ERP & RFP PLANNING AND FUNDING
Maria Shelton Maria Shelton Vice Chancellor for Information ServicesVice Chancellor for Information Services
Tarrant County College DistrictTarrant County College DistrictFort Worth, TXFort Worth, TX
TCCD Statistics
• Credit Enrollment 34,106
• Continuing Ed Enrollment 28,490
• Four Campuses– 78 wired units
• One administrative complex
• Two off site opportunity centers
ERP- Enterprise Resource Planning Software
The software attempts to integrate all departments and functions across a company onto a single computer system that can serve all those departments’ particular needs.
source: CIO Magazine January 10, 2006
http://www.cio.com/research/erp/edit/erpbasics.html
TCC Technology Plan
• Create an outcomes-based plan• Standardize basic hardware and software
systems• Provide district-wide training to faculty and staff• Provide technology system support• Purchase one administrative
software system
Gartner’s Magic QuadrantSource: Gartner, 2005
SAP
JenzabarDatatel
SCT Sungard
Oracle/PeopleSoft
Campus Management
niche players visionaries
challengers leaders
Completeness of vision
Abi
lity
to e
xecu
te
Selection Process
• Search committee identified– Major areas represented– Internal data needs and processes identified
• RFI/RFP Planning– Formal vendor responses
• Product demos on site• Iterative surveys of lingering questions
– Meetings with comparable institutions– Meetings with vendor CIO and CEO
Developing a RFP
• An organizational overview• A description of what you want an ERP to do• List required deliverables• Your assumptions and agreements• A proposal format• A technical proposal ( timelines, personnel, completion
schedules)• Documentation (demos, glossary, etc.)• Request for references• Submission deadline• Submission contact information (additional information)• Submit proposal to
Funding Strategies
• THE GOOD– Tax Increase for M&O– Leveraged Services– Beta Site– Revenue bonds based on technology fees
• THE BAD and THE UGLY– General obligation bonds
Hidden ERP Costs
• Training• Integration and Testing• Customization• Data Conversion• Data Analysis• Consultants ad nauseum • Replacing your best and brightest• Implementation teams can never stop• Post-ERP Depression
Readiness Planning
• Project organization
• Implementation process
• Define parameters of implementation
• Enterprise assessment
• Communication plan
Project Organization
IMPLEMENTATION OVERSIGHT COMMITTEE•Implementation Project Manager•Executive Sponsor (VC IS) •Team Leaders
Technical Coordinating Committee•Infrastructure •Security •System Performance•Tools•Database Management•Legacy System Transition•Data Conversion
Human Resources System•Personnel •Payroll •Position Budgeting•External Interfaces
Fund Raising System•Development •Gift Processing •Campaign Management•Activities and Events•Major Prospects•Membership•External Interfaces
Financial System•General Ledger •Purchasing •Accounts Payable•Budget Management•Physical Plant•Inventory•Fixed Asset•Pooled Investments•Projects Accounting•External Interfaces
Student System•Recruitment/Admissions •Financial Aid •Faculty Information•Curriculum Management•Registration•Academic Records•Accounts Receivable•Cash Receipts•Degree Audit•Campus Organization•Residence Life
CORE FOUNDATION COORDINATION•Reps from Oversight, IT, Key Users, Reps from Oversight, IT, Key Users, Major Data Users (Research) Major Data Users (Research) •Shared Codes/Demographics Shared Codes/Demographics •RulesRules•Data Standards/Naming ConventionsData Standards/Naming Conventions•Reporting Requirements/Query PoliciesReporting Requirements/Query Policies
Technical Coordinating Committee
– Information Security – System Performance– Legacy System Transition– Data Conversion– Training
PREPGet Ready
InstallHardware
InstallSoftware
Connect Devices
Begin TechTraining
PHASE IInput DecisionsEDUC AccountGet Understanding
Select TeamsPrepare for ClassAttend Module ClassDecide ProcessesDecide UsageDecide CodesConsult with VendorPracticePractice MorePlan Data Conversion
PHASE IIOutput DecisionsTEST AccountGet Crazy
Build TEST planWrite ProceduresAnalyze ReportsAnalyze FormsAnalyze WP NeedsConsult with VendorBuild ReportsTest ConversionsMock "Live" Process
PHASE IIIPrep for LIVELIVE AccountGet Real
Train UsersSet SecurityTest ReportsEnter LIVE CodesEnter DataRun ConversionsGo LIVE!!Cleanup Data
40% 40% 20%
Implementation Phases
Approach Parameters
ERPs are designed to be modified by parameters, codes and tables.
