by July 31, 2021.
- The implementation partners will propose production dates by functional area/institution based on their experience and best practices. The community colleges are expected to deploy as group within their respective cohorts.
Key DatesPast and Present: Important Dates in ERP Implementation
|October 7, 2016||Advertisement and publication of the Request for Proposals - ERP Software Solution|
|December 16, 2016||Deadline to submit proposals|
|Feb. 6 - March 3, 2017||Respondent software demonstrations|
|Aug. 18, 2017||Intent to Award for ERP Software Solution to Workday|
|Nov. 1, 2017||Advertisement and publication of the RFP - ERP Implementation Services|
|Dec. 14, 2017||Deadline to submit proposals|
|Jan. 29 - Feb. 2, 2018||Respondent vendor interviews|
|May 2018||Estimated date for Intent to Award - ERP Implementation Services|
|Summer 2018||Expected initiation date for ERP Implementation project|
|Summer 2020||Estimated "go-live" for Cohort 1 of UA institutions|
|Summer 2021||Estimated "go-live" for Cohort 2 of UA institutions|
The following chart provides a preliminary high-level governance and anticipated organizational structure for the ERP Project.
The Project Sponsors will be responsible for executive communications on project related matters, providing executive input to the Project Management, and setting the high-level strategy for the project. The Sponsors will negotiate and determine availability of project resources as required.
The Steering Committee will be responsible for executive communications on project-related matters, providing input to Project Management, disseminating project information within their organizations, and advocating for the implementation of approved standardized business processes and data across all institutions. The Steering Committee will approve all significant modifications to designed business processes and other significant changes to the system as delivered.
The PMO – comprised of the Contractor and System Project Manager co-leads – will be responsible for making recommendations to the Steering Committee after reviewing all standardization and/or configuration of the ERP system as provided by the Functional Teams. The PMO will also review and provide resolution to project issues submitted by the project team and, if needed, will submit project issues to the Steering Committee. The PMO ensures compliance with ERP project goals, objectives, project management guidelines, project standards, project scope, quality management, project budget, reporting and documentation. It ensures System project staff and Contractor resources are leveraged effectively across the project, and reviews and recommends approval of project deliverables. Finally, the PMO is responsible for managing the project work plan, monitoring activities of the ERP project team, timelines, and risks. They also have overall responsibility for reporting on the status of project activities, milestones, and deliverables.
The Technical and Functional teams are comprised of subject matter experts that will be responsible for the development, standardization and/or configuration, and testing of business processes. The Change Management team will oversee the organizational change management, communication and training needs of end-users. These teams will submit unresolved project issues to the PMO, as needed.
While the project is still in the procurement phase, there are several activities that the UA System has initiated to prepare for the important implementation project. Each of these items is a critical piece of the foundation for the new system.
The UA System formed a cross-institution work team to brainstorm and define a new financial reporting structure and financial chart of accounts that will be deployed with the implementation of Workday. The team met during the fall of 2016 and reported its results early in 2017. This new structure is expected to:
- Provide a mechanism to perform university system wide financial reporting
- Capture financial data at a meaningful level of detail to assist each Institution in managing its financial resources
- Identify the components and levels of detail available to capture and report financial data
Note that this proposed structure does not attempt to define input coding. The input coding block and coding reduction techniques will be determined by the selected software.
Interface Data Gathering
The Steering Committee authorized ISG to collect and collate information from all participating institutions about existing systems that may need to exchange data with the new Workday solution. The exact scope will not be known until Workday has been designed and configured.
This process was initiated with a Current Systems Assessment done in 2015. ISG validated the initial list in 2016 and collected additional data elements for each integration point. By gathering and organizing this data set now, the project can save the time and expense of waiting for this information to come together during implementation.
A pre-implementation questionnaire was designed that can address questions about business rules, processes and procedures. This information can be collected, collated and analyzed pre-implementation to focus implementation effort later and reduce implementation risk. Many staff throughout the System have been working on the questionnaires to help develop an inventory of how the UA System operates. ISG is actively collating the information and scheduling harmonization sessions to better align all of the institutions. Benefits of this activity include:
- Drive standardization and disciplined decision-making process across the organization
- Extend the implementation decision-making window and encourage consideration of institutional objectives
- Allow institutions more time to gather information
- Allow implementation and refinement of a collective and disciplined decision-making process
- Reduce the number of decisions needed once the implementation begins, and thereby reduces likelihood of implementation delays and cost overruns
This process shouldn’t be confused with the ERP design sessions that will take place once we have an implementation partner contracted. The design sessions will be more specifically focused on how Workday will be configured and used based on how the UA System operates.
Efforts are also underway to establish a formal governance framework for making decisions that impact all institutions. This process will involve stakeholders from across the System to further define and enhance the high-level structure in place for the procurement.
Guidelines that the System is using as the governance framework is discussed:
- The ultimate goal of business process governance is to optimize an organization’s business processes and make workflow more efficient and effective.
- Governance also works to monitor and document both the successes and shortcomings of an organization’s process initiatives.
- Business process governance is often overseen by teams made up of both functional operations and IT professionals.
The process is taking a bit longer than anticipated, but the end result will ensure that all institutions have a voice in the decision-making processes. The steering committee will be reviewing the framework in the coming weeks, and we plan to make it available soon.