erp in the cloud: challenges and opportunities (265222046)
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8/9/2019 ERP in the Cloud: Challenges and Opportunities (265222046)
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California College of the Arts
Founded 1907
Non-profit art and design college in San
Francisco and Oakland California
2000 students. 2/3 UG, 1/3 Grad
Founded in the Arts and Crafts Movement
Fine Arts, Design, Architecture, Humanities
Pride ourselves on being nimble and
“scrappy”… Using iterative processes
Doers and Makers
Innovation is in our DNA
Technology is embedded in our disciplines
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About Me
Fine Arts and InstructionalTechnology degrees
e-learning since 1995
UC Berkeley, ACIO for AcademicEngagement
Active in Community Sourceefforts: Sakai, Fluid Project,
OpenCast
Strong advocate for user-centered design practices
CCA CIO for 2.5 years
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CCA IT Landscape
Datatel/Colleague school since 2004
ADP for HR/Payroll until January 2015
Hobsons for Student Recruiting and applications
Raisers Edge for Advancement
Moodle LMS
Many manual processes and small tools to make up forlack of integration
Small school, but significant breadth
Often only a single FTE deep in critical areas
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Why Change?
Carrying a large level of risk
No way to scale significantly with existing staffing
Legacy systems the largest complaint from faculty and students
Inability to be responsive with current system
Cost of customization — incredibly brittle systems
Work-arounds a very large human hour cost — largely invisible
Expectations require a modern technology stack
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Strategy + Goals
Extend services by leveraging cloud services
Increase understanding & empathy for end-user goals andchallenges
Deliver long term impact through phased/iterative approach
Fill gaps & largest pain points first
Clarify decision-making — functional ownership
Cultivate and promote business process review & projectmanagement
Take advantage of the moment to revisit business process
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Managing Decision-making
Governance - priority and funding
CIO Administrative Advisory
CIO Academic Advisory
Administrative Managers Users Group
Project management tools and sponsorship
Data Governance
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Cloud Solutions
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Platform As A Service
Configuration rather than customization
Engagement is their business
Third party tools and implementation partners canhelp us expand
Reasonable Higher Ed. pricing via Foundation
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Filling gaps rather than replacing legacy systems
1 platform for managing and tracking studentengagement
Career Services, Academic Programs, Student Affairs Counseling, Industry Partnerships, Center for
Art and Public Life
Activities: Internship mgmt., mentor matching,alum tracking, industry partnerships opportunitiesand CAPL partners mgmt.
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Native Cloud — prepared for change
Utilizing new technologies offering flexibility
Company willing taking a UCD approach
Partnership programs enable CCA to engage
without having development staff
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Workday HR/Payroll phase 1 released January 2015
Staff Recruiting released March 2015
June 2015 Release:
Faculty Recruiting and Contracting
Student Recruiting
Financials Review & Decision Summer 2015
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Workingw it h
Workday
Student Strategicinfluencers
Influence and shape
Bring the talent and unique
perspective you have
Student Design Sprint
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[Straw Man] Roadmap
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Challenges/Risk
Building a shared sense of need
Managing change — costs and expectations
Timing
Integrations
Data management
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The Start of the Storm...
Max Davis-Johnson
May 2015
Boise State University
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What are we going to talk about?
Boise State University
A new strategy Starting the transition
What’s next
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8/9/2019 ERP in the Cloud: Challenges and Opportunities (265222046)
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Boise State Facts
Fall 2014 Enrollment – 22,259 Full Time Faculty & Staff – 2,104
Offer 12 Doctorate, 76 Master’s and
84 UnderGrad Programs plus 23
Grad Certificates FY 2015 Budget - $450M
FY2014 Research Expenditure - $35M
Boise State University
I i i f if i i l
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It is not a question of if…it is only a
question of when.