Set expectations early in implementation process
-criteria for modification
-participants
-evaluation
Organization Chart
Director IS
Network and Systems
(4)
Systems andOperations
(6)
ApplicationsProgrammer
(ST)(3)
ApplicationsProgrammer(HR and Fin)
(4)
User Support
(2)
DBA/Analyst
Technical Coordinating Committee
– Information Security – System Performance– Legacy System Transition– Data Conversion– Training
System Performance
• Internet service -(2) DS3 circuits
• Smaller LOCs (Learning Opportunity Centers)-full or fractional T1’s.
• Local area connectivity - 10/100/1000 Mb/s switches
• 130 servers
• 7000 desktops
Legacy Systems-Operations
o Virtually operator free
Sys Admins, DBAs and Network Admins function as operators
o Activity pushed to end-users
o Backups scheduled and launched electronically
o Sys Admins load patches and updates
o Keep all balls in the air until “Live”
Data Conversion Planning
Scope-clean data
-shadow system data Process and Timing
-need business decisions -more than a mechanical process
-identify all data sources -evaluate data in shadow and support systems
Training Requirements
Oracle Unix and Colleague Colleague Systems Admin Oracle/Colleague DBA Programmer/Analyst
(role shifts more to analyst) Data Administrator Admin Systems Web Master Customer Support Specialist Librarian
Enterprise Assessment
• Organizational Impact
• Service Levels
• Governance
• Forms– Task Inventory– Data Output Inventory
Enterprise Assessment-Org Impact
• Current responsibilities– Network and systems– Systems and operations– HR and CF Applications– Information Systems– End User Support
Enterprise Assessment-Service Levels
Test and Measurement
Commit to level of service
Budget for training
Support promotional opportunities
Enterprise Assessment-Governance
• Tame multiple IS systems and business processes
• Office reporting/data sources
• Change policies, planning and resource allocation to align with new ERP
Data/Output Inventory1. Output 2. Brief description of the report3. Owner Office/Dept 4. Mainframe Generated Report? 5. Manually Generated Report? 6. Frequency Run - how often do you have to complete this report?7. Distribution –internal and/or external 8. Media - what media are you using to create, review and distribute the report?9. Priority – when do you need to be able to generate this report in Colleague?10. Date Submitted to Project BESTT – date you forward this
item to Project BESTT inventory contact – [email protected].
Task Inventory1. Task - What you are doing
2. Brief description of the task
3. CICS transactions
4. Data Source - where are you getting information to complete the task
5. Output - what is the end result of completing the task, IE report, mailer, etc
6. Additional tools used
7. Frequency Run - how often do you have to complete this task
8. Priority – when do you need to be able to do this task in Colleague
9. Other tasks impacted
10. Other departments impacted
11. Date Submitted to Project BESTT – date you forward this item to Project BESTT inventory contact – [email protected].
Post Implementation Planning
• Forecasting future hardware/software needs
• Budgeting
• IS Oversight
• Priorities
• Standards
Budgeting
• Training
• Well equipped technical staff
• Responsive network
• Maintain staff
• Acquire assistance for custom development
Priorities
• Reports
• Data conversion
• Changing service levels
These decisions should not be sole responsibility of IS!
Key Success Factors• “Regular day jobs” must go on.. HELP THEM!
• Data owners want to convert “EVERYTHING;.....DON’T!!
• Too much bandwidth or processing power?.....NO SUCH THING!!!
• High level champion…..A MUST!!!!
Final words…
• Two worlds for a time
• Total IS staff will be affected
• Roles will change and maybe disappear
• End users will assume more responsibility for their data
• ERP implementation is not an IS project