best practice implementation

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Implementation Best Practices

EDUCAUSE ± A Survey found similarities and differences in

CFOs¶ and C IOs¶ perceptions of BestPractices

Pollyanne S Frantz, Arthur R Southerland andJames T Johnson, ERP Software ImplementationBest Practices, EQ, 25 (4), 2002



Agenda

The ERP ImplementationImplementation Best Practices

± How they were viewed by C IO and CFO ± How we implemented them ± Effectiveness (subjective)

What is success, anyway?



ERP Implementation

McGill University, Montreal Canada ± 30,000 students ± Research intensive

SCT Banner ± Finance June 2000 ± General Person Aug 2001

First module for Student

± HR/Payroll January 2002 ± Student

Web Registration April 2002



Implementation Best Practices

Definition ± A best practice is what results when

qualitative comparisons are made betweensimilar organizations business practices.

OR ± A best practice is any activity that an

organization finds successful in accomplishinga task.



Best Practice 1

Executive management shouldendorse the ERP project.

± H igh ranking by both CFO and CIO(mean above 4.6 on a 5 point scale).



Best Practice 1

ImplementationProject Sponsors ± VPs

± Provost and VP Academic ± VP Finance ± Deputy Provost and C IOSubjective Assessment: Essential to success



Best Practice 2

Executive management shouldremain actively involved throughout

the implementation. ± M ean ranking below 4.6 on a 5 point

scale



Project Governance

Project Manager

Project ServicesTeam

Project Manager

HRIS/PayrollTeam

Project Manager

SISTeam

Project Manager

FISTeam

CSA FIS Policy HR Policy

SHARD

SIS Policy

CIOProject Sponsor

HRPM

PMG

Project Director



Best Practice 3

ERP software implementationresponsibilities should be shared

between the information technologydepartment and functional areaswhere the software is being

implemented. ± H igh ranking by both CFO and CIO



Best Practice 3

ImplementationPolicy committees involved senior

management in the implementationImplementation teams consisted of functional and IT people

Subjective Assessment: Essential



Best Practice 4

Executive management should becognizant about the institution¶s ability toadapt to the organizational changes thatoccur when ERP software is implemented. ± H igh ranking by both CFO and CIO



Adapting to an ERP

³Go-live´

Productivity

18 Months ?

Implementation ERP ³Shock´

Time

Benefits

3 month preparation period



Implementation

ERP Shock Relief SIS and F IS specialists

Funded by IST, coordinated by projectmanager and training specialistHired by colleges to support Faculty

Training, liaison, advocatesSubjective evaluation: Important



Best Practice 5

A project manager should beassigned full-time to the

implementation. ± H igh ranking by both CFO and CIO



Best Practice 5

ImplementationThat would be me!

± An Academic with some previousexperience with projects




Best Practice 6

The project team composition shouldrepresent all functional areas where

the software will be implemented. ± Perceptual difference between CFOs

and CIOs

± CIOs significantly more likely to agree



Best Practice 6

ImplementationFinance System:

± Core team of managers from Accounting

Broad consultation within the entire

financial community ± esp for CofA ± Functional specialists in Purchasing,

AP, AR, Budgeting, Grants



Best Practice 6

ImplementationStudent System

± Managers from Admissions, Registrars,Student Records Officers from Collegesof Arts, Science, Grad Studies

± SROs used to test ³mock´ registration ± Students used for communication plans

etc.



Best Practice 6

ImplementationHR/Payroll

± HRPMC (HR Project ManagementCommittee) met regularly.




Best Practice 7

Project team members¶ normal jobresponsibilities should be reassigned

to other employees for the projectduration. ± Perceptual difference between CFOs and

CIOs ± Lowest ranking by CFOs



Best Practice 7Implementation

Temporary promotions and backfillingReplacements were trained before

Implementation startedFinance and HR systems ± Managers spent 4 days/week at Project HQ

Student System ± 100% at Project HQ

Subjective Assessment: Essential to do one or theother. Advantages/disadvantages either way.



