OnePurdue: What It Means to You

OnePurdue:

What It Means to You

Gary H. Newsom

OnePurdue Executive Director

Richard A. Hadley APSAC Professional Development Presentation

The OnePurdue Vision:

To transform the University’s way of doing

business into a flexible and user-centric

portfolio of applications that integrates all

Purdue enterprise data, information, and

processes.

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Identification of Enterprise

Core Business Processes

U N I V E R S I T Y G O V E R N A N C E

External agencies , Board of Trustees , President , Provost , Chancellors, Treasurer,

Deans, Faculty Senate

D E F A C T O C O R E B U S I N E S S R U L E S

Legitimacy Filter : All rules must link back to a policies and a governance structure .

I N S T I T U T I O N A L M I S S I O N A N D V I S I O N E N A B L E S S U N S E T P O L I C Y A N D F I T G A P A N A L Y S I S Recommend changes to policies and practices (from policy owners and senior leadership )

C O N F I G U R A T I O N

Configure ERP to match redesigned business policies , processes , and practices

N O N - E R P M I T I G A T I O N

Develop non -technical workarounds or implement bolt -ons to support ERP

I N S T I T U T I O N A L P O L I C Y P O R T F O L I O

By -Laws, Executive Memoranda , Business Procedures Manual , Academic Procedures Manual

E N T E R P R I S E C O R E B U S I N E S S P R O C E S S E S

Identify core business processes for redesign

B U S I N E S S P R O C E S S B L U E P R I N T - E N H A N C E D

Redesigned policies , processes , and practices , for the core business processes

SUPPORTED BY ERP ?

B U S I N E S S P R O C E S S V I S I O N

Determine functional vision for the BPR

OnePurdue Stages

S T U D E N T S U B S Y S T E M H U M A N R E S O U R C E S U B S Y S T E M F I N A N C I A L S S U B S Y S T E M

Business Prep Stage Technical Configuration Stage Implementation Stage

March ’ 05 thru December ‘ 05

ERP Selected ERP Dev/Test Infrastructure Implemented Scope Defined Business Processes Redesigned ERP Partner Selected Project Planned Business / Technical Blueprint Completed ERP Modules Configured Business Intelligence Infrastructure Implemented System Interfaces Built

January ’ 06 thru June ‘ 06

Data Conversion Infrastructure Implemented Legacy Data Profiled Legacy Data Cleansed ERP Reports Written Legacy Data Converted System Tested ! Users Trained Go Live !

Technology Prep Stage

July ’ 06 thru July ’ 07 thru July ‘ 08

Data Warehouse Configured Portal Development Begins Security Configured ERP Integrated into Portal Training /Help Developed ERP Production Infrastructure Implemented

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Why Is This So Urgent?

• Current enterprise systems constrict implementation of strategic plan and policy and process

improvements—Finance, Human Resources, and Student Services.

• Our redundant, poorly-integrated data:

» Lead to “multiple versions of the truth.”

» Make it difficult to implement a truly data-driven, management-by-fact organization.

• Fragile and technologically obsolete infrastructure pose moderate risks.

Anticipated Changes

• New skill sets will be needed for both technical and functional personnel.

• Self-service will require users to be self-reliant. • Instruction in the new technology will be

just-in-time, Web-based training complemented by help-desk support.

• “Paper-carrying” will be minimized.

• Reliance on IT for process improvements will be reduced.

• Single-password sign-on will simplify user experience.

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OnePurdue Value-Added Goals

• Enterprise-portal single sign-on

• Web-based functionality and real-time access • Integrated policies and processes

• Single instance of data—one version of the truth • Self-service and electronic workflow

• Functional configuration management • Enhanced management by fact

• Flexible technology

Who Is Involved in

This Project?

Everyone using University enterprise systems and

processes will be impacted by this transforming initiative.

OnePurdue’s planning and implementation will involve a partnership among a wide variety of individuals, including those involved with:

• Program Governance—planning and implementation oversight

• Program Implementation—adoption of the technology to the process OnePurdue is not an IT endeavor, but a business-driven,

process-redesign project supported by the best available ERP technology.

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How Will We Succeed?

• OnePurdue is sponsored by senior leadership.

• Implement Organizational Change Management principles, including robust communications, training, owner and user involvement, etc.

• Conduct a comprehensive review and revision of systems and processes—input from owners and users.

• Subject-matter experts—dedicated 100% to program—will lead adaptation of the technology to the system requirements.

• Learn from other schools’ ERP experiences:

» University of Illinois » University of Mississippi

» Ohio State University » University of Kentucky

» Indiana University » University of Tennessee

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How Will We Succeed?

• Test, test, test—and test again!

• Establish a strong governance structure to ensure quick, timely decisions.

• Manage scope creep and stay vanilla.

• Impartial external groups have analyzed and critiqued our approach.

What Will OnePurdue Cost?

Total* Year 5 (and recurring) Uses:

Hardware and Software $16,867,771 $2,212,155 Consulting Services 12,816,250 0 Staff and Training 33,518,900 2,902,875 General Operating Expenses 4,383,854 0 Project Contingency 5,760,153 0 Expenditures Total $73,346,928 $5,115,030 Funding Sources: CMIP Distributions $52,162,928 $0 Benefits Reserve 5,000,000 0 ITaP Budget 16,184,000 2,100,000 Budget Allocation and Reallocations 0 3,015,030

Funding Sources Total $73,346,928 $5,115,030

*Grand total of costs for pre-ERP activities and Years 1-4. OnePurdue Project Budget

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OnePurdue Milestones

January 2006—June 2008 Configure the ERP to meet

enterprise requirements.

