Project SkyVU Launch March 15, 2016
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Executive Steering Committee
Eric Kopstain John Lutz
Brett Sweet Barb Carroll
Susan Wente
Dennis Johnson
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Vanderbilt's ongoing evolution and our impending separation
combine to create demand for new core administrative systems
Separation assurance
Strategic evolution
Lagging technology
Lost productivity
Significant risks
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Vanderbilt's profile has changed significantly over the thirty years
since we implemented the ERP finance modules
• Increasing regulatory burden
(e.g., Uniform Guidance)
• Expanding research base
• Evolving international footprint
• Broadened external partnerships
• Thriving endowment
• Enhanced cross-institutional
collaboration
• Expanded financial aid program
We have seen substantial growth in a number of areas...
Unrestricted
operating revenue Endowment Total enrollment Faculty and staff
$1,500
$1,000
$500
0
in millions
2014
$1,225
1985
$172
7.1x
...resulting in additional complexity across the University
$5,000
$4,000
$3,000
$2,000
$1,000
$0
in millions
2014
$4,046
1985
$284
14.2x 12,710
8,122
0
5,000
10,000
15,000
2014 1985
1.6x
473 1,826
2,685
4,680
0
2,000
4,000
6,000
8,000
1985 2016
3.9x
1.7x
Staff Faculty
Our tremendous growth coupled with increasingly complex
business processes presents significant challenges
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For example, Vanderbilt's core financial systems today... Processing FedEx® charges shouldn’t be this difficult
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The separation of the Medical Center will not only magnify existing
risks but also create new risks for the University
Business Processes Vendor Systems Operational Risks
• There is substantial risk in sharing key business processes and
core systems as two separate legal entities
• The shared key contracts / vendor agreements increase the
likelihood of key vendors abandoning support
• Sharing legacy systems and processes create significant
operational and technical risk for the University
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Images to talk over
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Our staff is frustrated with the old, unconnected applications and
inefficient business processes
"Vanderbilt has a homegrown budgeting system
– VUbudget, implemented in 1996, and no
updates ever since... it is hard to utilize because
the system doesn't have much functionality"
"Only one person knows how to use the
system now, and she's moving to the Medical
Center"
"We have lots of paper based processes... many
can be automated"
"We have to manually track and manually run
queries to check... because we have much
customization, PeopleSoft can't get updates"
"We have boxes of paper invoices for scanning...
We have to manually open, sort, and scan the
invoices... there is no workflow"
"We have to take every transaction in the
institute and allocate it to different offices"
"PeopleSoft does not talk to GL, so we have to talk
to two systems... The reconciliation is huge"
Source: Vanderbilt University internal interviews
“We are losing the hearts and minds of our staff"
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While we have made significant strides on many fronts, we are
behind our peers in administrative technology
Princeton University
Harvard University
Yale University
Columbia University
Stanford University
University of Chicago
MIT
Duke University
University of Pennsylvania
Cal Tech
Johns Hopkins University
Dartmouth University
Northwestern University
Brown University
Cornell University
Vanderbilt University
Washington U
Rice University
University of Notre Dame
UC, Berkeley
Ranking
Vanderbilt is a Top 20 institution with lagging
administrative systems to support the mission
Source: 2016 US News National Universities Rankings
Ran
kin
g
Ranking vs. Information technology landscape
Top 10
1980s – Mainframe era 1990s – Client/Server era 2000s – Mobile/Cloud era
Information technology landscape
moving to ERP
solution
moving to ERP
solution
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We evaluated vendors and products across a number of technical
and non-technical dimensions
Demo
Scorecards
Strategic vision
alignment
Reference
calls with peer
universities
Market report
Solution
functionality
comparison
Vendor's
commitment
ROI/Benefit
analysis
Implementation
proposal
assessment
Vendor
selection
Vendor Proposed
Vanderbilt Specific
Marketplace
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Our assessment showed Oracle is one of the most competitive
business system vendors on the market
Source: Oracle's 2015 10K annual reports; BCG analysis
Higher Ed Experience Stability Product Vision
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BI Launch Pad
New Business
Objects
Application
eDog
General Ledger
Data
DMS
Departmental
Management
System
C2HR
Connect to HR
Concur
Vanderbilt
Business Travel
and Employee
Reimbursement
ePac
Personnel Action
Change
Kronos
Electronic Time
and Attendance
System
e-Timesheet
Electronic
Timesheet
Exempt Time Off
Exempt Time Off
eProcurement
Purchase
Requisitions
NCOA
Narrative Chart Of
Accounts
WALDO
Labor Data
Taleo
Employee
Recruiting
PM
Privilege
Management
Pcard
Procurement Card
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pictures
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Support Vanderbilt University’s academic mission by
modernizing its financial, administrative and research support systems
Improved quality and accuracy
New opportunities
Modern processes and systems
Risk mitigation
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Education
We must offer and absolutely
outstanding educational
experience for all our students.
Research
We must undertake world-class
research that produces new and
important discoveries that address
important problems and
questions.
Deep Societal Impact
We must guarantee these first two
goals are mutually reinforcing so as
to ensure Vanderbilt’s impact on
society is deep and enduring.
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Pictures
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Spring 2016 Summer 2016 Fall 2016 Spring 2017 Summer 2017
Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Oracle
ERP / HCM
Business
Process
Mapping and
Training
Change
Management
IDM & MDM
Business
Intelligence
Research
Systems
High-level Timeline of Implementation Work Streams
Design
BP Mapping
Communications, Project website, Change Network engagements, Roadshows
Configure Validation
End User
Training Prep
Build User
Training
Deliver End User
Training
IDM implementation
MDM - Person data (EPI replacement) implementation
Oracle Business Intelligence Suite (On-premise)
Additional Data
Configuration
Evaluation and Replacement (Coeus and PEER)
FY16 FY17
Today Go-Live
(Phase I)
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Commonalities…
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Guiding Principles
Simplification & Standardization
Forward Focus
Accountable Governance
Transparency & Inclusion
Measurable Results