hcm implementation the asu way max davis-johnson university technology office april 26, 2007
TRANSCRIPT
HCM ImplementationThe ASU Way
Max Davis-Johnson
University Technology Office
April 26, 2007
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
Thanks to each and every one of you ... for all
you’ve done and all you’re yet to do…
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
All you’ve done…
• Implemented and supported TAM• Learned• Configured and Setup• Converted• Tested• Designed• Developed • Trained
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
All you’re yet to do…
• Implement Payroll
• Implement HR
• Implement Benefits
• Implement Time & Labor
• Support all the above
Who knows what all else????
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
Growth &
ChangeGrowth &
Change
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
ServiceService
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
Why a new strategy?
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
From Context to Core
Core processes … are the ones that differentiate
you … so that customers select you over your
competition.
Everything else is context.
-- Geoffrey MooreDealing with Darwin
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
From Context to Core
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
The Core
InformationSecurity
Digital Library
High PerformanceComputing
Enterprise Intelligence
User Support
Applied LearningTechnology
Student Success
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
Managing Context through Strategic Alliance
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
Like technology from an advanced alien civilization…
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
ASU Strategic Technology Partners
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
ERP The ASU Way
Adapt
Grow
Implement
Iterative Process
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
ERP the ASU Way
External Hosting
Transparency – The Frankenstein Factor Antidote
You can have any flavoryou want…
Avoiding procurement fatigue
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
ERP the ASU Way
Standing on the shoulders of others
Go towards the sound of the guns
Empower Decision Making
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
ERP the ASU Way
Data and Reports
Project Organization
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
• Best Practice 1 - Executive management endorses and supports the project
• Best Practice 2 –This is not just a technology project. It is an University project.
• Best Practice 3 – In the Functional vs. Technical balance, functional weighs more than technical. Functional processes and needs are the core. Technical serves the core.
• Best Practice 4 – Be cognizant about the need to adapt the organizational changes.
• Best Practice 5 – A project management team will be assign full-time to the implementation.
• Best Practice 6 –The project team composition will represent all functional areas.
The Sweet Sixteen…
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
The Sweet Sixteen…• Best Practice 7 – Project team members are full
time on the project and normal job responsibilities will be reassigned. Backfill is required.
• Best Practice 8 – Budget will not be the primary consideration in making project implementation decisions. The ability to track and reallocate budget in a timely manner within the overall project budget is critical. Spending a little more early can literally save you millions later.
• Best Practice 9 – The project team will be empowered to make decisions. Decision elevation process in place.
• Best Practice 10 – A separate dedicated work environment specifically created for the project team is required.
• Best Practice 11 – Reward, praise, and celebrate.
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
The Sweet Sixteen
• Best Practice 12 – Milestones drive the implementation schedule. You adapt the “Lawyers, Guns, and Money” philosophy.
• Best Practice 13 – Use the software out of the box or re-engineering a business process before changing the ERP software.
• Best Practice 14 – Use experienced consultants to facilitate implementation efforts and do knowledge transfer. Core functional teams will have a full-time consultant for the duration of the initial implementation project.
• Best Practice 15 – Implementation information should be continuously communicated to the campus community.
• Best Practice 16 – Start early on data -conversion and reporting
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
Challenges
• Getting the culture of higher education to embrace a new paradigm
• Executive commitment• Resource commitments• ERP Acceptance Curve and the
“trough of despair”• Acceptance of Role Changes
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
How do you do faster, cheaper, better?
• Align with partners who have administrative technology as part of their core business
• Use the improvements and reliability of the PeopleSoft software and the maturing and quality of related services
• Spend money early to get it right and meet milestones
• Define and follow implementation principles• Adapt best practices – “A Sweet Sixteen”• Organizational issues outweigh software issues-
software and methodologies are mature• Implement – Adapt – Grow• Compressed timelines actually promote success• Keep the project team supplied with caffeine• Giddy-up!
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
Oasis – Year 1• Admissions online• Financial Aid online• Talent Acquisition online• Registration online
• 54M records converted• 24,000+ students
admitted• 33,000+ students
registered
• On schedule• On budget
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
Performance
Selected Clumsiness
Incomplete data
Missing
functionality
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
Will it be this?
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
or this?
U n I v e r s I t y T e c h n o l o g y O f f I c e , A r I z o n a S t a t e U n I v e r s I t y
Thanks to each and every one of you ... for all
you’ve done and all you’re yet to do…