June—December 2005 Launch a business-process

redesign plan.

March—June 2005 Identify core business

functions.

When Project

“Go Live” Dates

Target Live Date Module

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Current Project Status

• ERP software:

» Negotiations underway with PeopleSoft and SAP. » Will be completed by February 28.

• ERP implementation-partner RFP:

» Distributed February 1. » Due February 21.

• ERP software and partner approvals:

» April 8 Board of Trustees meeting

• OnePurdue facility (Research Park):

OnePurdue Web site

www.purdue.edu/onepurdue

Send questions to:

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Functional Visionary

Enhancements

Finance

Human Resources

Student

Finance

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Finance Vision

 Self-service for faculty, staff, students, and parents  Electronic research capability

 Electronic bill presentment and payment

 Accommodation for complex business operations  Flexible workflow technology

Key Processes: Accounting

•Chart of accounts will change.

» Users across the University will need training.

•The method of accounting will change to modified or full-accrual.

» Users of accounting reports will need training.

•Accounting methods may be different across units based on needs.

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Key Processes: Budget

•The mechanical aspects of entering a budget into the system will be different from today. •This may require:

» Changes to our business processes » “Work-arounds”

Key Processes: Bursar

•Will deliver most or all access to invoices and payments via the Web.

•Credit-card use in a secure environment is a goal for all campuses, but adds cost.

•The ability to use credit cards for tuition and fees may mean “convenience fees” for that payment method.

•Payment via e-check and scheduling these

payments into the future are also included in the vision.

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Key Processes: Other

•Ariba will be replaced for procurement. •Travel management will enable more

self-service.

•Faculty and administrative effort reporting will change.

Human Resources

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HR Vision

 Efficient processes

 Accurate information—a single source of

truth

 Web portal—simplified delivery of

services

 Self-service—key to broader and more

timely HR functionality

 Framework for flexible, expandable, and

configurable business

Enhanced HR Efficiency

Data Entry and Reduction of “Paper-Walking”

• Online data entry, fewer paper forms

• Reduced duplication of work—data collected once • Electronically routed approvals

• Fewer errors

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Changes Attainable With

an ERP System

Self-Service Capabilities

• Provided to applicants, employees, and managers • Individual information viewable anytime

• Information changeable whenever necessary • Ability to enroll in and changes benefits online

throughout the year

• Online training and orientation sign-up for new staff, managers, and system users

Potential for Change

Time and Attendance

• Flexibility in entry and approval of time and leave information

• Possible new time-clock processes

• Change in approval process for pay- and account-charging information

• System-maintained leave data and balances for all employees

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Business Process Redesign

Vanilla Implementation

• Pay cycles will be reviewed.

• Purdue will move toward direct deposit and online viewing of information.

• Benefits, deductions, and partial-pay calculations will be made by the system.

• HR and payroll policies will move toward “best practices.”

A More Sophisticated

System—and More Challenging

Integrated Data and Effective Dating

• Will need to collect more data and be responsible for more cross-system integrity.

• PUID challenges will be heightened.

• Developing accurate and timely role-security processes will be important and challenging.

• Learn new terms, key data elements, and methods of checking work.

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Anticipated User-Impact

Changes in Work Responsibilities

• More data and complex transactions require a highly trained staff.

• Departmental and school business-office processes will change.

• More system management will be done by HR and Payroll (current system requires IT resources).

A New HR System to Grow

With Us

• New software will provide a flexible framework that we can expand to:

» accommodate new programs » adjust to new legislation

» enable us to respond to change

• Initial project functionality will be just the start; Purdue staff with knowledge of the system will continue to build on the foundation laid by

OnePurdue.

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Student

Student Services Vision

 Self-service for faculty, staff, students,

and parents

 Recruitment and event management

 Student access through a portal

 Academic history and monitoring

 Event and resource scheduling

 Admissions

 Registration

 Scheduling

 Financial Aid

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Improving Access to

Student Information

• The ERP database will be the home for all University student data.

» More than 200 student systems and databases currently exist across the Purdue system.

• Processes and reporting will be done from one source of data.

Streamlining Existing

Student Processes

• Use of electronic routing and approval will reduce paper walking.

• Use of flexible, business rules will allow automatic processes and events to occur on student

records—changes could be made without programming resources.

• Business rules can be configured for one campus location, and a completely different set of rules configured for another campus.

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Empowering Students for

Self-Services

• Students able to transact business over the Internet—anytime and anywhere.

• Students encouraged to take more responsibility for their college affairs, prepares them for life. • Greater student satisfaction of Purdue’s services

realized.

• Staff reassigned to work on special student cases and continuous quality-improvement initiatives.

Outcome: Responding to Today’s Generation of

Faculty Support

• Electronic class rosters • Online degree audits • +/- Grades

• Easy email access to students

• Private posting of quiz and exam grades • User-customizable navigation of screens

• User-friendly access to student records—anytime and from any location

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Strategic Opportunities

• Online registration and class scheduling

• Electronic bill presentment and payment options • Instant degree audits and transfer-credit

articulations