Boise State University
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Our Reality is…
Boise State University
Doing more with what we have or in somecases with less
Growing expectations
Increasing pace of innovation We can’t get rid of stuff or turn anything off
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… and this
Boise State University
ERP upgrades that cost millions Servers under peoples desks
Faculty members still using Windows 95
Chemistry server storing credit card numbers
Manual shaping network packets to block abusers
Distributed staff doing the “same thing but different”
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Higher Ed Tech is unique…
Boise State University
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Unique because…
Boise State University
Transactional & Administrative systems
Classroom Technology
High Performance Computer (HPC) / Research Technology
Huge data sets
Labs/Classrooms with 100’s of applications Open networks/easy hacking target
BYOD (Bring Your Own Device)
ISP to ResNet & Housing
Refresh of customers
Educated trained debaters
Consensus style of governance
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Boise State University
Why do we think we can do this
by ourselves?
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Why a new strategy?
Boise State University
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Like technology from an advanced aliencivilization…
Boise State University
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Move from this…
Boise State University
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… to this
Boise State University
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Flip the Pyramid
Boise State University
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Fundamental Strategies
Boise State University
IT Rationalization IT Simplification
Do more core technologies than
context technologies
Embrace the SMAC stack
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IT Rationalization
Boise State University
Determine the best source of IT services and reducenon-productive redundancy in IT Solutions
Think Cloud First when upgrading or acquiring
Emphasize virtualization of servers and storage
Centralize commodity technology
Get control of technology infrastructure
Embrace the concepts of IT Simplification – concept of
one & zero, keep score, free the data, amazonification,team sport, and stop doing stuff
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From Context to Core
Boise State University
Core processes … are the ones thatdifferentiate you … so that customers
select you over your competition.
Everything else is context.
-- Geoffrey Moore
Dealing with Darwin
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Embrace the SMAC stack
Social, Mobile, Analytics, and Cloud - SMAC Lead with Mobile in Development
Incorporate Social in Development
Working hard to extend the data (warehouse) Working hard to extend reporting/analytics
with new tools and dashboards
Think Cloud first
Boise State University
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Why Oracle Cloud Financials?
Current state
Economic
Technical
Functional
Boise State University
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Current State
Boise State was one of the Original 13 for PeopleSoft (Pre -
Y2K implementation)
Planning for a significant PeopleSoft Financials upgrade (8.x to
9.x)
Process mapping
COA update
Project culture in place
Upgrade Budget identified
Looking at a large PS licensing increase due to significantUniversity Budget growth
Cloud is evolving part of our culture/strategic direction
Boise State University
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Economics
Annual Avoidance Cost• Software Maintenance
• Annualized Upgrade
• Additional SW License
Other Cost Reductions (after 2nd Year)*• Software & Hardware Maintenance/Replacement
• Labor
Cloud Subscription Costs*Cost shifts
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Technical
The technical benefits of moving to a cloud-basedsystem are all there:
reducing infrastructure costs *
the opportunity to repurpose staff to other needed areas *
keeping the system current eliminating costly upgrades
the ability to grow and scale as needed
robust web services
* Cost Shifts
Boise State University
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Functional – Critical to ERP Cloud
Mature fully functional financial cloud system (This isthe “fusion” product) – modifying for public sector
and higher ed
As a charter partner (read beta) it is an opportunity
to influence product functionality and direction Includes integrations to PeopleSoft Campus Solutions
and Human Capital Management
Focus less on the technology and more onautomating and transforming business processes
Boise State University
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High Level Plan and StatusPlan and Tasks
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High Level Plan and StatusChange Management
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The Good
Fully functional modern financial system with social,mobile, built-in analytics
Grant functionality (post award)
Flexible and configurable – we do not see a need to make
our own customizations Oracle development has been responsive – added refund
direct deposit
Lots of attention from Oracle
Opportunity to improve and build consistent businessprocesses
Boise State University
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The Ugly
Taking too long to learn to dance at
the same tempo
Too many cooks (sales )from Oracle – no
unified cloud vision
Data Warehouse path is evolving
Learning the product – both from a functional and webservices
Historic data archiving is undetermined
Boise State University
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What’s Next for Boise State?
Boise State University
Go-Live Oracle Cloud Financials – Jan 1, 2016
Considering the following:
Summer/Fall 2016 start our Oracle
Cloud HCM transition to the cloud –
starting with Recruiting, On-boarding,
and Learn
Start full Oracle Cloud HCM implementation 2016
Extend Data Warehouse to Oracle Cloud 2016
Wait and see on Cloud Campus Solutions (Student) until it
matures
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Questions?