Best Practice 8

Employees should receive training onhow to work as a team on a project

before implementation begins. ± Perceptual difference between CFOs

and CIOs

± CIOs significantly more likely to agree



Best Practice 8

ImplementationPartially implemented

± We did a relatively small amount of team training

± In Finance and HR we had existing

teams



Best Practice 9

The institution should retainownership of the implementation

process. ± H igh ranking by both CFO and CIO



Best Practice 9

ImplementationProject Definition Document

Consultants were used, but theemphasis was on skills transfer



Best Practice 10

A separate dedicated workenvironment specifically created for

the project team aids implementation. ± Perceptual difference between CFOs and

CIOs ± CIOs significantly more likely to agree



Best Practice 10

ImplementationProject headquarters

±Functional and technical usersbrought to a work environmentspecifically dedicated to the projectteam and to building the system.




Best Practice 11

All employees who will use thesoftware should receive thorough

training. ± H igh ranking by both CFO and CIO ± Perceptual difference between CFOs and

CIOs ± CIOs significantly more likely to agree



Best Practice 11Implementation

Training room and training team (approx 6trainers ± as many as 30 at times!)

Basic Navigation course plus: ± Finance: 5 courses ± HR: 3 courses ± Student: 23 courses4,840 Employees attended 1 or more sessions As of May 2003: ± Total number of sessions: 1,166 ± Total number of attendees: 7,094



Best Practice 11

ImplementationDetailed instructions for each and every form

Banner Help Desk ± FAQs, How-tosHands-on obligatory sessions ± You only get access to the forms for which you have

had training

Drop-in labs (bring in your real work)



Best Practice 12

Executive management should helpemployees network with peers at

other institutions undergoing similar implementation initiatives. ± M ean ranking below 4.6 on a 5 point scale



Best Practice 12

ImplementationUser Group Conferences

SummitActive participation

Subjective Assessment:Improves quality and efficiency of the implementation



Best Practice 13

It is often necessary for an institutionto change its administrative

processes to fit the software. ± M ean ranking below 4.6 on a 5 point scale



Best Practice 13

DiscussionVanilla or Vanilla with sprinkles

System must be acceptable to endusersHR, Finance more likely to changeprocesses than Student Records



Best Practice 14

Outside consultants can facilitateimplementation efforts.

± M ean ranking below 4.6 on a 5 point scale



Best Practice 14

ImplementationVendor Consultants for hands-on trainingof implementation team, technical teamConsultants were used to facilitate andvalidateProcess Improvement AssessmentTotal Consulting: About 4,000 hours

Subjective assessment: Essential



Best Practice 15

Implementation information shouldbe continuously communicated to

the campus community.M ean ranking below 4.6 on a 5 point scale



Best Practice 15

ImplementationBannerSpeak ± quarterly newsletter Website

Information sessions before each go-liveInformation reports to Deans, SenateCommittee on Student Affairs, Senate

Committee on Information Systems, Computer Users Committee




Best Practice 16

Conversion of data from the old softwaresystem to the new should begin early inthe implementation process. ± M ean ranking below 4.6 on a 5 point scale ± Lowest ranking by CIOs



Best Practice 16

ImplementationFor student system: ± Converted all electronic ³person record´ ±

450,000 records ± Converted all electronic Student records -

250,000Financial data was partially convertedHR Legacy system ( a relatively newsystem) was converted.




Possible DefinitionSuccess is realizing your vision.



What is success, anyway?We stated our vision in a Project Definition Document in1999:Our vision is of a McGill in which the constituents -faculty, students and support staff, have direct access tosecure data, and the means to accomplish certainadministrative tasks. Thus students and staff wouldmaintain the appropriate parts of their own recordsdirectly. Students, for example, would apply to McGill,be able to track their applications, register for their

courses, request student aid, examine their records, viaa form of universal access such as the Web. Academicstaff would receive course rolls, submit marks, andreceive support for academic advising via the Web.




Possible criteria ± On time, on budget

Only if the scope doesn¶t change!Only if Technology doesn¶t change!

± Are all end users happyUnthinkable at an Institution where criticalthinking is valued

± Are they using the system?If yes, the implementation is a success!



Banner Stats

Cumulative Client User Logins: 1,165,323Distinct Client Users : 2,695Current client logins (11:00 Monday): 492Distinct Web Users: 78,891Distinct student registrations: 46,882Cumulative course registrations: 380,779

Current web logins (11:25 EST): 269



Questions

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